Contents

Introduction

Management

Social (S)Environment (E)Governance (G)Recognition / Assurance

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Employee Health & Safety / Work-Life Balance
Basic Approach
Approachfor the entire workforce, including both regular and contract
employees, towards the complete elimination of occupational

Labor-Management Partnership at Toppan Inc.

accidents. We maintain our efforts to eliminate occupational

Toppan Inc.’s labor union and management respect each other’s

We value our employees as precious “human assets” andaccidents all year round.

positions as partners with shared ideals. They have been

understand how deeply we depend on them. We are convinced*The term “health and productivity management®” is a registered trademarkof the Workshop for the Management of Health on Company and
Employee of Japan.

working together on various issues on an equal footing. Businessthat human assets perform to their full potential when they are
vigorous, earnest, and driven.
Rewarding working conditions and healthcare and safety
initiatives to support motivated, vigorous, and earnest work havebeen jointly promoted by Toppan Inc., the Toppan Printing

councils are convened as cross-divisional and operational-sitebased forums to discuss wide ranging managerial issues. Several

Promotion Frameworkspecial committees are also convened to deliberate pertinentissues of the day. Standing committees meet to discuss issues

Promotion framework

such as working hour reductions, wages, and safety and health.

Labour Union (“the labor union”), and the TOPPAN Group

The Personnel & Labor Relations Division coordinates with

Individual labor-management committees meet wheneverHealth Insurance Union (“the health insurance union”).

general affairs departments in business divisions across thenecessary to discuss specially designated subjects, such as theGroup to implement various measures on labor matters increation of a working environment amenable to enhanced job

undertaken various activities based on the Health Management

consultation with the labor union. The division also spearheads

satisfaction.

Declaration (established in 2015; revised in 2019) and the Basic

the development of employee healthcare and safety initiatives

The Company has adopted a union shop system. In

Policy on Safety, Health, and Fire Protection (updated in Aprilin cooperation with the labor union, the health insurance union,

principle, all non-managerial employees belong to the labor2020 from the Basic Policy on Health and Safety formulated inand general affairs departments in business divisions

union as members.

2010).

throughout the Group.

*6,975 union members out of Toppan Inc.’s total workforce of 10,899
employees

For employee health and safety in particular, we have

The Health Management Declaration clarifies healthmanagement policies for maintaining and enhancing the healthof Group employees. From a viewpoint of “health andproductivity management®*,” this declaration visualizes andreorganizes health promotion measures and action plansorganized by the Group and the health insurance union. Two

Structure for Health Management Promotion
Head of health management(President & Representative Director)

General aﬀairs departments
at Group sites

Health management promotion supervisor

Toppan Printing
Labour Union(Director in charge of personnel
and general aﬀairs departments)

Collaborating in
implementing measures

aims are pursued. The first is to further promote the health of
employees and their families through various approaches, suchas measures to support work-life balance. The second is tocontribute to society through healthcare businesses that support
health promotion activities undertaken in communities.
The Basic Policy on Safety, Health, and Fire Protection,
meanwhile, enunciates a “safety first” principle as a top priority

Health Management Promotion Council
Health insurance union; Personnel and generalaﬀairs divisions at the head oﬃce
Collaborating
Departments
involved in healthcare
businesses

Collaborating

Collaborating

We have formulated a structure for promoting “health andproductivity management®” by establishing a Health

Safety and HealthCommittee

Management Promotion Council at Toppan Inc. The President &Industrial physicians

Representative Director oversees the council as the head ofClinics and medical
specialists

health management. Representatives from across Group sites

Industrial counselors
TOPPAN Group Fraternal
Beneﬁt Society

Public relations
division

60

Health Management

Corporateplanning divisionand the health insurance union meet to establish key targets andkey performance indicator (KPI) benchmarks for employee
healthcare initiatives. The council members discuss, implement,
verify, and improve various healthcare measures to achieve thetargets and benchmarks.
Sustainability Report 2023

Contents

Introduction

Management

Social (S)Environment (E)Governance (G)Recognition / Assurance

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

More details on the Health Management Declaration (in Japanese)
https://www.holdings.toppan.com/ja/about-us/our-corporate-approach/health-manage-declaration.html

 ore details on the Basic Policy on Safety, Health, and Fire ProtectionM(in Japanese)
https://www.holdings.toppan.com/ja/about-us/our-corporate-approach/safety-policy.html

four Group sites in the U.S. (May 2019), sites operated by

Japan and two dojos overseas.
Companies and organizations outside of TOPPAN come totrain at the domestic dojo facilities. While most train at the
Kawaguchi dojo , inquiries on the use of dojos at the other four

Approach

Activity results, performance data

Safety masters, safety personnel, employees in charge ofengineering and safety, and other safety experts have been
deployed to operational sites across Japan under the safety

The Kawaguchi dojo is equipped with a virtual reality (VR)workplace hazards. The dojo also uses mechanical simulators tofamiliarize trainees with the dangers of dust explosions andexposure to hazardous chemicals.

On a cumulative basis, 38,712 Group employees andthe dojo facilities opened. The number of trainees fromcompanies and organizations outside of the Group has been

2017年10月にタイ・サイアムトッパン、2018年1月に中国・リーホォン東芫工場に「トッパングループ安全道場（以下安全道場）」
limited to about 200 per year since fiscal 2020, mainly as aを開設しましたが、今後は他の海外事業所にも順次安全体感道場を開設し、その現地に合せた安全教育を強化して参ります。
今回開設された海外2カ所の「安全道場」では、これまで国内で培ってきた知見を活かし、また海外事業所の実情
consequence of site closures during the COVID-19 pandemic.
に合わせた展示、体感設備の導入と、運用体制の構築を行っています。
運用体制については、国内と同じように安全師範を現地にて要請し、定期的に現場オペレーターを集めて、
Notwithstanding the fiscal 2020 slowdown, a cumulative total of
安全教育を実施しています。

6,363 visitors from 880 entities have been trained at the dojo
（中国・リーホォン東芫工場の安全道場）
More details on our Anzen Dojo initiatives (in Japanese)
https://www.holdings.toppan.com/ja/about-us/our-corporate-approach/safety-policy/
anzendojo.html

facilities since they were launched.
We have also been using VR technologies to produce
hazard simulation content since 2019. In total, 22,678 Group
employees have been trained on simulated workplace hazards

promotion structure of the Group. We organize comprehensive

Dojo VR tours organizedat 55 operational sites acrossin Anzen
年10月にタイ・サイアムトッパン、
20172018年1月に中国・リーホォン東芫工場に「トッパングループ安全道場（を開設しましたが、今後は他の海外事業所にも順次安全体感道場を開設し、その現地に合せた安全教育を強Japan. The innovations adopted at the dojos for remote hazard
今回開設された海外2カ所の「安全道場」では、これまで国内で培ってきた知見を活かし、また海外事業所の実に合わせた展示、体感設備の導入と、運用体制の構築を行っています。
simulation training during the COVID-19 pandemic have
運用体制については、国内と同じように安全師範を現地にて要請し、定期的に現場オペレーターを集めて、（タイ・サイアムトッパンの安全道場）
heightened the safety awareness of Group employees overall.
安全教育を実施しています。

safety training for all Group employees, both regular andcontract hires, in accordance with the Basic Policy on Safety,
Health, and Fire Protection. The training takes many forms,
from safety programs mainly for forepersons to risk assessment
courses to enhance the intrinsic safety of machines andequipment.

Group sites in Indonesia and Thailand (May 2020).
visitors from around the world have taken safety training since

plants are also welcome.
simulator to train employees and guests in the handling ofOccupational Safety and Health

Giantplus Technology Co., Ltd. (November 2019), and several（中国・リーホォン東芫工場の安全道場）

Operating Anzen Dojos Overseas

Anzen Dojo

Two Anzen Dojo facilities were recently opened at Group sites
outside of Japan: one at Siam Toppan Packaging Co., Ltd. inAnzen Dojo safety-training facilities outfitted to simulate andThailand in October 2017; another at Toppan Leefung Packaging

alert employees to workplace hazards have been operating at the& Printing (Dongguan) Co., Ltd. in China in January 2018.

Kawaguchi Plant in Saitama Prefecture, Takino Plant in Hyogo

These overseas facilities leverage our expertise on safety

Prefecture, and Fukuoka Plant in Fukuoka Prefecture for years.

training cultivated at similar dojos in Japan. Both facilities are

More recently, new domestic dojos have been established at theequipped with safety-related displays and hazard simulators

Gunma Central Plant in Gunma Prefecture (in fiscal 2020) and

optimally selected for the working conditions at their sites. We

the Shiga Plant in Shiga Prefecture (in fiscal 2021). Dojo

foster onsite safety masters for overseas Group companies andfacilities were also set up at two overseas Group sites in fiscal

regularly hold safety sessions for frontline operators according

2017, one in China and another in Thailand. We will continue toto the same operational scheme applied in Japan. Anzen Dojorefine Groupwide safety promotion activities to prevent

tours with hazard simulators were conducted to ensure

occupational accidents, with support from the five dojos acrossemployee awareness of potential dangers in the workplace at

61

Press release: Toppan Inc. Produces New Anzen Dojo VR TM Content (inJapanese)（タイ・サイアムトッパンの安全道場）
https://www.holdings.toppan.com/ja/news/2023/05/newsrelease230516_1.html

Sustainability Report 2023

Contents

Introduction

Management

Social (S)Environment (E)Governance (G)Recognition / Assurance

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Anzen Dojos Opened
Domestic Group Sites
Fiscal 2010 Kawaguchi Plant (Kawaguchi, Saitama)
Fiscal 2015 Takino Plant (Kato, Hyogo)
Fiscal 2015 Fukuoka Plant (Koga, Fukuoka)
Fiscal 2020 Gunma Central Plant (Ora, Gunma)
Fiscal 2021 Shiga Plant (Higashiomi, Shiga)

Overseas Group Sites
Fiscal 2017 Siam Toppan Packaging Co., Ltd.
(Thailand)

Fiscal 2017 Toppan Leefung Packaging & Printing(Dongguan) Co., Ltd. (PRC)

Heightening Employee Safety AwarenessWeb-based efforts include remote safety audits, basic training

A Safety Project has been formed at Toppan Inc. with members

across Japan, and subcommittees where site personnel discussfrom the Personnel & Labor Relations Division and thesafety measures for their production processes. In parallel with

Manufacturing Management Division. Project members

the remote initiatives launched during the COVID-19 period, we

regularly visit Group sites to monitor their safety activities andhave begun holding onsite, in-person safety meetings andcarry out onsite patrols with a view to reducing the risk of

training sessions in conjunction with onsite inspections acrossoccupational accidents at production sites across the Group.

Group sites.

sessions for safety masters and employees in charge of safety

The annual group training conducted at Anzen Dojo andother safety facilities for Japan-wide safety masters has been

Data on Occupational Accidents

shifted to a web-based format to safeguard against COVID-19.
Safety education and efforts to standardize safer work

Under the “safety first” principle, we are creating safe, secure

procedures have also been organized online in various forms forworkplaces towards the elimination of occupational accidents

personnel at production departments throughout the Group.

throughout the entire Group.

Occupational Accidents
2018

Topic

Toppan Inc.

Deaths from occupational accidents

Good Risk Sense Awards for 2023
On July 15, 2023, Toppan Inc. won a Chemical Daily
Award and Risk Sensitivity Study Group Award at the

Toppan Inc. and some of its subsidiaries*

Severity rate*2

FY2023 Good Risk Sense Award ceremony sponsored by
the Risk Sensitivity Study Group of Japan. Toppan Inc.

Deaths from
Occupational
Accidents2022

was selected in recognition of the outstanding

0

0

0

1

0.095

0.046

0.092

Toppan Inc. and some of its subsidiaries*3

0.210

0.342

0.238

0.444

0.340

Toppan Inc.

0.001

0.003

0.001

0.001

0.345

Toppan Inc. and some of its subsidiaries*3

0.008

0.007

0.004

0.014

0.169

Frequency
Rate*1

Severity
Rate*2

1

0.092

0.345

Some of its
subsidiaries*3

0

0.552

0.018

Subtotal

1

0.340

0.169

Domestic relatedcompanies*4

0

0.533

0.018

Overseas
affiliates*5

0

2.762

0.037

Total

1

1.238

0.089

.

62

1

0.144

Toppan Inc.

*Every indicator assured by an independent assurance provider is marked with an assurance stamp

2022
0

0

in heightening safety awareness and reducing the risk of*The Risk Sensitivity Study Group of Japan wasestablished by the Japan Society for Safety
Engineering, a body set up under the Science
Council of Japan. It monitors corporate safety
activities, assesses their efforts, and commends
outstanding initiatives to make them visible toother companies across Japan.

2021
0

0.048

performance of Anzen Dojo and other safety initiatives
occupational accidents.

2020
0

Toppan Inc.

3

Frequency rate*1

20190*Period covered: January 1–December 31*1 Number of occupational accidents requiring employee leave, per million
cumulative actual working hours (ref lects the frequency of occupational
accidents)*2 Number of workdays lost as a consequence of occupational accidents, perthousand cumulative actual working hours (reflects the severity of occupational
accidents)*3 Entities covered: 30 domestic subsidiaries under the control of either Toppan
Inc. or its business divisions*4 Entities covered: 30 domestic related companies*5 Entities covered: 90 overseas affiliates

Sustainability Report 2023

Contents

Introduction

Management

Social (S)Environment (E)Governance (G)Recognition / Assurance

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Measures for Mental Healthcare
ApproachPromotion framework

Activity results, performance data

Developing 3D Stress Check & Support
We have analyzed extensive data from employee stress-checks
and from specialists overseeing mental health problems at the

We work with industrial physicians and the TOPPAN Group

workplace. The risk factors for mental illness identified so far

Health Insurance Union to undertake various measures for the

include not only typical excessive stress, but also physical andprevention of mental health problems at the workplace. The

mental conditions linked to unhealthy lifestyles and major

measures broadly cover “primary, secondary, and tertiarychanges in personal and working environments.

prevention” strategies, as well as prevention-focused approaches

Based on these findings, we have developed our own 3D(“fundamental prevention”) to improving communication skills

Stress Check & Support system that offers detailed risk

and enhancing physical and mental health through better sleep.

assessments with an original algorithm and automaticallyprescribes tailored forms of mental hygiene support, such asvideo coaching programs that employees in need can accesswithout surrendering personally identifiable information. Stresschecks are also arranged two times yearly for graduates who
have been hired in the last 24 months. These checks attest to
our redoubled mental healthcare efforts for new hires.
Meanwhile, feedback on the group analyses performed
using data from the 3D Stress Check & Support system isrelayed to managerial staff to guide their efforts towards
workplace improvements across the Group.

We develop in-house training programs and training

Overview of Mental Healthcare Activities

addressed in our training regime.
In the case of unavoidable absences from work because of● 3D Stress Check & Support
・Good physical and mental condition
・Guidance on addressing environmental changes

Training before overseas assignment

mental health problems, we carefully check and care forpreparing them for a return to work, confirming their readinessto return to work, and extending supports for them. Careful,deliberative support helps employees maintain good balance
between work and medical treatment and take steps to avoid
any exacerbation or recurrence of mental burdens.

・Improved workplace environments
through group analysis(Other training programs organized byGroup sites)・Interviewsby physicians

Enhanced early-response capability
based on caseness

Secondary
Prevention

step by having them concentrate on medical treatment,

Tertiary
Prevention

individual employees on leave to support their recovery step by・Various training programs

 mployee assistance programs (EAPs) forE
personnel assigned overseas

prevention and special care for remote working are also

・Workshop on FFS theory●Harassment prevention●

overseas assignments. Emerging challenges such as harassment

・Heightened awareness of the importance ofgood sleep

・Rank-based training

 nline counseling by the health insuranceO
union

workshops at workplaces, and training for candidates forPrimary Prevention

employees, rank-based training, division-based training,・Original video materials●Improved communication skills●

training also takes many forms, such as training for new

・New employee training and training for
employees hired in the last 24 and 36 months

Healthcare promotion plan

front-line findings on physical and mental condition. Our●Enhanced physical and mental condition

Care Using
Resources outsideof Group sites

Care Using Resources
within Group sites●

theory, and Adler’s theories of individual psychology, as well as

Fundamental
Prevention

methods such as cognitive behavior therapy, clinical art therapy(via the Art Salon workshop), the five factors & stress (FFS)Line Care(by managers and supervisors)

Self-care

Adler’s theories of individual psychology
Cognitive behavior therapy

outside of the Group. Training programs embrace theories andIn-house counseling support

making extensive use of diverse knowledge and expertise from・・

materials attuned to our internal mental healthcare needs byInterviews, etc. through the coordination of supervisors, general affairs
departments, industrial physicians, and the health insurance union“Return-to-work steps 2022” campaign to shorten the duration of absence and prevent the recurrence or exacerbation of mental burdens
Absentee care under the
H-ARM-ONY program

63

Sustainability Report 2023

Contents

Introduction

Management

Social (S)Environment (E)Governance (G)Recognition / Assurance

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

Work Styles at Toppan Inc.
Approach

SystemActivity results, performance data

Labor and management at each operational site also

marriage on July 1, 2020. They are now granted leave fordiscuss approaches to creating more accommodating workplacecelebration and condolence and receive allowances, wedding

environments that encourage employees to take leave. The

gifts, and other benefits.

Labor representatives and management at Toppan Inc. havemeasures they have devised and implemented are tailored to thebeen engaged in a vigorous dialogue since 2019 to devise

actual working conditions at their sites. The target paid leave set

approaches to achieving flexible work styles. A remote workby the Company is at least 10 days per year per employee.

system was adopted on October 1, 2020, after the completion of

Employees who have worked for the Company for 30

Toppan Inc. has been publishing its common employer’s actiona series of teleworking trials. This new system covers working

consecutive years are honored with a reward for long service,plan based on the Japanese Act on Advancement of Measures toarrangements of three types: working from home, working fromalong with a period of leave.

Support Raising Next-Generation Children.

Annual Paid Leave Used (Toppan Inc.)

working environment that supports balanced work and family

The common employer’s action plan aims to develop asatellite offices, and mobile working. The Company has alsoabolished the regulation requiring that core working-times be
set for employees under the smart work system introduced in
2018. In parallel, its discretionary work system has been
expanded to achieve full-time working from home. To spur
innovation, the Company has revised existing working

Average paid leave used(days)

Fiscal2018

Fiscal
2019

Fiscal
2020

Fiscal2021

Fiscal
2022

10.3

11.1

10.3

10.5

11.9

arrangements and introduced new systems to align with a

Average ratio*

new-normal work style suitable for the post-COVID-19 world.

*Average ratio = average paid leave used / average paid leave granted

54.9% 60.6 % 55.2 % 57.0 % 64.6 %Beyond these work system improvements, employees
continue to receive training that encourages and equips them toestablish their own work styles within the new-normal

Announcing a Common Employer’s Action Plan

Achieving a Good Work-Life Balancelife for employees with young children. Employers are expected
to design a plan primarily to arrange varied working conditions
for diverse employees, including those not raising children.
 ore details on Toppan Inc.’s Common Employer’s Action Plan (sixthMterm; in Japanese) based on the Japanese Act on Advancement of
Measures to Support Raising Next-Generation Children
https://www.holdings.toppan.com/assets/ja/pdf/sustainability/toppan202303_
actionplans6.pdf

environment. Employees learn to set individual goals, commit

Various systems and measures are in place at Toppan Inc. tothemselves to completing incremental tasks towards their goals,balance work and life for employees and their families: worksite

and strive to actively collaborate with diverse people inside andcafeterias and sports facilities, dormitories for single employees,

We are updating our housing for single employees to improveoutside of the TOPPAN Group.

and resort facilities at offsite locations; a system to encourage

work-life balance by shortening commutes to our main Group

property accumulation through savings and financing; asset-

sites and providing a secure, comfortable living environment.

building support through stock ownership and various types of

TOPPAN Heights Higashi Jujo in northern Tokyo is equipped

Supporting Work-Life Balance

Housing for Single Employees

collective insurance; enhanced support systems to maintainwith our newest décor products designed for comfortable living

At the ongoing business councils and labor-management

good work-care balance for employees with children andin a next-generation residential environment. As added

committees to support work-life balance, Toppan Inc.’s labor

nursing care responsibilities; sick leave and extended leave;

amenities, a soundproofed theater room and common lounge

representatives and management exchange opinions andretirement benefits and corporate pension; and enrichedfacilitate communication among residents.

deliberate measures to further shorten overtime working-hours

systems for living support. The TOPPAN Group Fraternaland comply with the revised Labor Standards Act of Japan. They

Benefit Society, meanwhile, runs welfare programs for leisure,

have also been analyzing actual overtime practices, reviewing

health promotion, and life design support. To assist diverse

the use of recently adopted working systems, and examining theemployee lifestyles, the Company’s spouse-related systems wereintroduction of new systems.

revised to accommodate same-sex partners and common-law

64

Exterior view

Latest TOPPAN décor
products

LoungeSustainability Report 2023

Contents

Introduction

Management

Social (S)Environment (E)Governance (G)Recognition / Assurance

Human Assets | Diversity & Inclusion | Human Rights | Employee Health & Safety / Work-Life Balance | Supply Chain Management | Research and Development | Intellectual Property | Total Quality Assurance | Engagement | Social Contribution Activities

in the basic grading system for personnel treatment facilitates

Main Leave Systems and Family Benefits

the promotion of human assets with diverse skills and career

Leave Systems, Family Benefits, and Work-Life/Next-generation Support Measures (Toppan Inc.)

backgrounds. We have also added four new personnel evaluation
metrics—“the creation of a sustainable society,” “diversity,”

Stock Leave

If annual paid leave is left unused for two years after it is granted, up to 50 days of the leave can be accumulated as stock leave.
Employees are eligible to use their stock leave for reasons such as medical treatment for themselves or their spouses, healthcare or
nursing care for their families, fertility treatment, recovery-work in the aftermath of unexpected disasters, or the closure of theirchildren’s schools or the like because of infectious diseases, natural disasters, or other serious incidents. (To be taken in half-day
allotments, as necessary.)Childcare Leave

Both mothers and fathers are eligible for fulltime childcare leave taken consecutively until their child reaches the age of two years.
The first five days of childcare leave can be taken as paid leave. From the sixth day, employees on leave receive 15% of their regularsalaries from the Company (until their child reaches the age of two years) and subsidies of 1,000 yen a day from the TOPPAN Group
Fraternal Benefit Society. They can also work for shorter hours (maximum reduction of two hours per day) or select a flextime orirregular working schedule from the date of their return to the job until their child completes the fourth year of elementary school.
The Company subsidizes certain childcare costs and provides childcare-related information through a consultation desk.
A leave system for newborn care has been introduced from October 2022 in line with the amended Child and Family Care Leave
Act of Japan. Regardless of gender or length of service, an employee can take up to four consecutive weeks (28 days) of leave within
the first eight weeks from the date the child is born or is expected to be delivered, whichever is later. The 28 days allotted can also
be split into two periods, if desired.

Rehiring of Employees who Leave
the Company to Raise Children

Rehiring is guaranteed for an employee who resigns to deliver and raise a child, provided that the employee has worked for theCompany for more than three consecutive years up to the date of resignation. A resigned employee who meets this condition willremain eligible for rehiring until May 1 of the year when the child enters elementary school.

as a basic rule, unless they are in any way unable to avoid

Nursing Care Leave

Employees are entitled to take leave for nursing care. For every family member requiring care, an employee is entitled to one year ofconsecutive or aggregated leave and up to three years of other work-hour adjustments such as staggered working hours or two-hourworking day reductions. The TOPPAN Group Fraternal Benefit Society pays a 1,000-yen subsidy per day during the leave. The
Company offers nursing care-related information and contracts external consultants to provide guidance.

non-competition, or good faith in their work at TOPPAN.

Leave for Child Healthcare

Employees can take up to 10 days of leave a year, regardless of the number of children they are raising. (To be taken in half-day or
one-hour allotments, as necessary.)

Volunteer Leave

Employees can take volunteer leave to engage in socially beneficial activities for up to one year. Employees on volunteer leavereceive an allowance.

Staggered Work-hours

An employee can adjust daily working hours upward or downward by one hour to avoid rush-hour commutes during pregnancy andby two hours for childcare (until their child completes the fourth year of elementary school).

Dependent Family Allowance

For employees with children, the Company pays a monthly allowance of 20,000 yen for each child. This allowance is discontinued
on the first April 1 to arrive after the child’s 20th birthday. (No limit for the number of children is applied.)

Partial Subsidization of Babysitter
Expenses

The TOPPAN Group Fraternal Benefit Society subsidizes 50% of babysitter expenses (up to 5,000 yen per day) for up to 90 days a
year.

Guidance on Finding
Kindergartens and Daycare

Specialists provide knowledge and skills to parent employees seeking kindergartens and daycare for their children, as practicalguidance to help them return to work from childcare leave more seamlessly.

Other

The TOPPAN Group Health Insurance Union covers standard medical costs for childbirth. The union also sends parent employees
a complimentary childrearing magazine.

“respect for human rights,” and “social value creation”—in thehopes of guiding human assets through the processes of
behavioral innovation and personal growth towards enhanced
organizational performance.

Second-job and Side-business Arrangements
We allow employees to engage in second jobs or side businesses,
prolonged work or fulfill their duties of security, confidentiality,
Fifty-two employees used these arrangements at Toppan
Inc. in fiscal 2022 (36 employees in fiscal 2021).

Office Environments Designed for Diverse Work Styles
Our office environments have been adapted to a diversity of new
and flexible work styles that drive innovation. Along with sharedoffices in-house, we have opened “Atte,” an office where people
generate innovation by augmenting the value of face-to-facemeetings. We have also set up ICT KŌBŌTM studios acrossJapan* as bases that reinforce our system development
departments, the driving forces behind our DX business.

TOPPAN Job-based Personnel System
We are reforming our personnel systems to better reward

accumulated skills, and the creation of a working environment

Nationwide studios will encourage human assets to choose

where every person can take on new challenges.

diverse ways of working, create new businesses throughWe have restructured our personnel system from one thathuman assets who have diverse skills and career backgrounds.

grades employees uniformly by position into one that grades

Among its various aims, the reform seeks to promote support forthem more granularly by incorporating job-specific elements.

the skill and career development of employees, the assignment

This new job-based system eliminates the seniority approach byof important roles to younger employees, the development of aabolishing the criterion of tenure, expressed as years in

scheme enabling veteran employees to demonstrate theirindividual positions, from the evaluation metrics. The revision65

interactions with local people and companies, and activate
communities through increased local employment.
*In addition to our existing studios in Nagano and Okinawa Prefectures,
two studios opened in Fukuoka and Hiroshima Prefectures in 2022 andone opened in Hokkaido Prefecture in May 2023.

Sustainability Report 2023