Sustainability Data
2018

CONTENTS
Executive Message

03

Toppan’s Sustainability Initiatives

04

Organizational Governance

06

The Environment

48

Basic Approach

Mitigation of Global Warming

Building of a Recycling-oriented Society

Pollution Control
Biodiversity

Control of Chemical Substances

Corporate GovernanceRisk Management
BCP/BCM

Human Rights

14

Labor Practices

17

28

84

Period Covered This report mainly covers activities in fiscal 2017 (from
April 2017 to March 2018), though information on prior and later years is
also included in parts.

Strict Compliance

CSR Procurement

Scope and Boundary Toppan Printing Co., Ltd. and its Group entities
consolidated for accounting purposes. The information on personnel
principally applies to personnel within Toppan Printing Co., Ltd., the parent
company. For details on the scope of the environmental performance data,
see the List of Indicators Assured by an Independent Assurance Provider
shown on page 2.

35

Initiatives for Products and Services

Consumer Protection

Community Involvement and Development

Independent Assurance Report

This report presents comprehensive sustainability data with a focus onvarious sorts of performance data and information on environmental, social,and governance (ESG) issues.

Human Asset Development

Consumer Issues

82

Sustainability Data 2018

Employee Work and Health & Safety

Fair Operating Practices

Group Business Outline

Publication Dates (English version) Previous report, December 2017;
Current report, December 2018; Next report, December 2019 (planned)

46

Contact Information
Sustainability Promotion Office, Public Relations Division, Toppan Printing
Co., Ltd. (Tokyo, Japan)
Email: csr@toppan.co.jp

Sustainability Information Disclosure System

Toppan reports the Group’s sustainability initiatives in line with the seven core subjects set under the International Organization forStandardization (ISO) 26000 standard, a globally recognized set of guidelines on social responsibility. Information relevant to the sustainability
activities has been disclosed using timely and appropriate methods that make the best use of information media such as PDFs and the Toppan
website.

Websitehttps://www.toppan.co.jp/en/csr/●Sustainability Section of Toppan Website

・Basic approach・Promotion framework

This website section presents Toppan’s sustainability initiatives, from the・Main activities

Group’s basic approach to sustainability to its activities in fiscal 2017.

Sustainability Data 2018 (PDF) and various other forms of detailed
performance data are posted here.

PDFs

・Detailed sustainability performance data
・Information related to environmental, social, andgovernance (ESG) issues●Sustainability Data 2018

●Other Related Information

This PDF presents Toppan’s basic approach and・Corporate information: https://www.toppan.co.jp/en/

various other sustainability performance data, andpromotion framework relevant to sustainability activities,
information related to environmental, social, and・IR information: http://www.toppan.co.jp/en/ir/

governance (ESG) issues.

Guidelines

This report has been edited according to the Environmental Reporting Guidelines (fiscal year 2012 version) issued by the Ministry of theEnvironment of Japan and prepared in accordance with the “Global Reporting Initiative (GRI) Standards: Core option” in the “GRI 102: General
Disclosures.”

1

TOPPAN Sustainability Data 2018

List of Indicators Assured by an Independent Assurance Provider
The following sustainability performance indicators in this report (Sustainability Data 2018 PDF) are assured by KPMG AZSA Sustainability Co., Ltd.,an independent assurance provider.

Performance Indicators Assured by an Independent Assurance Provider andScope of the Performance Data
❶ Toppan Printing Co., Ltd. (“the Company”)❷ 15 domestic subsidiaries under the control of the Company or the Company’s business divisions
and subsidiaries with production facilities (subject to the Company’s environmental targets)❸ 21 domestic Group companies (not subject to the Company’s environmental targets)❹ 23 overseas subsidiaries of the Company (not subject to the Company’s environmental targets)❺ 8 overseas Group subsidiaries (not subject to the Company’s environmental targets)68 companies and subsidiaries in total
On the following pages every indicator assured by an independent assurance provider is marked with an assurance stamp

Page

P21
P24

Promoting Positive Action

Human
RightsLabor
Practices

P16

Category

P51

Number of Recruits

Employee Work Information on Personnel
and Health &SafetyOccupational Health and
SafetySingle-year Environmental
Targets

P52

Medium-and-long-term
Environmental Targets
Evaluating Domestic
Environmental Impact basedon LIME
Environmental Performance
Data
Environmental Performance
Data
Basic Approach Environmentally Friendly
Products

P53
P54
P55
P56
P57
P58

Environmental Accounting

Green Procurement andGreen Purchasing

P59
The Environment

P62

Environment-related
Businesses
CO2 Emissions

P63

P64

P66

P69
P70

Building of a
Recyclingoriented
Society

P73

Control ofChemicalSubstances

P77

Pollution
Control

P80
P81

Biodiversity

Female Managerial and Supervisory Staff
Total number of regular recruits (percentage of women);
Number of mid-career recruitments of experienced female
personnel
Number of female directors

Indicator Assured
by an Independent Companies
Assurance
Provider
〇
1

Scope

①

〇

1

①

〇

1

Number of female employees

〇

1

①

Average tenure
Deaths from occupational accidents; frequency rate; severityrate
ISO 14001 environmental management system certification
Values, Results, and Evaluation of Environmental Targets(CO2; waste; VOC)
CO2 Emissions

〇

1

〇

1

①

－

60

①-④

①
①

○

16

①, ②

○

16

Final Landfill Waste Disposal

○

16

①, ②

VOC Emissions into the Atmosphere○

16

Environmental Impact and Environmental Efficiency in Japan－

16

Types of Environmental Impact by Business Field
Major Types of Environmental Burden (Total burden; coveringGroup companies around the world)
Major Types of Environmental Burden (subject to theenvironmental targets in Japan)

－

16

○

68

①-⑤

○

16

①, ②

①, ②
①, ②
①, ②
①, ②

－

16

①, ②

Results of Environmental Education
Numbers of Internal Environmental Audits and Issues in
Need of Improvement
Capital Investment for Environmental Conservation

－

16

①, ②

－

19

①-③

－

67

Environmental Conservation Benefit
Green Procurement Standards for Paper and Level ofFulfillment
Green Procurement Standards for Ink and Level of Fulfillment
In-house Green Purchasing Standards and Levels ofFulfillment

－

68

①-⑤

－

11 suppliers－－

4 suppliers－

Total sales of environment-related businesses
Group-wide emissions, including emissions associated withGroup subsidiaries around the world
Emissions subject to the environmental targets in Japan
Group-wide energy consumption, including consumption
associated with Group subsidiaries around the world
Energy consumption subject to the environmental targets in
Japan

①-⑤

－

16

①, ②

－

68

①-⑤+1

○

68

①-⑤

○

16

①, ②

○

68

①-⑤

○

16

①, ②

Fuel Efficiency of Vehicles Owned by Toppan Logistics－

1

Scope 1-3 Greenhouse Gas
EmissionsGreenhouse gas emissions by category

○

156

○

68

①-⑤

Greenhouse Gas Emissions

Percentages of Greenhouse Gas Emissions by Type (in tons of
CO2 equivalent)
Percentages of Greenhouse Gas Emissions by Source (in tonsof CO2 equivalent)
Calculated Level of Fluorocarbon Leakage

○

68

①-⑤

－

68

Material Input

○

68

①-⑤

Water Consumption (Water Consumption; Effluent Discharge)○

68

Waste Discharge and Recycling○

68

Zero-emission Sites－

18

VOC Emissions into the Atmosphere○

16

PRTR Data○

16

Monitoring Soil and Groundwater Pollution－

21

Preventing Pollution; Approach to Environmental Compliance－

21

FSC® and PEFC Certification

－

68

①-⑤

ECO-GREEN Purchasing

－

16

①, ②

Energy Consumption
Mitigation of
GlobalWarming

Data.

Zero-emission Efforts

Approaches to Forest
Management Certification

Toppan Logistics
Co., Ltd.
All Group entities
consolidated foraccounting
purposes

①-⑤
①-⑤
①-⑤
①-③

①, ②
①, ②
①-③
①-③

*Total values may not exactly match the sum totals of individual values, as decimals are rounded up or down.

2

TOPPAN Sustainability Data 2018

Executive Message

Evolving as a Corporation that Creates
Social Value for a Sustainable Society

Shingo Kaneko
President & Representative Director

Toppan has been participating in the United Nations Global

The outlook for the world economy in fiscal 2017 remained

uncertain as a consequence of the slowdown of the ChineseCompact and supporting its 10 principles of human rights, labour,concerns elsewhere. In the Japanese economy, meanwhile, ongoing

continue espousing the United Nations Global Compact andenvironment, and anti-corruption since September 2006. I will

market, growing protectionist policies in the U.S., and otherdirecting our sustainability activities based on this global policy

improvements in corporate earnings, employment, and income

initiative.

underpinned a gradual recovery overall.

As an invaluable guideline to fulfill our social responsibility, we

Turning to the big picture, rapid progress in groundbreaking

technologies such as the Internet of Things (IoT), big data, andincorporated the International Organization for Standardization

drastically. The paradigm shifts brought by these technologies are

standard for organizations) into our sustainability management(ISO) 26000 Guidance on Social Responsibility (globally recognizedartificial intelligence (AI) is transforming social norms and values

practices in fiscal 2011. We have been pushing forward withredefining every industry in the world.

sustainability activities accordingly by piecing together a clear

Industrial revolutions have generally taken place every hundred

picture of the social issues we should help solve and the social

years in the history of commercial manufacturing. Now, however,

responsibilities we should fulfill. The ISO 26000 standard

we are jumping forward in the historical cycle: just 50 or so years

condenses various social issues to address. Our measures to tackle

after entering the third industrial revolution, we are already moving

these issues correspond to the requirements of the United Nations

into the fourth, the information revolution. Paradigm shifts are

Global Compact.

being seen in all kinds of industries, including printing, the core

In September 2015, the countries of the United Nations adopted

activity of the Toppan Group.

a series of Sustainable Development Goals (SDGs) as core steps

Creating the Value of the Future

for “Transforming our World: the 2030 Agenda for Sustainable

Development.” We will be analyzing how our Group’s businesses are
relevant to the 17 SDGs with a view to identifying material issues

We at the Toppan Group cannot ensure our ongoing growth if weto be addressed more assertively in our ongoing sustainability

stay wedded to conventional norms, values, and business models.

activities and further intensifying our measures to achieve theseFor a business, the commitment to realizing a sustainable societymaterial targets.

has become more crucial than ever before. Our Group is now

required to innovate itself to create new value and deliver benefits
for the global community.

With Our Stakeholders

convinced that Toppan will have to execute a rigorous sustainability

At the Toppan Group we have reviewed our information disclosure

growth of the Group. We are striving to solve social issues throughaddressing the diversifying environmental, social, and governance

If we are to realize a sustainable society for tomorrow, I am

system to enable stakeholders to better understand our activities instrategy to help solve social issues while ensuring the ongoing(ESG) issues of the day. I am eager to hear your candid opinions

value creation in collaboration with our stakeholders using theabout our sustainability activities.

printing technologies we have built up since our foundation in

We will keep up our work towards the creation of a sustainable

1900. We are also working to grow as a corporation that creates

society by evolving as a corporation that creates social value. We

social value by identifying the value of the future and making it arely on your ongoing support and guidance.

reality through planning and creativity.

3

TOPPAN Sustainability Data 2018

Toppan’s Sustainability Initiatives
Evolving as a Corporation that Creates Social
Value

performing business operations. The Conduct Guidelines set out
the basic concepts and behavioral norms for Toppan employees
both as businesspeople and as members of society.

The Business Fields, meanwhile, are made up of two categories:

The Toppan Group strives to evolve as a corporation that createssocial value towards the realization of a sustainable society.

“Technology & Expertise” and “Markets & Customers.” The former

the ongoing growth of the Group in harmony with society and thetechnologies classified into five resource-based segments. The

TOPPAN VISION 21 sets forth the basic concepts and direction for

category encompasses accumulated Toppan knowledge andlatter focuses on four key fields for growth: Healthcare & Life

global environment. The vision consists of a “Corporate Structure”

Sciences, Education & Cultural Exchange, Urban Space & Mobility,

and a set of “Business Fields.”

and Energy & Food Resources. The Toppan Group strives to create

The Corporate Structure is made up of three elements: Toppan’ssocial value in these four growth fields and five resource-based

Corporate Philosophy, the Corporate Creed, and the Conductbusiness segments by providing societies with an array of products,

Guidelines. The Corporate Philosophy specifies ideals and theservices, and solutions developed through inclusive relationships

most important values and concepts for the Group. The Corporate

with stakeholders.

Creed expresses the standards to be kept foremost in mind when

■ Toppan’s Business Fields

Toppan’s Business Fields

Markets & Customers

Technology & Expertise

Four Growth Fields

Five Segments

Four ﬁelds on which to focus

Toppan resources classiﬁed into ﬁve different segments

Electronic Devices

Performance Materials

Urban Space & Mobility
Energy & Food Resources

Packaging & Converting

Education & Cultural Exchange

Information Management

Creative Communication

Healthcare & Life Sciences

Toppan’s Sustainability Activities

client companies in their efforts to overcome business challenges.

The Toppan Group undertakes sustainability activities inmarkets and clients have been based on specialist knowledge and

The solutions Toppan offers to meet the ever-changing needs ofexpertise of every variety derived from printing over many decades.

accordance with the principles of the United Nations Global

Toppan shapes the Group’s current Business Fields by applying

Compact and the guidelines of the ISO 26000 Guidance on Social

printing technologies on all fronts.

Responsibility, a globally recognized standard for organizations. The

In working with client companies as a partner to tackle their

United Nations Sustainable Development Goals (SDGs) have also
been incorporated into the Group’s sustainability activity targets.

business challenges, the Toppan Group gains opportunities to help

SDGs in order to promote the continual development of the GroupThe social issues targeted under the SDGs are the very issues

solve global social issues through its core B2B business models.

Toppan will commit to addressing the social issues targeted by thethe Group should address. Toppan will advance its sustainability

as a creator of social value.

activities towards the solution of the SDGs by integrating these

The SDGs, a set of shared global development agendas, weredevelopment agendas into Group management in consideration of

adopted by 193 countries at the UN General Assembly held in

the opportunities they offer and the risks they pose.

September 2015. The SDGs encompass 17 goals and 169 targets

Toppan will be reviewing the 17 SDGs and 169 targets to selectfocused on social issues for the international community to commit
to achieving by 2030. Private-sector businesses around the world

material issues for the Group to address by analyzing the relevant

under the SDGs.

Fields of the Group. The Toppan Group plans to develop a clear

connections linking the SDGs with the operations and Businessare expected to join policy initiatives to help solve the social issues

roadmap to achieve these material targets.

Since its foundation in 1900, Toppan has supported various

4

TOPPAN Sustainability Data 2018

Toppan’s Sustainability Initiatives■ Toppan’s Approach to Sustainability

A sustainable society
A corporation that creates social value

TOPPAN VISION 21
Corporate
Structure
Corporate
Philosophy

United Nations Global Compact

Principles guiding sustainability activities

Corporate Creed

Universal principles to be espoused bycorporations
10 principles in four areas

ISO 26000

Guidance on sustainability activities

Business
partners

Employees

Globally recognized standard on social
responsibility

Conduct Guidelines
Customers

Markets & Customers

Technology & Expertise

Four Growth Fields

Five Segments

Seven core subjects

Shareholders
and investors

Communities

Sustainable Development Goals (SDGs)
Sustainability activity goals

17 action goals for the realization of a sustainable society

Ten Principles of the United Nations Global Compact
https://www.unglobalcompact.org/what-is-gc/mission/principles
United Nations Global Compact
https://www.unglobalcompact.org/
Sustainable Development Goals (SDGs)
https://www.un.org/sustainabledevelopment/sustainable-development-goals/

5

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Corporate GovernanceCommunity
Involvement andDevelopment

The Environment

Corporate Governance
Basic Approach
Corporate governance focused on the management of sustainability

Exchange.

fulfilling corporate social responsibilities as a group of companies

consolidated management under the Related Company

development of society at large.

management within the Group. Through this approach, the Toppan

activities provides an integral foundation for Toppan’s approach toToppan and its Group companies work together to implement

dedicated to furthering sustainable growth hand-in-hand with the

Administration Regulations prescribed for the advancement of fair

Toppan has formulated a Basic Policy on Corporate GovernanceGroup implements governance aimed at maximizing the value ofto further strengthen corporate governance based on a fullthe entire Group.

understanding of the spirit and aims of the principles of the

Basic Policy on Corporate Governance of Toppan Printing Co., Ltd.
https://www.toppan.co.jp/en/ir/management/governance-policy.html

Corporate Governance Code established by the Tokyo Stock

Promotion Framework
Toppan’s governance structure employs an Audit & Supervisoryindependent external members audits the execution of duties by

Board.

directors from a position independent of management.

As an entity entrusted by shareholders, the Board of Directors

An Advisory Committee for Nomination and Remuneration has

strives to achieve sustainable growth and a medium- to long-term

also been set up to enhance the objectivity and transparency of

increase in the corporate value of the Group while overseeing

personnel affairs and remuneration of directors.

important managerial decision-making and the execution of duties

Toppan has adopted an executive officer system to clarify theby each director.

authority and responsibilities of those in charge of business

An Audit & Supervisory Board composed of a majority of

execution.

■
Corporate
Governance
Structure(as31,
of2018)March 31, 2018)
Corporate
Governance
Structure(as of March
Meeting of Shareholders
Appointing or dismissing

Auditing

Appointing or dismissing

Appointing or dismissing

Board of Directors

External directors (including two independent oﬃcers)

Advising

Advisory Committee for
Nomination and Remuneration

Crisis Management Committee

Supervising

Management Committee

Auditing

Management Audit Oﬃce

Monitors and veriﬁes the legality andappropriateness of operational activities

Compliance Department

Spearheads, monitors, and veriﬁes thestrict observance of business-related laws
and regulations and the establishment of
ethical business practices

Ecology Center

Guiding

Oversees, monitors, and veriﬁes
environmental activities acrossthe Group
Instructing

National Conduct Guidelines
Promotion Supervisors (in Japan)

Other organizations for control
Safety and Health Committee

TPM National Conference (in Japan)

National Eco-protection Committee (in Japan)

ReportingAssisting

Chief Information Security Manager

Auditing

Oﬃce of the Audit & Supervisory
Board Members

Audit Firm

Independently check, evaluate,
and make improvements under
the direction of departments responsible
for laws, regulations, etc.

Monitoring
and guiding

Audit & Supervisory Board

Investment & Legal Review Council

Directors in Charge
Executive Oﬃcers in ChargeGroup Companies

Advising andcounseling

President & Representative Director
Executive Oﬃcer
Committee

Business Divisions

Auditing

Special Committee(for defending against takeover bids)

Selecting or
dismissing

Working together

6

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Corporate GovernanceCommunity
Involvement andDevelopment

The Environment■ Directors, Board of Directors,
and Various Meetings■ Audit & Supervisory Board, Board Members,
and Audit Firm

and three external directors, two of whom are independent officers

board members, including three external members who are

As of the end of March 2018, Toppan has five audit & supervisory

Toppan’s Board of Directors is composed of 17 Company directors

independent officers. Along with their own board meetings, the(as of the end of March 2018). Board meetings are held monthly

board members attend meetings of the Board of Directors, meetings

and whenever a pressing matter requires action or deliberation.

of the Management Committee, and other important meetings on

Especially important matters are deliberated beforehand by therisk management. These board members systematically manage theManagement Committee, a body made up of directors nominatedimplementation of audits of operational sites and Group companies

by the President & Representative Director. The goal is to lay weightin close cooperation with the audit firm and internal audit-related

on managerial efficiency in business decision-making. Toppan has

departments of the Company. By these means, they audit andalso adopted an executive officer system to clarify the authority

advise the Company from a preventive perspective to ensure

and responsibilities of those in charge of business execution andthe legality of the operations of the directors and departments

enable prompt responses to changes in business circumstances.

and smooth and appropriate corporate management in line with

An Advisory Committee for Nomination and Remuneration forcompany policies and regulations. They also regularly convene a

directors has also been in place since fiscal 2017. The Company

meeting of audit & supervisory boards from related companies topartially revised its executive officer system in May 2018.

improve the effectiveness of the audits by board members acrossthe Group. Toppan has had KPMG AZSA LLC verify the proprietyof the Company’s accounts through audits in order to enhance thereliability and transparency of the Company’s financial information.

■ Strengthening Audit Functions
The Management Audit Office is a body established independently

for ensuring that employees are fully informed of the Conduct

and rational viewpoints, the office conducts fair and objective audits

applicable laws, and implementing internal audits on information

Guidelines, organizing employee education on compliance withfrom the business divisions of the Company. Working from legal

security. The department also reports to the Audit & Supervisoryon the administrative and operational systems of management

Board on legal violations and misconduct, such as collusion, illicit

activities and the practical status of the Company’s operations.

trading, bribery, and other forms of corruption.

The office provides feedback to the relevant departments on issues

Toppan addresses such issues via the Toppan Group Helpline, an

identified, proposes measures for improvement, and reports theaudit results to the President & Representative Director, directors

internal reporting system open to all Group employees for use whenmembers.

Center in the Manufacturing Management Division, meanwhile,a legal violation or improper conduct comes to light. The Ecology

in charge of relevant departments, and audit & supervisory board

oversees environmental activities across the Group, conducts

The Compliance Department in the Legal Affairs & Intellectualinternal audits at operational sites, and monitors the progress of

Property Division spearheads the Company’s initiatives to ensure

their improvements.

the strict observance of laws and regulations and to firmly

establish ethical business practices. The department is responsible■ Toppan’s
Sustainability
Promotion
Structure
Toppan’s Sustainability
Promotion
Structure■ Mechanism for Promoting Sustainability
Initiatives

President & Representative Director

The divisions of the head office work in collaboration with eachother to promote sustainability activities under the President &Director in charge of Sustainability

Representative Director and the Director in charge of Sustainability.

Sustainability promotion departments

Each division confirms the materiality of action points in line

Administration

with the seven core subjects set under ISO 26000. The divisions

Public Relations Divisiondevise action plans and carry out measures while sharing

information about the issues they are addressing and the progress

Secretary Oﬃcethey are making. The head office divisions also coordinate andCorporate Planning Division

share information with Group companies to advance Group-wide
sustainability initiatives.

Personnel & Labor Relations Division

Every year Toppan organizes a training course on sustainability

Legal Aﬀairs & Intellectual Property Division

management for new employees and e-learning-based, Group-wide
basic education for employees of the Company and the other main

Finance & Accounting Divisioncompanies of the Group.

Manufacturing Management Division
Business Development & Research Division

7

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Corporate GovernanceCommunity
Involvement andDevelopment

The Environment

Main Activities and Relevant Information

Revision of the Executive Officer System
Toppan introduced an executive officer system and set up anrevised the rules on executive officers in fiscal 2017. The amended

directors in an effort to upgrade its existing corporate governanceshall concurrently serve as an executive officer in order to clarify

Advisory Committee for Nomination and Remuneration forrules stipulate that a director in charge of business execution

structure in fiscal 2016.

the segregation of duties in corporate management and business

The Company reviewed the executive officer system and partially

execution.

■ List of Directors and Corporate Auditors (as of June 30, 2018)
First year
Attendance Number ofas director Tenure at the Board shares of theor corporate in years of Directors Company
auditormeeting
held

Name

Male /
Female1

Naoki Adachi

MaleChairman & Representative Director

1993

25

18/18

271,526

2

Shingo Kaneko

MalePresident & Representative Director

2003

15

18/18

180,779

2009

9

18/18

80,919Current position

Independence

3

Hideharu Maro

Male

Executive Vice President &Representative Director

4

Yukio Maeda

Male

Directors & Executive Vice Presidents

2016

2

18/18

107,697

5

Shinichi Ohkubo

Male

Directors & Executive Vice Presidents

2005

13

18/18

153,055

6

Atsushi Ito

Male

Directors & Senior Managing Executive Officers

2007

11

17/18

108,253

7

Makoto Arai

Male

Directors & Senior Managing Executive Officers

2008

10

18/18

110,037

8

Naoyuki Matsuda

Male

Directors & Senior Managing Executive Officers

2010

8

18/18

84,181

9

Sumio Ezaki

Male

Directors & Senior Managing Executive Officers

2011

7

13/18

51,011

10 Nobuaki Sato

Male

Directors & Managing Executive Officers

2010

8

17/18

66,637

11 Taro Izawa

Male

Directors & Managing Executive Officers

2011

7

18/18

62,405

12 Yasuhiko Yamano

Male

Directors & Managing Executive Officers

2011

7

18/18

51,676

13 Tetsuro Ueki

Male

Directors & Managing Executive Officers

2015

3

18/18

17,85014 Norio Yamanaka

Male

Directors & Managing Executive Officers

2017

1

13/13

26,66415 Mitsuhiro Nakao

Male

Directors & Managing Executive Officers

2017

1

13/13

33,83416 Takashi Kurobe

Male

Director & Executive Officer
Newly appointed on June 29, 2018

2018

-

-

10,04017 Kunio Sakuma

Male

Director

External

2010

8

16/18

3,000

Director

External
Independent

2010

8

16/18

69,086External
Independent

2016

2

16/18

0

18 Yoshinobu Noma

Male

19 Ryoko Toyama

FemaleDirector

1

Jitsumei Takamiyagi

Male

Senior Audit & Supervisory Board Member

2014

4

18/18

-

2

Seishi Tanoue

Male

Audit & Supervisory Board Member

2015

3

18/18

-

3

Hiroyuki Shigematsu

Male

Audit & Supervisory Board Member

External

2014

4

18/18

-

4

Keiko Kakiuchi

FemaleAudit & Supervisory Board Member

External

2016

2

18/18

-

Male

Audit & Supervisory Board Member
Newly appointed on June 28, 2018

External

2018

-

-

-

5

Haruo Kasama

Average tenure in years

6.58

Percentage of female executives

8.33%

Average attendance rate

97.7%

8

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Corporate GovernanceCommunity
Involvement andDevelopment

The Environment

Management Audits
The Management Audit Office carried out 28 operation audits infiscal 2017 and conducted maintenance and operational evaluationsof internal controls over financial reporting for all business divisions
and main subsidiaries.

The audit results are regularly reported to the representative

directors, directors in charge of the relevant organizations, and theaudit & supervisory board members.

Remuneration to Directors and Audit & Supervisory Board Members
The total annual remuneration to directors and total annual

remuneration to audit & supervisory board members were 1,082

million yen and 74 million yen, respectively, in fiscal 2017. Please
see the section covering corporate governance in the securities

report (in Japanese) for details on the method used to determine
remunerations and remuneration-related information.

9

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Risk Management

Community
Involvement andDevelopment

The Environment

Risk Management
Basic Approach
The Toppan Group views the accurate detection and appropriate

adverse impact on business operations. When a risk actually arises,

In keeping with this view, the Group has identified and taken

comprehensive and strategic countermeasures under the Group’s

management of impending risks as a corporate social responsibility.

Toppan immediately collects necessary information and takes

steps to mitigate quality-related incidents, natural disasters,

risk management structure to minimize losses, ensure businessand other types of risk requiring action to limit the possibility ofcontinuity, and maintain the trust of society.

Promotion Framework■ Division-specific Risk Management Structure
In accordance with the Rules on Risk Management, the Toppan

directors in charge of each relevant division are responsible forthe responsibilities for risk management are allotted to specificsignificant risk requiring action arises somewhere in the Group, theGroup has set up a risk management structure under which

taking measures to prevent, avoid, and correct each risk. When adivisions in the head office based on the types of risk involved. The

responsible director reports it to the Board of Directors.

■ Risks Risks
to BetoManaged
theRelevant
Office Divisionsin Charge
Be Managed andand theRelevant
HeadHeadOfﬁce Divisionsin Charge
Type
Product-related incidents or
product liability

Accidents ordisasters related tocompany operations

Environmental problems

Risks to Be Managed

Divisions in Charge

Quality-related incidents

Manufacturing Management Div.

Accidents or disasters related to ﬁres, explosions, etc.

Manufacturing Management Div.

Illegal activities related to the storage of solvents, dangerous chemicals, etc.

Manufacturing Management Div.

Occupational accidents, traﬃc accidents, or other accidents involving employees

Personnel & Labor Relations Div.

Incidents related to notes or accounts receivable

Finance & Accounting Div.

Legal problems with orders received

Legal Aﬀairs & Intellectual
Property Div.

Leakage of personal information or conﬁdential information

Information Security Div.

Interruption of business operations by cyber attacks

Information Security Div.

Accidents related to main computer systems

ICT Management Div.

・ Violations of environmental laws or regulations

・ Environmental impact levels exceeding applicable regulatory standards
・ Illegal disposal of industrial waste

Manufacturing Management Div.

Transition risks

・ GHG emission pricing, strengthened obligations for emission reporting, or higher incidence ofclimate-related lawsuits

Climate change and water risks(transition risks)

・ Risks related to the transition to a low-carbon economy or replacement of existing products by low-

carbon alternatives

・ Changes in customer behavior or increases in material costs

・ Widespread public disapproval of the industry or changes in the attitudes of customers or society

Manufacturing Management Div.

Physical risks

・ Escalation of typhoons, hurricanes, ﬂoods, or other natural disasters caused by extreme weather
・ Shifts in global climate patterns such as rising sea levels or increasing average temperatures

Natural disasters

Material losses or personal accidents suﬀered by customers or the Company
due to earthquakes, wind or water damage, lightning, etc.

Personnel & Labor Relations Div.

Spreading of new strains of inﬂuenza

Personnel & Labor Relations Div.

Related to the Companies Act
of Japan

Shareholder derivative lawsuits or hostile takeovers

Legal Aﬀairs & Intellectual
Property Div.

Improper practices in disclosing
information in ﬁnancial reporting

False reporting or improper statements

Finance & Accounting Div.

Violations of the Subcontract Law of Japan or illegal transactions with business partners

Manufacturing Management Div.

Legal violations or misconduct

Improper conduct related to accounting, taxes, or payments (ﬁctitious orders, etc.)

Finance & Accounting Div.

Sexual harassment, discrimination, violations of the Labor Standards Act of Japan, etc.

Personnel & Labor Relations Div.

Misappropriation or other improper conduct

Personnel & Labor Relations Div.

Collusion, insider trading, violations of the Subcontract Law of Japan,
illicit import or export transactions, or bribery

Legal Aﬀairs & Intellectual
Property Div.

Infringements of intellectual
property rights

Infringements of patents, trademarks, or copyrights

Legal Aﬀairs & Intellectual
Property Div.

Relationships with antisocialorganizations

Unreasonable demands from antisocial organizations or transactions conducted between
subcontractors or suppliers and antisocial organizations

Legal Aﬀairs & Intellectual
Property Div.

Acts of violence against the Company (threats, kidnapping, theft, etc.)

Personnel & Labor Relations Div.

Defamation, slander,or other criminal damages
Risks in overseas businessactivities

・ Product-related incidents, sexual harassment, dismissals, environmental problems, ﬁres, natural

disasters, etc.

・ Damage to human or physical assets of customers or the Company caused by international conﬂicts,

terrorism, etc.

Corporate Planning Div.
Personnel & Labor Relations Div.

Directors overseeing divisions in charge
https://www.toppan.co.jp/en/corporateinfo/officer.html

10

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Risk Management

Community
Involvement andDevelopment

The Environment■ Risk Management Liaison Meeting
All of the personnel in charge of risk management in the head officedivisions assemble on a regular basis to share information at the

Risk Management Liaison Meeting. When a risk actually arises, theresponsible persons from relevant head office divisions convene an
extraordinary meeting to take necessary management actions anddevelop preventive measures.

■ Risk Management■ Risk Management Structure

The Toppan Group manages individual risks specific toorganizations such as business divisions, subsidiaries, and Group

Board of Directors

companies.

Specifically, the Group performs annual risk surveys to determine

Director in charge of Risk Management

all types of risk that require action. The frequency and severity ofpossible risks are assessed, and countermeasures are formulated
based on the assessment results. Midway through the fiscal year,

Administration
officethe Group monitors the progress of mitigation measures designed
at the beginning of the year. As the administration office, theHead office divisions

Compliance Department in the Legal Affairs & Intellectual Property
Division takes the time every year to identify serious types ofDepartments in business divisions

risk that could exert significant adverse impact on management.
The responsible head office divisions spearhead efforts to plancountermeasures and take comprehensive measures required forthe management of the risks determined to be serious. The Director
in charge of Risk Management regularly reports the outcomes of themeasures taken to the Board of Directors.

The Toppan Group identified the following 15 types of serious

risk in fiscal 2018.

1. Fires or occupational accidents
2. Risks involved in Group control
3. Risks involved in overseas
business activities
4. Non-performing inventory assets
or long-term inventories
5. Incidents related to notes or
accounts receivable

6. Leakage of personal informationor confidential information

11. Damage to human or physicalassets caused by natural disasters

7. Interruption of business
operations by cyber attacks

12. Investment loss

8. Quality-related incidents

13. Infringements of intellectual
property rights

9. Soil or groundwater pollution

14. Legal violations

10. Problems related to labor affairs(including long working hours)

15. Bribery or corruption

11

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

BCP/BCM

Community
Involvement andDevelopment

The Environment

BCP/BCM
Basic Approach
The Toppan Group manufactures a wide variety of products

To mitigate negative impact, Toppan has been conducting

necessary for everyday lives. Many manufacturers that procurebusiness continuity management (BCM) activities under theas cartons, food packaging materials, and detergent and shampoo

Disasters. These activities aim to ensure the safety of employees,

from the Group, for example, use Toppan packaging products such

Group’s Basic Plan for Countermeasures against Earthquake

bottles. A large earthquake or other disaster may interrupt theminimize damage to the Group, and maintain a steady supply of

supply of these products, causing considerable impact on customer

products and services to customers when a wide-scale disastercompanies and consumers.

strikes.

Promotion Framework■ Promotion System■ Promotion Mechanism

The Toppan Group takes comprehensive measures to address theEverybody must remain calm and take prompt action in the event of

BCP Promotion Office in the head office Legal Affairs & Intellectual

employee aware. The Group focuses on holding business continuity

a wide-scale disaster. Critical for Toppan is to keep each and every

risks posed by large-scale disasters under the leadership of the

management (BCM) training for new employees and veterans,

Property Division. The office coordinates with persons in charge

fostering BCM-qualified personnel with specialist knowledge andof business continuity planning (BCP) at head office divisions andexpertise in business continuity management, and organizing otherbusiness divisions across Japan. The Group has also acquired ISO

forms of BCM education. Toppan also repeats various BCM training

22301 certification and consistently enhances its competence forto enhance employee preparedness for dealing with emergency

business continuity by implementing the following measures.

situations.

The Group determines the business continuity competencies

・Operational-site-based evacuation drills, employee fire responseof business partners by surveying material suppliers andtraining, and drills using a communication system to check thesubcontractors involved in production. The head office holds

safety of employees and their families

workshops for business partners to encourage them to cooperate

・Stockpiling of water, food, and other emergency supplies towith Toppan in performing BCM activities.

support local communities and commuters who will have no

Toppan carries out an annual self-review with checklists tomeans to return to their homes

・Japan-wide BCP Meetings (semiannual) and Group Company

assess the Group’s BCM activities. Management reviews reported

・Preparations for the startup and operation of emergency task

upgrade the activities.

to senior management are conducted in every business division to

BCP Liaison Meetings (semiannual)
forces・Establishment of an alternate structure in the Kansai area in

preparation for the disaster scenario of an earthquake striking
directly beneath the Tokyo Metropolitan Area

・Regular review of action procedures during a wide-scale disasterand disaster-simulation drills

In the event of a natural disaster, Toppan will immediately set up

emergency task forces at the head office in Tokyo and operationalsites in the disaster-stricken region and take necessary actions
based on the Group’s business continuity plans.

12

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

BCP/BCM

Community
Involvement andDevelopment

The Environment

Main Activities and Relevant Information

More than 100 BCM Drills at 52 Departments and Group Sites across JapanThe Toppan Group is aware of the special importance of drills inbusiness continuity plans.

Group sites organize regular comprehensive disaster-preparedness

task force. Regular improvements and repeated reviews of thewide-scale disasters: the initial damage assessment and safety

employees for the handling of emergency conditions caused by aThis drill has deepened employee awareness of the roles of the

facilitating business continuity management (BCM) activities.

points identified in the drill have enhanced the skills required ofdrills to perennially rehearse the actions to be taken during actual

large-scale disaster.

verification, the evacuation procedures, the employees’ journeys

back home from their workplaces on foot, and the distribution ofstockpiled supplies. Toppan also focuses efforts on a task-force

operation simulation drill developed and designed by the Groupto promptly start up and operate the task force in the event of adisaster. In this simulation drill, Group employees form an actual

task force equipped with information collection tools, an emergency
IP wireless communication system, and other hardware arrangedin advance according to the procedures formulated in the Group’s

Task force operation drill(Fukaya Plant)

Task force operation drill(Hokkaido Subdivision)

BCP Workshops for Business Partners
The lessons learned from past earthquake disasters have renewed

who tackle similar challenges.”planning (BCP) throughout the supply chain. On November

sessions has encouraged thefor business partners on effective BCP. In total, 21 participants

workshops for more business

The strong demand for regularToppan’s awareness of the importance of business continuity

Toppan Group to continue holding

27, 2017, the Group invited an expert to lecture at a workshop

partners. Toppan seeks to enhancefrom 15 companies exchanged views in a workshop program forthe corporate value of the Groupidentifying BCP issues they are likely to face. They also learned

by further solidifying its business

about the significance of business continuity plan formulation,foundations and reciprocating

the details of the training and drills carried out in the Toppan

the trust of customer companies

Group, and the tools prepared for sharing damage information inthrough these workshops andemergency conditions. The participants spoke highly of the training

ongoing BCP and BCM activities

overall. One was pleased to have “reinforced my awareness of theof various other types.

importance of information-sharing and good teamwork with Toppan
in the event of an emergency situation.” Another found “the session
very productive” and “gleaned important hints on approaches foraddressing BCP issues through discussion with other participants

ISO 22301 Certification for Security-related Business Operations
After the Great East Japan Earthquake struck in 2011, many

cement the trust of client companies, Toppan acquired ISO

to damage incurred by suppliers of production materials. The

operations, direct-mail creation, operations related to securities

companies were forced to halt their business operations due

22301 certification for its security-related business (card issuingexperience alerted client companies in every kind of industry to

production, and back-office operations entrusted to Toppan) in

the importance of business continuity management (BCM) within

February 2018. The ISO 22301 is an internationally recognized

the Toppan Group as a partner with links to their own businesses.

standard on business continuity management systems. The GroupThe Group began strident efforts to formulate business continuity

will extend the scope of the certification to include other operations

plans immediately after the earthquake to meet their expectations.

based on the assessment of client demands and market trends.

Toppan has since applied BCP across the Group and continued
BCM activities through a plan-do-check-act (PDCA) cycle. To

13

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Human Rights

Community
Involvement andDevelopment

The Environment

Human Rights
Basic Approach
The Toppan Group regards human rights as a paramount principle

norms set under the Conduct Guidelines for Toppan personnel.

The Group operates business under the foundational concept

and individuality, prohibiting discrimination and harassment, andin its business activities and sustainability initiatives.

The guideline stipulations include respecting people’s personalities

of respect for people. To ensure this foundational concept, Toppan

prohibiting child labor and forced labor.

calls for respect for basic human rights as one of the behavioral■ Supporting the Principles of Human Rights Manifested in the United Nations Global Compact
Toppan has been participating in the United Nations Global

Guiding Principles of Business and Human Rights and implements

rights since 2006. The Group also espouses the United Nations

human rights.

Compact and therefore supporting its two principles of human

Human Rights
Principle 1: Businesses should support and respect theprotection of internationally proclaimed humanrights; andPrinciple 2: make sure that they are not complicit in humanrights abuses.
LabourPrinciple 3: Businesses should uphold the freedom of
association and the effective recognition of theright to collective bargaining;
Principle 4: the elimination of all forms of forced andcompulsory labour;
Principle 5: the effective abolition of child labour; andPrinciple 6: the elimination of discrimination in respect of
employment and occupation.

the human rights due diligence process and other initiatives forEnvironment
Principle 7: Businesses should support a precautionary
approach to environmental challenges;
Principle 8: undertake initiatives to promote greater
environmental responsibility; andPrinciple 9: encourage the development and diffusion ofenvironmentally friendly technologies.
Anti-Corruption
Principle 10: Businesses should work against corruption in allits forms, including extortion and bribery.

■ Labor-Management Initiatives for Human Rights
Toppan’s labor union and management undertake various measures

human rights violations in the form of negative impact on the lives

stated in a collective labor agreement.

promotes environmental conservation initiatives based on The

for labor-related human rights based on a fundamental policyof people living near its operational sites. For example, the GroupThe Toppan Printing Labour Union and Toppan’s management

Toppan Group Declaration on the Global Environment and thehave concluded the collective labor agreement in order to ensure

Basic Policy on Biodiversity.

stable labor-management relations, maintain and improve working
conditions, and secure the corporate concord. This agreement

Fundamental Policy under the Collective Labor
Agreement

sets forth a fundamental policy between labor and management,
the rules governing union activities and labor-management

negotiations, and employment conditions such as wages andAs a fundamental policy between labor and management, Article 1of the collective labor agreement, the General Principles, stipulates
that the Company and union shall contribute to society throughbusiness operations and collectively work for the benefit of theCompany and long-term stability of the livelihood of employees.
Labor and management both uphold this policy as a common goal.
Article 2 of the agreement clearly states that the union has all therights established by law, specifying that the Company shall respect
the union’s rights to organize and collectively bargain and act.

working hours.

The Toppan Printing Labour Union is run by members

from Toppan and nine Group companies. The union and the

management have concluded an agreement to impose a uniform

set of liability-related clauses (rules governing union activities andlabor-management negotiations) on all 10 companies.

The Toppan Group has also been taking measures to avoid

United Nations Global Compact
https://www.unglobalcompact.org/

More details on Toppan’s environmental conservation initiatives
https://www.toppan.co.jp/en/csr/environment/
Conduct Guidelines
https://www.toppan.co.jp/en/corporateinfo/vision/shishin.html

The Toppan Group Declaration on the Global Environment (in Japanese)
https://www.toppan.co.jp/library/japanese/csr/files/pdf/
The_Toppan_Group_Declaration_on_the_Global_Environment.pdf

Ten Principles of the United Nations Global Compact
https://www.unglobalcompact.org/what-is-gc/mission/principles

Basic Policy on Biodiversity (in Japanese)
https://www.toppan.co.jp/library/japanese/csr/files/pdf/2013/biodiversity.pdf

14

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Human Rights

Community
Involvement andDevelopment

The Environment

Promotion Framework
The Personnel & Labor Relations Division, Legal Affairs &Division, and other head office divisions collaborate to implement■ Training on the Conduct Guidelines■ CSR Procurement

Respect for basic human rights is positioned as Basic Principle 1

The Toppan Group asks business partners to comply with thefor Toppan personnel. Conduct Guidelines Promotion Leaders

Environment, and Anti-Corruption under the Toppan Group CSRIntellectual Property Division, Manufacturing Management

various measures for human rights.

Procurement Standards Concerning Human Rights, Labor, theof Chapter 1 of the Conduct Guidelines, the standards of behavior

Procurement Guidelines. Business partners continue to work with

continue to disseminate this principle at their workplaces. The

the Group to undertake initiatives to promote respect for humanToppan Group educates employees on human rights throughrights.

first-year training, e-learning-based programs, and other training
sessions.

Toppan Group CSR Procurement Guidelines (second edition)
https://www.toppan.co.jp/library/english/corporateinfo/files/csr/
2014/proc2014_en01.pdf■ Operating Hotlines(helpline & power/sexual harassment helpdesk)

More details on Toppan’s CSR procurement
https://www.toppan.co.jp/en/csr/procurement.html

Toppan operates a Toppan Group Helpline through which Group
employees can report human rights issues or violations. Toppan

also runs a helpdesk in the head office Personnel & Labor Relations■ Pursuing Diversity Management

Division to deal with power harassment, sexual harassment, andany other forms of harassment.

Toppan pursues diversity management with a focus on equal

for receiving reports from business partners on human rights issues

human assets* and nurturing their capabilities to maximum

opportunity to innovate and create value by engaging diverse

The Toppan Group has also set up a Supplier Hotline, a portal

potential.

or violations committed by the Group’s procurement departments.

The Company promotes positive action to bring out the fullpotential of individual employees and assign them to more diverse

More details on the Toppan Group Helpline
https://www.toppan.co.jp/en/csr/fair_practices.html#link

positions regardless of gender. Women play important roles

in widening arenas and the Company strives to ensure equal

Supplier Hotline
https://www.toppan.co.jp/en/corporateinfo/
our_suggestion/supplier_hotline.html

treatment in promotion to managerial positions.
*Toppan values its employees as precious “human assets.”■ Self-determination on the Career Path /In-house Staff Recruitment■ Providing an Open Environment for Recruitment

improvement through an in-house staff recruitment system andnationalities, ages, and levels of physical and mental ability throughToppan provides every employee with equal opportunity for skill

Toppan hires diverse persons of both genders and of many

the Challenging Job System, a self-directed program to encourage

recruitment channels such as the regular hiring of new graduatesfrom universities and high schools and the year-round hiring of

employees to set out their career development plans. The Company

persons with disabilities and experienced personnel in the middle

expects these systems to nourish a problem-solving, can-doof their careers. To reach out to diverse persons, Toppan publicizes

mindset throughout the widening arenas in which the Toppan

its working styles in company orientation sessions and via its

workforce operates. The Challenging Job System is also used to

website and other media.

measure employee satisfaction. Every year employees fill out a fivestage self-evaluation, which they submit to their superior and the
Personnel Department. In fiscal 2017 employees were asked toindicate their level of satisfaction with their current job on a 5-level
scale. 86.4% of responses were level 3 or above, which indicatessatisfaction.

■ Employment of Persons with Disabilities
Toppan promotes the hiring of persons with disabilities inpersons with disabilities by devising procedures and routines that

Government (T.M.G.) Prepress Toppan Co., Ltd. Toppan and T.M.G.

to their capabilities.

collaboration with a special subsidiary, Tokyo Metropolitan

empower them to perform wide-ranging jobs in ways better suited

Prepress Toppan support the ongoing hiring and employment of

15

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Community
Involvement andDevelopment

Consumer Issues

Human Rights

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

Main Activities and Relevant Information

Promoting Positive Action■ Female Managerial and Supervisory Staff(as of April)

Toppan promotes positive action to bring out the full potential ofindividual employees and assign them to more diverse positions

regardless of gender. Women play important roles in wider arenas

450

and the Company strives to ensure equal treatment in promotion
to managerial positions. As of April 2018, Toppan has appointed

360

employees to supervisory positions. With these appointments,

270

91 female employees to managerial positions and 327 female

Toppan has attained an 8.9% ratio of women among managerial and■ Female supervisory staff ■ Female managerial staff

180

supervisory staff. Toppan will continue to promote positive action,
aiming to raise the number of female managerial and supervisory

299

251
192

90

staff to 464 by fiscal 2020, a two-fold increase compared to fiscal

02014 (232 as of March 31, 2015).

59
2015

418

348
327

267

226

91

81

73
2016

2017

2018

Fiscal 2016

Fiscal 2017

Fiscal 2018

(year)

Number of Recruits■ Number of Recruits
Sales, administration, etc.

Regular recruitment of new graduates fromuniversities and graduate schools

Technical

Regular recruitment of new graduates from high schools and colleges oftechnology

Male

98

105

102

Female

73

65

86

Male

102

115

86

Female

35

36

45

Male

3

1

6

Female

33

33

30

344
（41.0％）

Total number of regular recruits (percentage of women)
Mid-career recruitment of experienced personnel

355（37.7％）

355（45.4％）

Male

56

55

−

Female20

22−

Employment of Persons with Disabilities■ Employment of Persons with Disabilities
Employees
Percentage of
total workforce*

Fiscal 2016

Fiscal 2017

Fiscal 2018

250

253

274

2.07％

2.06％

2.25％

*The percentage is calculated based on the total number of regular
employees (as of June 1) as a denominator. The total number waspresented in the Disabled Persons Employment Report in accordancewith Article 8 of the Japanese Law for Employment Promotion, etc. of the
Disabled.

SPORTRAIT Sports-Themed Website for the Disabled
Toppan has operated the SPORTRAIT website since 2015. Thisfor the disabled. Toppan hopes to raise awareness, pursuing a goal

website provides competition rules and athlete information relatedof 7,500 page views per month by fiscal 2020.

to sports for the disabled as a means to raise awareness, spread
acceptance, and encourage expansion of this sports category.

Through SPORTRAIT, website visitors learn the attraction of sports

16

TOPPAN Sustainability Data 2018

Organizational
GovernanceLabor Practices

Human Rights

Fair Operating
Practices

Consumer Issues

Employee Work and
Health & Safety

Community
Involvement andDevelopment

The Environment

Employee Work and Health & Safety
Basic Approach
Toppan values its employees as precious “human assets” andGroup and the health insurance union separately. The declaration

convinced that human assets perform to their full potential whenemployees and their families through various approaches, such as

pursues dual aims. The first is to promote enhanced health forunderstands how deeply it depends on them. The Company isactivities to support work-life balance. The second is to contributethey are vigorous, earnest, and driven.

to society through health-related businesses that support healthTo support motivated, vigorous, and earnest work, Toppan

promotion activities undertaken in communities.

promotes positive working conditions and healthcare and safety

The Basic Policy on Health and Safety, meanwhile, enunciates ameasures in cooperation with the labor union and Toppan Group
Health Insurance Union (“the health insurance union”).

“safety first” principle as a top priority for the entire Toppan workforce,

formulated a Basic Policy on Health and Safety in 2010 andelimination of occupational accidents. The Group has maintained its

including both regular and contract employees, towards the complete

For employee health and safety in particular, the Groupefforts to eliminate occupational accidents in fiscal 2018.

a Health Management Declaration in October 2015. Various
measures have been undertaken ever since.

*The term “health and productivity management®” is a registeredtrademark of the Workshop for the Management of Health on Company
and Employee.

The Health Management Declaration clarifies future healthmanagement policies for maintaining and enhancing the healthof Group employees. From a viewpoint of “health and productivity

Health Management Declaration (in Japanese)
https://www.toppan.co.jp/corporateinfo/our_suggestion/sengen.html

promotion measures and action plans previously organized by the

Basic Policy on Health and Safety (in Japanese)
https://www.toppan.co.jp/corporateinfo/our_suggestion/safety-policy.html

management*,” this declaration visualizes and reorganizes health

Promotion Framework
The Labor Relations Department and Personnel Department inDivision, meanwhile, spearheads employee health and safetywith general affairs departments in business divisions acrossunion, and general affairs departments in business divisions acrossthe head office Personnel & Labor Relations Division coordinate

initiatives in cooperation with the labor union, the health insurance

the Company to develop various measures on labor matters in

the Company.

consultation with the labor union. The Personnel & Labor Relations■ Labor-Management Partnership■ Structure for Health Management Promotion

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

positions as partners with shared ideals. They have been working
together on various issues on an equal footing. Business councils

General aﬀairs departments
at operational sites

Head of health management(President & Representative Director)

are convened as Company-wide and operational-site-based

forums to discuss wide ranging managerial issues. Several special

Toppan Printing
Labour Union

committees are also convened to deliberate pertinent issues of the

Health management promotion supervisor(Director in charge of personnel andgeneral aﬀairs departments)

day. Standing committees meet to discuss issues such as working
hour reductions, wages, and health and safety. Individual labor-

management committees meet when necessary to discuss specially

Safety and Health Committee

Collaborating in
implementing measuresdesignated subjects such as the creation of a working environment
amenable to enhanced job satisfaction.

Toppan has adopted a union shop system. In principle, all non-managerial employees belong to the labor union as members.

■ Committing to Health Management“health and productivity management*” by establishing a HealthIndustrial counselors

Health insurance union, Personnel andgeneral aﬀairs divisions at the head oﬃce

Toppan Group Fraternal
Beneﬁt Society

Departments involved inhealthcare businesses

Management Promotion Council overseen by the President &Clinics and medical
specialists

Health Management Promotion Council

Collaborating

The Toppan Group has formulated a structure for promoting

Industrial physicians

Collaborating

Collaborating

Public relations
division

Corporate planning
division

Representative Director as the head of health management.

Representatives from the Group and the health insurance union

meet to engage in constructive discussions on various healthcare*The term “health and productivity management®” is a registeredtrademark of the Workshop for the Management of Health on Company
and Employee.

measures. A healthcare-guidance brochure for Group employees
illustrates the diverse outputs from the council.

17

TOPPAN Sustainability Data 2018

Organizational
GovernanceLabor Practices

Human Rights

Fair Operating
Practices

Consumer Issues

Employee Work and
Health & Safety

Community
Involvement andDevelopment

The Environment■ Supporting Work-Life Balance■ Announcing a Common Employer’s Action PlanAt the ongoing business councils and labor-management

Toppan Printing Co., Ltd. has published a common employer’s

representatives and management exchange opinions and deliberate

Support Raising Next-Generation Children of Japan.

action plan based on the Act on Advancement of Measures tocommittees to support work-life balance, Toppan’s laborThis act specifies respective responsibilities of central and local

measures to further shorten overtime working-hours and comply

with the revised Labor Standards Act of Japan. They have also been

governments, employers, and citizens of Japan in their efforts toadopted working systems, and examining the introduction of new

are to lead coming generations. The act stipulates that, as of its

create healthy environments for the upbringing of children who

analyzing actual overtime practices, reviewing the use of recently

enactment on April 1, 2005, these four parties are expected tosystems.

intensively and systematically engage in childrearing initiatives.

Labor and management at each operational site also discuss

The common employer’s action plan, meanwhile, aims to develop

approaches to creating more accommodating workplaceenvironments that encourage employees to take leave. The

a working environment that supports balanced work and family

actual working conditions at their sites.

design a plan primarily to arrange varied working conditions forlife for employees with young children. Employers are expected tomeasures they have devised and implemented are tailored to thediverse employees, including those not raising children.

Common Employer’s Action Plan (fourth term) of Toppan Printing
Co., Ltd. (in Japanese)
https://www.toppan.co.jp/library/japanese/csr/files/pdf/2018/
koudou_4-20180713.pdf■ Efforts to Support Employees with Childrenof a child’s fourth year of elementary school (surpassing the age-Toppan has striven to create a working environment in which

three requirement imposed under the applicable Japanese law).

employees can achieve better work-life balance. It does so by

Toppan has also been developing the “Hagukumi (nurturing)

providing systems for childcare and nursing care leave, reduced

Program” since fiscal 2012. This program supports the wellbeing

working hours, higher family allowances for dependents, andof employee parents by providing therapeutic activities for parents

various other benefits for employees.

on childcare leave, activities to share the know-how necessary for

From fiscal 2015 Toppan began paying a full salary for the firstmaintaining good balance between working and raising children,

five days of childcare leave taken by male employees, in orderand activities to give employees in various positions opportunities

to support employees with children by encouraging the use of

to learn about and consider the importance of work-family balance.

the childcare leave system. In fiscal 2016 the eligibility period

The Hagukumi Program received the Minister of State for Genderfor preferential work shifts such as reduced working hours for

Equality Award at the Kids Design Award 2016 in Japan.

employees with childcare responsibilities was extended to the end■ Hagukumi (nurturing) Program
A scheme to support the wellbeing of
employee parents

Hagukumi Program● To provide therapeutic activities for parents on childcare leave● To share the know-how necessary for maintaining good balance between working
and raising children● To give employees in various positions opportunities to learn about and consider
the importance of work-family balance

Hagukumi Art Salon

Hagukumi Seminar(from ﬁscal 2013)(from ﬁscal 2014)● To strengthen bonds between parents andchildren

To learn and enhance understanding about

To build a network of working parent

good balance between work and parenting

employees who wish to discuss their concerns

throughout the workplaceabout work and parenting and share ideas and(from ﬁscal 2012)● To stimulate interaction among employees
currently on childcare leave

Hagukumi Circle

tips on work-family balance● To alleviate anxieties about returning to
work

18

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Employee Work and
Health & Safety

Community
Involvement andDevelopment

The Environment■ Efforts to Support Employees Bearing Nursing Care Responsibilities
Toppan’s labor union and management employ systems to help

allows care-giving employees to commute to and from work byhome. These systems create an environment where employees

also provides employees with nursing care information in a timely

employees maintain good balance between work and care at

Shinkansen bullet train in certain cases. The Toppan intranet

can concentrate on work without worrying about care for familymanner conducive to the achievement of good work-care balance

members at home. After reviewing the results of employeein accordance with the latest legal amendments and other social

questionnaires on nursing care, Toppan relaxed the eligibility

developments.

requirements for nursing-care-related systems, designed ways

Toppan has held a seminar on nursing care for employees at

to enable employees to more flexibly adjust their working hours

operational sites in Tokyo to facilitate understanding and relieve

and provided more information on work-care balance. Along

Company will organize this seminar at more sites outside of Tokyo

for care, enhanced financial support during nursing care leave,

concern about care burdens for family members at home. The

with system enhancements in these four areas, the Company

in the years to come.

■ Four Approaches in Employee Support Systems for Good Work-Care Balance
Eligibility requirements fornursing-care-related
systems

Eligible members from employee families are in need of long-term care or support under
one of the following conditions:● “In need of long-term care” as speciﬁed in the Child and Family Care Leave Act of Japan● “In need of long-term care” as speciﬁed in the Long-term Care Insurance System of Japan● “In need of support” as speciﬁed in the Long-term Care Insurance System of Japan● Nursing care leave● Reduced working hours for nursing care (reduced working hours, ﬂexible work

Ways to more ﬂexibly adjust
working hours for careschedules, reduced number of prescribed working days per week)*Nursing care leave and reduced working hours for nursing care can be taken in
installments.
*Employees are allowed to switch between the two systems.

● Days oﬀ for nursing care
● Commuting by Shinkansen bullet train for family care reasons
Financial support during
nursing care leave● Allowance for nursing care leave (40% of the employee’s average wage)● Entitlement for paid days oﬀ for nursing care
● Launch of an intranet site to provide information on work-care balance

Provision of information
on work-care balanceThis site provides employees with general knowledge about work-care balance andinformation on support systems available at the Company, public nursing-care-related
systems, and so on.

● Launch of a nursing-care consultation desk run by outside experts

The Company commissions an external professional body to oﬀer unlimited,
free-of-charge nursing-care consultation to employees on a contract basis. Employees
can also use fee-based agency services such as watch-over visits or administrative
processes handled by dedicated staﬀ at care facilities and hospitals.

■ Occupational Health and Safety
Anzen Dojo safety training facilities outfitted to simulate dangers

Safety masters, safety personnel, employees in charge ofengineering and safety, and other safety experts have been deployed

and alert employees at the workplace were set up at two overseas

to Group sites across Japan to strengthen safety promotion

Group sites in fiscal 2017, one in China and another in Thailand.

The dojo facilities have been operated for several years domesticallysystems. Based on the Basic Policy on Health and Safety, Toppan

organizes extensive safety education of various types for the Group’s

at the Kawaguchi Plant in Saitama Prefecture, Takino Plant inworkforce, including both regular and contract employees. This

Hyogo Prefecture, and Fukuoka Plant in Fukuoka Prefecture.

includes thorough training for foremen and risk assessments toAnzen Dojo initiatives (in Japanese)
https://www.toppan.co.jp/corporateinfo/our_suggestion/safety-policy/
anzendojo.html

upgrade the intrinsic safety of machines and equipment for every
worker across the Group.

19

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Employee Work and
Health & Safety

Community
Involvement andDevelopment

The Environment■ Measures for Mental Healthcare
Toppan recognizes that the most effective strategy to administer

Toppan undertakes the following measures to prevent mental

fundamental prevention measures for mental health problems is tohealth problems at the workplace.

enable employees to improve their physical and mental conditions
by having the means and wherewithal to better understand・A stress check system and e-learning-based programs to help

themselves, communicate skillfully, and adopt positive lifestyleindividuals better perceive and cope with the stresses affecting

habits. The Company has been organizing mental healthcare

themprograms such as workshops arranged in cooperation with・An Art Salon workshop to refresh minds and bodies through theworkplaces.

act of artistic creation

・Rank-based training and handbooks to prevent or promptly detectand treat mental problems

・Counseling rooms where employees can receive advice from inhouse counselors in a comfortable, pressure-free setting

・Advisory agreements concluded with mental healthcare specialists
・A new employment regulation defining rehabilitation programs

that support employees returning from mental healthcare leaveby helping them to return to work more seamlessly■ Overview of Mental Healthcare Activities
Self-care

Fundamental
prevention

Creation of job satisfaction● Assertion● Career development● Good physical andmental condition

Self-development
Primary prevention ●Prevention

Stress checksystemCare Using Resources
within the Workplace

Care Using Resources
outside the Workplace● Dialogue skills● Target management● Operational reform● Participation in● Participation in● Attendance● Participation in● Participation

Early detection and early
response

Tertiary prevention● Ongoing treatment

in-house seminars

external seminars

and improvement

management● Improvement of
workplaces

Test administration and
Improvement ofunderstanding of current conditions
workplaces

counseling andSecondary prevention ● Early
consultation

Steps to limit severity andprevent recurrenceLine Care(by managers andsupervisors)● Recommendationfor early consultation

rank-based training
programs● Activities by the Safety
and Health Committee

in external seminars

Interviews
and guidance● Consultation withindustrial physicians
and public healthnurses● Return-to-work program ● Periodic interviews byindustrial physicians● Personnel reassignment● Hospitals and EAPs*● Treatment by aspecialist physician*Employee assistance programs (EAPs): The EAPs shown above are counseling and training programs run by an external
specialist body under contract with the Company and the Toppan Group Health Insurance Union.

20

TOPPAN Sustainability Data 2018

Organizational
GovernanceFair Operating
Practices

Labor Practices

Human Rights

Consumer Issues

Employee Work and
Health & Safety

Community
Involvement andDevelopment

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

Main Activities and Relevant Information

Information on Personnel■ Number of Personnel (as of March 31)
Directors
Fiscal 2015
Fiscal 2016
Fiscal 2017Management
Total
SupervisorsClass
Employees

AverageTenureAverage
Age

Male

26

1,989

1,843

7,576

15.4

42.9

Female

0

59

192

1,417

9.8

34.2

Male

18

2,158

1,932

7,930

15.1

43.4

Female

1

71

224

1,621

9.3

34.3

Male

19

2,201

1,914

7,964

15.2

43.6

Female

1

79

266

1,735

9.3

34.6

Sum Total
Employees

Part-timeWorkers

Dispatched
Staff

8,993

562

203

9,551

502

237

9,699

451

246

■ Fiscal 2017 Rank-based Percentages of Female Personnel (%)
Percentage of female personnel
Total employees

17.9%

Directors

5%

Managers

3.5%■ Reasons for Leaving *1
Fiscal 2015

Fiscal 2016

Fiscal 2017

Personal
reasons

184 (39)206 (54)217 (62)*2

Retirement

94 ( 0)85 ( 1)120 ( 1)

Requested by
the company

0 ( 0)

0 ( 0)

0 ( 0)

Other

92 ( 3)83 ( 3)108 (20)Total

370 (42)374 (58)445 (83)

4.0％

3.8％

4.5％

Turnover rate

*1 The number of female employees who left the Company is shown inparentheses.
*2 Five female and 31 male employees took advantage of Toppan’s
support system for employees who pursue new careers after leaving
the Company.

■ Retention Rates for Recruits(Percentage of fiscal 2015 hires still working at Toppan)
Male

FemaleHired on April 1, 2015

195

Still with Toppan as of April 1, 2018

178

97

Retention rates

91%

87%

Average for male and female employees

90%

Percentage who leave the Company
before working three years

10.1%

111

■ Average Annual Salary
Averageannual salaryFiscal 2015

Fiscal 2016

Fiscal 2017

6,697,391 yen

6,956,597 yen

6,910,163 yen

21

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Employee Work and
Health & Safety

Community
Involvement andDevelopment

The Environment

Listed in the 2018 Health & Productivity Stock Selection and Recognized as a Health &Productivity Organization
Toppan Printing Co., Ltd. was listed in the 2018 Health &health and productivity management as Health & Productivity

Japanese Ministry of Economy, Trade and Industry (METI) andconducts this recognition program by assessing organizations fororganizations. The Nippon Kenko Kaigi (Japan health conference)

Productivity Stock Selection under a program operated by thetheir engagement in initiatives to overcome the healthcare-related

the Tokyo Stock Exchange (TSE) to select TSE-listed enterprises

challenges of communities and to promote the health-consciouswith outstanding “health and productivity management*” programs.

activities recommended by the Kaigi.

Under another program jointly conducted by METI and members

In the 2018 Health & Productivity Stock Selection, Toppanof Japanese health insurance organizations, Toppan has been

selected for two years running (fiscal 2017 and 2018) to join thewas recognized for its work in collaboration with the Group’s on-group of organizations recognized for their excellent achievements

working environments amenable to enhanced job satisfaction.

site clinics, industrial physicians, and the labor union to develop

Health & Productivity “White 500” (large enterprise) category, aToppan’s healthcare solutions were also praised for theirin advancing health and productivity management.

contribution to the maintenance and enhancement of public health.

Under the Health & Productivity Stock Selection program,

METI and TSE have been jointly selecting outstanding TSE-listed
enterprises that are strategically engaged in healthcare initiatives
for employees and their families from a management perspective
on a one-company-per-industry basis in Japan.

Under the Certified Health & Productivity Management

Organization Recognition Program, meanwhile, METI has beenrecognizing excellent enterprises and other organizations advancing
TOPPAN NEWSROOM (in Japanese)
https://www.toppan.co.jp/news/2018/02/newsrelease180220.html*The term “health and productivity management” is a registered trademark of
the Workshop for the Management of Health on Company and Employee.

Toppan Sports Festival 2017
The Toppan Sports Festival 2017 was held in the Saitama Super

Group organizes site-based labor-management events designed toplanned, organized, and run by mostly younger employees of thewide sporting event every two years to facilitate communication,

Arena on October 1, 2017. This labor-management event wasstrengthen bonds between colleagues. Toppan also holds a Group-Group. Some 4,300 employees and family members came to takebuild a sense of unity, and heighten an understanding of the Grouppart in various games and events.

among employee families.

To enhance job satisfaction at the workplace, the Toppan

22

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Employee Work and
Health & Safety

Community
Involvement andDevelopment

The Environment

Annual Paid Leave Used

Average paid leave used (days)
Average ratio*

Fiscal 2015

Fiscal 2016

Fiscal 2017

8.6

9.6

10.3

45.1%

50.8%

55.1%

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

Main Leave Systems and Family Benefits■ Main Leave Systems and Family Benefits / Measures to Support Work-Life Balance and Foster the
Next Generation
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 medical treatment for themselves or their dependents, healthcare or nursing carefor their families, fertility treatment, recovery-work in the aftermath of unexpected disasters, and so on.

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 10% of their regularsalaries from the Company (until their child reaches the age of two years) and subsidies of 30,000 yen a month 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 or irregular working schedule from the date of their return to the job until their child completes the fourth year ofelementary school. The Company subsidizes certain childcare costs and provides childcare-related information through a
consultation office.

Rehiring of Employees who Leave theCompany to Raise Children

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

Nursing Care Leave

Employees are entitled to take leave for nursing care. For every family member requiring care, an employee is entitled to one yearof consecutive or aggregated leave and up to three years of other work-hour adjustments such as staggered working hours or
two-hour working day reductions. The Toppan Group Fraternal Benefit Society pays a 30,000-yen subsidy per month as assistanceduring the leave. Toppan offers nursing care-related information and contracts consultants outside the Company to provide advice.

Leave for Child Healthcare

Employees can take up to 10 days of leave a year, regardless of the number of children they are raising. (Five days can be taken as
paid leave, either as full days or half-day 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
and by two hours for childcare (until his or her 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.

Other

The Toppan Group Health Insurance Union covers standard medical costs for childbirth. The union also gives out a complimentarychildrearing magazine and runs a consultation office for employees with questions about the health of the body and mind.

Employees Taking Maternity or Childcare Leave
Fiscal 2015

Fiscal 2016

Fiscal 2017

Employees taking maternity leave

85

105

111

Employees taking childcare leave

295 (160)

300 (173)334 (160)**The number of male employees who took childcare leave is shown in parentheses.

Seminars for Good Balance between Work and Care at Home
Toppan sites in Tokyo have been holding seminars to help

for the first time in fiscal 2018. As these seminars are held in morehome since fiscal 2016. Outside experts from a nursing-careconcentrate on work without having to worry about care burdens

employees maintain a good balance between work and care atsites, they will help create an environment where employees canconsultation service with which Toppan has a contract are invitedfor family members at home.

to lead seminar courses. The guest lecturers present generalknowledge on nursing care and tips for achieving good work-carebalance. Toppan personnel also inform participants of support

systems available at the Company, such as nursing care leave andreduced working hours for nursing care, as well as intranet sites
and other information sources on nursing care. The Company

plans to organize seminars at operational sites in the Kansai area

23

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights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、Community

Fair Operating
安全教育を実施しています。
Consumer Issues
Practices

Labor Practices（中国・リーホォン東芫工場の安全道場）

Employee Work and
Health & Safety

Involvement andDevelopment

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

Expanding Anzen Dojo Overseas.

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。
cumulativebasis, training has been provided to more than 25,000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、安全教育を実施しています。
peopleat the facilities since they opened.

Two new Anzen Dojo safety-training facilities were opened at

Toppan Group sites in the last two years: one at Siam Toppan

Packaging Co., Ltd. in Thailand in October 2017; another at Toppan（中国・リーホォン東芫工場の安全道場）（タイ・サイアムトッパンの安全道場）

Leefung Packaging & Printing (Dongguan) Co., Ltd. in China in
January 2018.

The new overseas facilities leveraged the Group’s expertise on

safety education cultivated at similar dojos in Japan. Both facilities

are equipped with safety-related displays and danger simulators
optimally selected for the working conditions at their sites. The
Group trains on-site safety masters and regularly holds safety

sessions for frontline operators according to the same operational
scheme applied in Japan.

（タイ・サイアムトッパンの安全道場）

Approximately 2,500 Group employees around the world

TOPPAN NEWSROOM
https://www.toppan.co.jp/en/news/2018/03/newsrelease180308.html

took safety training at Anzen Dojo facilities in fiscal 2017. On a

Company-wide Mental Stress Checks
Toppan began providing Company-wide mental health checkups

improved working environments.

Japanese legislation. Toppan has implemented a web-based

80 questions) on New Forms of Occupational Stress. The newenables results to be confirmed by people taking the tests andquestions, will provide data the Company needs to enhance mental

In fiscal 2018 Toppan will introduce a Quick Survey Sheet (withwell before stress checks in organizations were required bysurvey sheet, together with Toppan’s original mental health survey

checking system across the Company since fiscal 2017. This system

healthcare for employees and delve more deeply into the sources of

those administrating them as soon as the checkups are completed.

stress within Toppan’s organizations.

Toppan will promptly provide necessary care to any employee

Mental stress check results are valuable data for fully

identified as demonstrating a high level of stress.

An e-learning program on stress was also arranged online. A total ofunderstanding the mental healthA cross-organizational analysis of checkup results, meanwhile,

well as its individual employees.

status of Toppan’s organizations as

20,687 Group employees participated in the course in fiscal 2017.

Toppan continues to use these

allows the Company to determine detailed organization-specificdata to steadily work towards thetrends in mental well-being and variations between different

creation of workplaces free oforganizations across the Company. This analysis identifies

mental illnesses.

workplaces with higher health risk and ensures that the results areshared with department heads to prompt further efforts towards

Occupational Health and Safety
In fiscal 2017 the Toppan Group continued undertaking safety

the death of an employee or contract worker in the Toppan Group

activities towards the complete elimination of occupationalin the last three years.

accidents. There have been no occupational accidents leading to2015
Deaths from occupational accidents

2016

2017

0

0

0

Frequency rate*1

0.05

0.000

0.000

Severity rate*2

0.001

0.000

0.000

*1 Number of occupational accidents requiring employee
leave, per million cumulative actual working hours(reflects the frequency of occupational accidents)*2 Number of workdays lost as a consequence ofoccupational accidents, per thousand cumulative actual
working hours (reflects the severity of occupational
accidents)

Safety Meetings
The Personnel & Labor Relations Division (Health, Safety & Fire

activities undertaken to mitigate health and safety risks.

Management Division in safety meetings to assess and deliberatefiscal 2017. Meetings were also held at four sites in the U.S. and five

Safety Promotion Department) coordinates with the Manufacturing

Safety meetings were held at 21 operational sites across Japan in

the safety measures applied to machines and equipment and thesites in China in fiscal 2017.

24

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Human Asset
Development

Community
Involvement andDevelopment

The Environment

Human Asset Development
Basic Approachthe driving force towards the realization of TOPPAN VISION

Labor shortages are anticipated throughout various industries in

21 . Toppan would like to contribute to society as a corporation

Japan. Toppan is convinced that maximizing the performance of theworkforce as an asset of society will help solve social issues.

blessed with human assets with excellent communication skills andMindful of how deeply it depends on its employees, Toppan fosters

heightened awareness and sensibilities.

individuals with ambition and integrity who will go on to become

Promotion Framework■ Toppan University
The Human Resource Development Center in the head officeToppan University, a simple platform that strives to foster leaders

charge of human asset development at departments throughout theof employees through basic and special programs, a leadership

Personnel & Labor Relations Division coordinates with persons inwhile supporting the skill improvement and career enhancement

Company to institute training programs. These programs to develop

program, and a personal empowerment program.

and nurture human assets are organized systematically around■ Systematic Human Asset Development Programs“Conduct of High Value” Based on the Corporate Philosophy and Corporate Creed
Earning the trustof customers

Strengthening businessfoundations

Knowledge andinformation skills

Ability to identify
and formulate tasks

Fulﬁlling corporatesocial responsibility

Strengthening
the organization

Improvingcorporate value

Abilities and Skills for “Conduct of High Value”
Ability toaccomplish tasks

Rank-based Training● New division manager training● New department manager training● New manager training● New supervisor training
Basic Company-wide Education(e-learning)● Basic education on TOPPAN VISION 21● Basic education on CSR● Basic education on the environment● Education on proﬁt maximization inbusiness● Basic education on globalization● Mental health self-care● BCM initiatives● New employee Company-wide training● Early career planning● OJT brother/sister training

Globalization Training

Techniques
and know-how

Skills in communicationand fostering subordinates

Department-based Training● Program to strengthen sales departments ● Training for new supervisors in technology● Training for plant managers
departments● Training for new managers in technology ● Individual department-based training
and manufacturing departments(purchasing, secretary, personnel & labor● Training for employees in production
relations, technology & research, etc.)
control departments
Training by Divisions● MBA abroad training● Study abroad program for engineers● IT training in India● Short-term overseas study● Selective training on global business● Trainee system● Training in each division or
workplace
Selective Training● Executive business school● Training to cultivate industryleading talent● Program to nurture talent who candevelop frontier businesses● Advance̶Shaping the FutureToppan Business School● Group training● e-learning● Dispatching human assets outside
the Company
Challenge School

Operated together with Toppan Mind Wellness Co., Ltd., an education consultation company within the Group entrusted with training projects inside and outside the Group.

25

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Human Asset
Development

Consumer Issues

Community
Involvement andDevelopment

The Environment

Toppan has established training centers in Kawaguchi, Saitama

Prefecture and Yugawara, Kanagawa Prefecture to nurture humanassets. These centers are venues for various training sessions andinteraction between Toppan personnel.

In April of 2017 Toppan launched the Human Resource

Development Laboratory as a research base to develop innovative
personnel training programs that apply brain research,neuroscience, analysis of physical condition, and various

technologies. This laboratory will be used as a platform to design
and implement programs that foster human assets with excellent

communication skills and heightened sensibilities. The Company

plans to improve individual productivity and facilitate the individual
development of the Toppan workforce via this platform.

The Company also operates a training management system that

Human Resource Development Laboratoryoffers training tools and information on various learning courses.

Employees can review records of their own training online via thee-learning programs. Toppan has also surveyed every employeewith a questionnaire on the Company’s human asset development
programs to reflect the results in future development plans.

26

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Human Asset
Development

Community
Involvement andDevelopment

The Environment

Main Activities and Relevant Information

Results of Human Asset* Development Programs in Fiscal 2017
ProgramNumber of
Employee
Participants(cumulative)

OutlineToppan Business School

A series of programs to provide self-development training with group and e-learning-based
courses. A wide range of training is available, from courses to learn basic knowledge and skills
in business to advanced courses to enhance specialist skills.

3,186

Challenge School

A program to provide self-development training with correspondence-learning courses toacquire knowledge and skills.

4,633

E-learning-based Groupwide basic education

E-learning-based programs to give every Group employee the opportunity to learn requisitebusiness knowledge.

82,924

Selective training on global
business

A program to equip employees with fundamental qualities for global business such as linguistic
aptitude, cross-cultural competency, and consensus building.

31

Trainee system

A system to deploy young employees to overseas affiliates for one year of language immersion
and practical training in day-to-day business activities, primarily to enhance their linguistic
aptitude and cross-cultural competency.

10

JICA Japan Overseas
Cooperation Volunteers

A program to dispatch Toppan employees to emerging and developing countries via the trainee
system to work as Japan Overseas Cooperation Volunteers for the Japan International
Cooperation Agency (JICA).

2

A program to send employees involved in international business to short-term open courses at
the International Institute for Management Development (IMD; one of the world’s top-ranked
Short-term open programs atbusiness schools) in Lausanne, Switzerland to acquire practical training in leadership, theIMD
tenacity required to follow through on projects to completion, and other capabilities requiredin global business.

2*Toppan values its employees as precious “human assets.”

Fiscal 2017 Human Asset Development Expenditure
Expenditure on Training, etc.
per Employee

Usage Rates of Toppan
Training Centers*
Kawaguchi

Yugawara

Fiscal 2015

79,251 yen

85.7％

45.1％

Fiscal 2016

70,783 yen

87.0％

45.8％

Fiscal 2017

70,730 yen

87.6％

46.2％

*Usage rates are calculated by dividing the number of days the training centers are used by the
number of days the centers are available (excluding holidays, etc.)

27

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Strict Compliance

Community
Involvement andDevelopment

The Environment

Strict Compliance
Basic Approach
Legal compliance in business operations is an indispensable

into the Toppan Group Conduct Guidelines, a set of common

society.

to observe for the assurance of strict compliance. These Group-

prerequisite for every corporation to fulfill its responsibilities toprinciples that all Group companies around the world are required

Toppan established the Conduct Guidelines as a set ofwide guidelines are reviewed every year to adjust to changes incompliance standards in June 2000, the centennial of Toppan

business environments, social conditions, and other circumstances

Printing Co., Ltd. These guidelines set forth standards for Toppan

relevant to the Group. Any revision of the guidelines is subject to apersonnel’s behavior based on the Corporate Philosophy andresolution by the Board of Directors of Toppan Printing Co., Ltd.

principles of legal compliance.

Toppan Group Conduct Guidelines
https://www.toppan.co.jp/en/corporateinfo/vision/shishin.html

In November 2010 Toppan completely revised the guidelines

Promotion Framework■ Compliance Promotion Structure
Toppan believes that the strict observance of the Conduct

Guidelines Promotion Leaders at workplaces initiate guideline

operating a Conduct Guidelines Promotion Leader system to ensure

Guidelines Promotion.

Guidelines directly links to legal compliance. The Group has been

compliance activities under the Director in charge of Conduct

full observance of the guidelines in daily operations. The Conduct■ Structure to Promote the Conduct Guidelines
President & Representative Director
Director in charge of Conduct Guidelines Promotion
Compliance Department, Legal Aﬀairs& Intellectual Property Division

Business divisions

Head oﬃce divisions

Division heads

Conduct Guidelines
Promotion Supervisor

Conduct Guidelines Promotion Supervisors
Person in charge of management:
Business Strategy Department GM
Person in charge of education:
General Aﬀairs Department GM

Senior General Manager
of Legal Aﬀairs &Intellectual Property
Division

Conduct Guidelines
Promotion Leadersin sales and planningdepartments

Conduct Guidelines
Promotion Leaders in
administrative
departments

Conduct Guidelines
Promotion Leadersin manufacturing
departments

Conduct Guidelines
Promotion Leaders

Supervisors from eachdepartment

Supervisors fromeach department

Supervisors or
educational leadersfrom each department

Supervisors fromeach department

Employees

Employees

28

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Strict Compliance

Consumer Issues

Community
Involvement andDevelopment

The Environment■ Compliance Training■ Anti-Corruption Initiatives

Toppan organizes group training for Conduct Guidelines Promotion

Toppan conforms to the anti-corruption principle set out by theeffectiveness of training sessions through activities such as groupbe observed by all Toppan employees, include wide-ranging policies

United Nations Global Compact. The Conduct Guidelines, a code to

Leaders every year. The Group devises ways to enhance theon corruption prevention, including the prohibition of collusion,

discussions using case methods describing actual incidents.

illicit transactions, and other corrupt practices. All employees are

Toppan gives every employee in Japan a Conduct Guidelines

kept fully informed of the Conduct Guidelines through regular

Casebook, a Q&A style casebook describing situations that can

activities led by Conduct Guidelines Promotion Leaders, who havearise in daily work. The casebook is used in various guideline

received relevant training. The Conduct Guidelines Casebook

promotion activities. The Leaders, for example, use it to

distributed to all employees enhances awareness through casedisseminate the guidelines at their workplaces. The Group alsostudies of corrupt conduct. Messages from executives to the entire

posts regular Conduct Guideline Notifications on themes relevant

workforce also address the issues of strict compliance and theto the guidelines in order to heighten employee awareness and callprevention of corruption. In terms of bribery prevention, in fiscal

attention to compliance-related issues. Toppan has been holding

2016 the Group formulated an anti-corruption framework led byseminars, producing posters, and implementing other compliancethe Director in charge of Legal Affairs as the chief anti-bribery

promotion activities to ensure strict compliance among Groupmanager. A set of anti-bribery rules was also established in theemployees.

same year to ensure strict anti-bribery practices.

For more intensive anti-bribery control, Toppan has tightened

the procedures that employees use to request entertainment for

and gift-giving to public officials and the like in line with the antibribery rules and guidelines. In fiscal 2017 Toppan conductede-learning-based programs and provided Group employees with a
Q&A style casebook describing specific examples.

■ Training for Compliance with Transaction-■ Training to Prevent Infringements of

To enforce compliance with major transaction-related laws andProtection and management of intellectual property is a crucial

preventing improper import and export transactions and ensuring

fields of Information & Communication, Living & Industry, andrelated Laws and Regulations

Intellectual Property

issue for Toppan, a group of companies operating in the three

regulations in Japan, the Toppan Group has been comprehensively

Electronics. The Group devotes strict attention to measures tocompliance with the Subcontract Law. Toppan conducts regularprevent the infringement of copyrights, trademarks, and othertraining and audits on compliance with the subcontract law for

intellectual property rights of other parties while obtaining patents

departments and Group companies that engage in subcontracting

for its own technologies and business models.

transactions. The Group also continues holding training sessions

Apart from in-house special training, Toppan holds regularand carrying out audits focused on export controls under theForeign Exchange and Foreign Trade Act.

training sessions for employees of the Toppan Group and its

the observance of standards related to such issues as legal andlegal knowledge on intellectual property rights by reviewing casebusiness partners. Participants in these sessions acquire basic

Regardless of level of risk, Toppan bases its transactions on

histories in design work and other operations involving intellectual

regulatory compliance, fair operating practices, and bribery

property issues within the Group.

prevention, as stipulated in the Toppan Group CSR Procurement
Guidelines, which apply to all suppliers, subcontractors, andintermediaries. To provide training on the Guidelines and monitor
the status of their observance, Toppan fully informs suppliers
and subcontractors of them, holds briefings, and conducts
questionnaires.

CSR Procurement
https://www.toppan.co.jp/library/english/csr/files/pdf/2018/csr2018_detail-en.pdf#page=33

29

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

The Environment■ Internal Reporting System
When an employee discovers a legal violation or improper conduct■ Toppan Group Helpline

superior for deliberation as a basic rule. If the employee’s superior

Communicator

somewhere in the Toppan Group, he or she is to report it to his/her

When the problem
remains unresolved

Any Group employee

fails to resolve the problem, the employee is encouraged to callthe Toppan Group Helpline, the Group’s internal reporting system.

Reporting andconsultation

The helpline is open for use by all Group employees, including
dispatched staff and part-time workers. This system allows theSuperior

Group to ensure strict compliance with the Toppan Group Conduct
Guidelines by promptly identifying legal violations and improper

Internal reporting (an email or sealed
document sent in the name of an employee)

acts and properly dealing with them.

Reporting on
progress andresults, follow-up
communication

ReceiverPresident & Representative Director or
Senior Audit & Supervisory Board Member
Toppan Printing Co., Ltd.

■ Compliance in fiscal 2017
Toppan was not involved in any serious incidents or violations ofInstructions

laws or regulations in the course of business in fiscal 2017.

Reporting

Department responsiblefor investigation and countermeasures

30

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Strict Compliance

Community
Involvement andDevelopment

The Environment

Main Activities and Relevant Information

Conduct Guidelines Promotion Leader System
Seven hundred and thirty-three Conduct Guidelines Promotion

from Toppan and Group companies in fiscal 2017.

2017, including 95 women (13.0% of the Leaders). A cumulative

Property Division sent out 12 Conduct Guideline Notifications on

was launched in fiscal 2004.

strict compliance at the workplace under the Leaders.

Leaders (the “Leaders”) were deployed across the Group in fiscal

The Compliance Department in the Legal Affairs & Intellectual

total of 9,055 employees have worked as Leaders since the system

topics relevant to the Conduct Guidelines in fiscal 2017 to ensure

Toppan held 85 training sessions across Japan for 1,042 Leaders
Number of Newly
Deployed Leaders

Number of Female
Leaders Deployed(Percentage)

Cumulative Total
Number of Leaders

Fiscal 2015

754

66（8.8%）

7,581

Fiscal 2016

741

82（11.1%）

8,322

Fiscal 2017733

95（13.0%）

9,055

Anti-Corruption Initiatives
As indicated in the list of serious risks, Toppan identifies “Bribery

the like.

impact on management and takes appropriate measures to address

Q&A style casebook describing specific cases of bribery to equipand guidelines to ensure strict anti-bribery practices in March

bribery themselves. Overseas business and public sector projects

or corruption” as a risk that could have a particularly significant

In April 2018 Toppan revised the guidelines and issued asuch risk. The Toppan Group established a set of anti-bribery rules

employees with the awareness required to strictly avoid committing2017.

are deemed to have a comparatively high level of corruption-related

E-learning-based, Group-wide education on anti-bribery

risk. This is addressed with opportunities for specific training onpractices was arranged for 8,515 employees in fiscal 2017. Toppan

prevention of corruption, such as training for related personnel on

also worked to ensure compliance with the internal application

preventing collusion, cartels, and bribery.

procedure for offering entertainment or gifts to public officials andCompliance with Transaction-related Laws and Regulations
Toppan regularly organizes transaction-related training andsessions focused on export controls under the Foreign Exchange

Both activities are key to preventing improper import and export

with the subcontract law, and 1,100 employees took a coursemonitors and audits how business transactions are being handled.

and Foreign Trade Act, 494 employees were trained on compliancetransactions and ensuring compliance with the Subcontract Law ofon export controls via the e-learning system. The Group also

Japan.

audited the observance of export controls in 15 departments andIn fiscal 2017, a total of 333 employees participated in groupcompliance with the subcontract law in 25 departments.

Number of Internal Reports
The Toppan Group Helpline was used in four cases in fiscal 2017.
Every case was properly handled and followed up with necessary
countermeasures to prevent recurrence.

Reviewing the Toppan Group Conduct Guidelines
The Legal Affairs & Intellectual Property Division reviews the
Toppan Group Conduct Guidelines every year.

In its review of fiscal 2017, the division concluded that theguidelines were appropriate and required no revision.

31

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

CSR Procurement

Community
Involvement andDevelopment

The Environment

CSR Procurement
Basic ApproachTurning to the environment, the Toppan Group’s basic policy

Sustainability initiatives can be completed only when implemented
throughout the entire supply chain.

takes an assertive approach to the sustainable use of resources

cooperation and collaboration with business partners as a meansmaterial procurement.

by avoiding or minimizing the impact on biodiversity during raw

The Toppan Group therefore promotes CSR procurement inof implementing sustainability initiatives throughout the entire

Toppan Group CSR Procurement Guidelines (second edition)
https://www.toppan.co.jp/library/english/corporateinfo/files/csr/
2014/proc2014_en01.pdf

supply chain. The concept of CSR procurement is applied notjust to material and raw material suppliers, but to subcontractors,
intermediaries, and all other elements of the supply chain.

Toppan Group Standards for the Management of Chemical Componentsof Raw Materials (ver. 4.4)https://www.toppan.co.jp/library/english/corporateinfo/files/csr/
2018/proc2018_en04.pdf

The Toppan Group CSR Procurement Guidelines are a setof principles the Group observes to drive this endeavor. These

guidelines consist of the Basic Procurement Policy, a conceptual
framework to be closely observed by every Toppan employee

Basic Policy on Biodiversity (in Japanese)
https://www.toppan.co.jp/library/japanese/csr/files/pdf/2013/
biodiversity.pdf

involved in procurement operations, and the CSR Procurement

Standards, a set of requirements to be satisfied by every business
partner. The CSR Procurement Standards are composed of the

Toppan Group Paper Procurement Guidelines for the Sustainable Use ofForest Resources (second edition) (in Japanese)
https://www.toppan.co.jp/library/japanese/corporateinfo/files/csr/2014/proc2014_06.pdf

Basic Procurement Standards and the Procurement Standards

Concerning Human Rights, Labor, the Environment, and AntiCorruption.

Promotion Framework
The Purchasing Center in the head office Manufacturing

efforts of business partners to comply with the Group’s procurement

the Group take the initiative in advancing CSR procurement incorruption; and ongoing efforts to conclude basic sale and purchase

Management Division and other procurement departments acrossstandards on human rights, labor, the environment, and anti-

close coordination with business partners.

agreements with business partners stipulating the observance ofThe center and departments have undertaken a host of CSR

the Group’s procurement guidelines.

procurement initiatives focused on business partners, including the

The Toppan Group also controls chemical components

following: briefing of business partners on the Toppan Group CSR

throughout the entire supply chain based on the Standards for theProcurement Guidelines; surveys with questionnaires to check theManagement of Chemical Components of Raw Materials.

■ Promoting Compliance in Procurement
Departments

CSR procurement initiatives should be built upon trust between

the Basic Policy on Biodiversity. The policy stipulates a proactive

Group’s procurement departments operate properly in accordance

minimizing the impact on biodiversity in the procurement of raw

businesses. Toppan therefore regularly monitors whether theapproach to the sustainable use of resources by avoiding orwith the Basic Procurement Policy in their transactions withmaterials. For the sustainable use of forest resources in line withbusiness partners.

the basic policy, the Group has cooperated with paper suppliers

Toppan has also set up a Supplier Hotline on its corporate(business partners) to ensure that the lumber they use for paper

website as a portal for receiving reports from business partners

production is legally obtained.

involved in the Group’s procurement operations. The hotline isSupplier Hotline
https://www.toppan.co.jp/en/corporateinfo/our_suggestion/
supplier_hotline.html

open for use by all business partners of the Group.

The Toppan Group targets sustainable procurement based on

32

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

CSR Procurement

Community
Involvement andDevelopment

The Environment

Main Activities and Relevant Information

Briefing on Procurement Guidelines and Concluding Basic Sale and Purchase Agreements■ Briefing Sessions on CSR Procurement
Guidelines

As of the end of fiscal 2017, Toppan has briefed 2,100 business

partners on the Toppan Group CSR Procurement Guidelines. The

Fiscal2015

Group has also promoted the implementation of CSR initiatives
throughout the entire supply chain by asking business partners

Fiscal2016

Fiscal2017

to conclude basic sale and purchase agreements stipulating the

Number of business
partners briefed

21

7

25

been concluded with 72% of the business partners that sell the

Cumulative total of
business partners

2,068

2,075

2,100

observance of the guidelines. As of fiscal 2017, agreements haveGroup goods and services worth more than 10 million yen a year.
Our goal is to raise this figure to 100% by fiscal 2025.

■ Percentage of Basic Sale and Purchase
Agreements with CSR Procurement
Provisions Concluded (with business
partners supplying goods and services worth
more than 10 million yen a year)

Turning to the environment, the Toppan Group promotes CSR

procurement in line with specific standards such as the Standards
for the Management of Chemical Components of Raw Materials

and the Paper Procurement Guidelines for the Sustainable Use ofForest Resources.

Fiscal2015
Cumulative percentage
of agreements (out of
the business partners
targeted)

Fiscal2016

62％

Fiscal
2017

68％

72％

Verifying the Legality of Lumber as a Paper Material■ Results of Surveys to Verify the Legality ofLumber as a Paper Material

The Toppan Group established a Basic Policy on Biodiversity andposted it on the Toppan website*1 in May 2010.

(Paper manufacturers representing 90% of paper on apurchase price basis)

The basic policy stipulates that “we will take a proactive

approach to sustainable use by avoiding or minimizing the impact
on biodiversity” during raw material procurement operations.

Fiscal2015

For paper procurement, for example, the Group has surveyed thelegality of lumber as a paper material as a means of promoting the

Fiscal2016

Fiscal2017

Number of business
partners surveyed

29

20

18*2

Purchase price basis

99.9％

99.6％

92.3％

surveyed 24 sites of 18 business partners around the world in

Percentage of lumber
sources verified as
legal

100％

100％

100％

legally. In yen terms, these 24 partner sites supplied 92.3% of the*1 http://www.toppan.co.jp/en/csr/environment/biodiversity.html

sustainable use of forest resources.

Our surveys confirmed that on a purchase price basis,

manufacturers representing more than 90% our procurement

sourced lumber used in paper through legal channels. The Group
fiscal 2017 to confirm that all of the procured lumber was obtained
paper used by Toppan in fiscal 2017.

*2 Survey of paper suppliers assessed as having the highest riskover the most recent three-year period

Monitoring Compliance in Procurement Departments■ Monitoring Results

The Toppan Group regularly monitors whether its procurement
departments operate properly in accordance with the Basic

Fiscal2015

Procurement Policy in their transactions with business partners.

In Fiscal 2017 the Group used the results of a questionnaire surveyof 13 business partners to improve compliance in procurement
operations.

Toppan has also set up the Supplier Hotline*, a portal forreceiving reports from business partners, on its website.

Fiscal2016

Fiscal2017

Number of business
partners that filled out
the questionnaire

8

10

13

Cumulative total
number of business
partners monitored

93

103

116

*https://www.toppan.co.jp/en/corporateinfo/our_suggestion/
supplier_hotline.html

33

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices
CSR Procurement

Consumer Issues

Community
Involvement andDevelopment

The Environment

Participating in the Green Purchasing Network
The Green Purchasing Network (GPN) of Japan was established in
1996 as a loose-knit network of businesses, civilian organizations,
government agencies, and other entities proactively engaged
in green purchasing practices. GPN is convinced that green

purchasing plays a critical role in the formation of a market for ecoproducts on a scale sufficient to facilitate eco-product development.
GPN believes that green purchasing will contribute significantly tothe realization of a sustainable society.

As a GPN member, Toppan provides printing services based on

the GPN Ordering Guidelines for Printing Services.

*http://www.gpn.jp/english/index.html

34

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues
Initiatives for Products
and Services

Community
Involvement andDevelopment

The Environment

Initiatives for Products and Services
Basic Approach
Quality assurance for products at the Toppan Group is a concern

UD as a guiding philosophy for developing products and services

for production. Departments involved in marketing, R&D, planning,

By embracing UD approaches, Toppan assigns greater weightthat “help realize a society with a high appreciation of diversity.”

for every department, not only the departments directly responsible

to dialogue with diverse people and the concerns of people withdesign, sales, and shipment all contribute to quality. This is why

different physical abilities and perceptions while considering usage

Toppan describes quality assurance as a total activity (“total quality

scenarios and design parameters such as understandability andassurance”) and strives to improve product quality and manage

usability.

product safety throughout the Group. For the maintenance andimprovement of product quality, the Group has established a

Basic Stance on Product Safety Management and a set of Basic

Basic Stance on Product Safety Management

Guidelines on Product Safety Management to securely manage thesafety of the products Toppan manufactures.

We promote product safety management throughout the Groupby securing safety and improving the quality of our products
based on the Basic Principles of Conduct Guidelines and theprinciples of corporate social responsibility as a protector ofuser* safety and health.

The Global environmental challenge is another crucial social

issue requiring Toppan’s committed efforts. To propel sustainableconsumption, the Group markets environmentally friendly products
and services and visualizes CO₂ emissions associated with the*User: Includes both customer companies and end-user consumers.

products and services Toppan develops. Toppan and Group

companies endeavor to contribute to the realization of sustainableconsumption under The Toppan Group Declaration on the Global

Basic Stance on Product Safety Management / Basic Guidelines on
Product Safety Management
https://www.toppan.co.jp/en/corporateinfo/our_suggestion/
product_safety.html

Environment.

The Toppan Group also realizes the social value of universal

design (UD). Since its launch of a pioneering UD packaging
consulting service in 1999, Toppan has been consistently

The Toppan Group Declaration on the Global Environment (in Japanese)
https://www.toppan.co.jp/library/japanese/csr/files/pdf/
The_Toppan_Group_Declaration_on_the_Global_Environment.pdf

designing and producing attractive, easy-to-use UD packaging

and communication tools for as many people as possible in every
Business Field of the Group.

Toppan Declaration on Universal Design / Toppan’s Seven Principles on
Universal Design (in Japanese)
https://www.toppan.co.jp/csr/consumers/ud.html

The Toppan Declaration on Universal Design and Toppan’s Seven

Principles on Universal Design (both established in 2010) define

Promotion Framework
The Quality Assurance Center in the head office Manufacturing

underpinning total quality assurance across the Group.

assurance departments every three months. Conference participants

all Group employees and rank-based educational curriculums toassurance for products and monitor the progress of key initiativesof Toppan’s environmentally friendly products and initiatives forManagement Division holds a Japan-wide conference of quality

Toppan has arranged e-learning-based training programs forclarify various challenges related to safety management and quality

heighten employee awareness and facilitate a deeper understanding

to mitigate quality loss and further improve product quality.

carbon-offsetting and carbon footprint of products (CFP) services.

Every Group site consistently enhances its quality management

The Ecology Center in the head office Manufacturing Management

system (ISO 9001) to bolster product safety management. The

Division compiles and discloses information on registered

Quality Assurance Center organizes seminars on ISO 9001 andenvironmentally friendly products.

training sessions for internal auditors every year. These training

ISO 9001 Accreditation and Certification (in Japanese)
https://www.toppan.co.jp/corporateinfo/our_suggestion/iso/iso9001.html

sessions aim to constantly improve quality management systems

35

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues
Initiatives for Products
and Services

Community
Involvement andDevelopment

The Environment■ Assuring Product Quality
The quality assurance department in each business division

efforts to sustain these measures. The Toppan Group has also

product-related incident occurs, Toppan sets up an emergency

exacting quality assurance for safety and sanitation to ensure

adopted a certified approval system for food packaging requiringhandles complaints and claims from customers. When a seriousthat the operational sites of Toppan and partner companies cantaskforce in line with the Group’s rules on risk management tomanufacture containers and packages only after undergoing

rapidly and properly handle the issue, giving the top priority toaudits with checklists in conformance with the Quality Assurance

user safety. The Group has also established rules on corrective

Guidelines for Food Packaging.

actions for claims from customers in accordance with ISO 9001.

Based on these rules, the quality assurance departments determine
fundamental causes, take optimal countermeasures, and prevent
recurrence through the standardization of corrective actions.

■ CFP and Carbon-offset Services

customer claims and cases of product quality loss from business

The Ecology Center supports training sessions and promotional

For serious product-related incidents, the center examines therelevant to the carbon footprint of products (CFP) and carbon-

The Quality Assurance Center compiles monthly data on

efforts for employees in marketing and sales promotion departments

divisions and assesses the progress of improvement activities.

offset services for printed materials and events.

validity of recurrence-prevention measures and the status of

Main Activities and Relevant Information

Initiatives for Product Safety
The Toppan Group has established a Basic Stance on Producthead office held training sessions for internal auditors in fiscal

Management to secure the safety management of the products it

sessions to learn the ISO 9001:2015 requirements for formulating a

Safety Management and Basic Guidelines on Product Safety

2017. Four hundred and twenty-nine employees took part in the

manufactures.

quality management system integrated with business processes. All

Every Group site continues improving its quality management

Group sites in Japan succeeded in migrating from ISO 9001 to ISO

system (ISO 9001) to bolster product safety management. The

9001:2015 certification.

Certified Approval System for the Production of Food Packaging■ Audits for the Food Filling/Packing Businesses

Food packaging requires exacting quality assurance for safety andsanitation. The Toppan Group has adopted a certified approvalsystem to ensure that the operational sites of Toppan and partner

Audit Points

undergoing audits with checklists in conformance with the Quality

・Agreements with client companies

accreditation audits for packaging operations at 14 sites inside and・Management of equipment and inspection devices

companies can manufacture containers and packages only after・Quality assurance systems

Assurance Guidelines for Food Packaging. Toppan carried out
outside the Group in fiscal 2017.

・Management of safety and sanitation
・Steps to prevent the admixture of different products
・Steps to safeguard against insect infestations
・Steps to prevent the admixture of foreign substances
・Steps to prevent the outflow of defective products
・Steps to prevent contamination
・Traceability
・Food defense
・Education and training
・Maintenance of systems and frameworks for productsafety and quality

Operational Sites Audited
Primary food filling/packing businesses
4 sites run by manufacturing subsidiaries
10 sites run by production business partners

36

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues
Initiatives for Products
and Services

Community
Involvement andDevelopment

The Environment

Conducting CFP Quantifications and Applying for Carbon-offset Certification for Printed
Materials and Events
The Toppan Group has been visualizing CO2 emissions associatedcertified wood refuse in the Amazon basin, Brazil) provided byproducts (CFP) and carbon offsetting initiatives. The Group’s

Development Mechanism (CDM). Toppan used this mechanism

the Gold Standard Foundation under the United Nations Clean

with printed materials and events through carbon footprint of

to contribute to relevant sustainable development targets such as

one-stop service for client companies covers every step from CFP

climate security and stable power supply.

quantification to carbon-offset certification for printed materials

The Group has also offset CO2-equivalent GHG emissions

and events. This procedure has also been applied to the Group’s

own products and events. In fiscal 2017 the Group conducted CFP

associated with in-house biodiversity-focused educational events

In self-initiated activities, the Group applied for carbon-offset

protection Meeting and Toppan Group Environmental Meetings

quantifications for a total of 23 products, services, and events.

and environment-focused meetings such as the National Eco-certifications based on the quantified CFP data for the Toppan CSR

in Japan. Toppan supported the recovery of Kumamoto from

Report 2017 (Japanese version) and Toppan booth at Eco-Pro 2017.

the earthquake disaster of 2016 through these carbon-offsetting

initiatives by applying a J-VER credit, a credit originating from CO2

The greenhouse gas (GHG) emissions associated with the brochureand exhibition were offset by a Sustainable Development Goals

absorption using lumber from thinning operations in forests owned(SDG)-linked credit (originating from power generation using FSC-

by Kumamoto Prefecture.

■ Framework for CFP and Carbon Offsetting
Carbon Footprint of Products (CFP)
Quantify CO2-equivalent greenhouse gas (GHG) emissions throughout the entire
life cycle (#1-5) of a product and display the CFP data on printed materials

shop

brochures

collection
box

brochure① Raw material
procurement② Production③ Distribution④ Use andmaintenance⑤ Disposal andrecycling

Carbon Offsetting
Partially or completely “offsetting” difficult-to-reduce GHG emissions with equivalentcredits (GHG-emission reduction values and/or GHG absorption values) earned elsewhere.

■ CFP information in the Toppan CSR Report 2017 (in Japanese)
https://www.cfp-japan.jp/common/pdf_permission/001513/CR-BS05-17014.pdf■ Carbon offsetting for the Toppan Group’s environmental meetings (in Japanese)
http://offset.env.go.jp/sengen/cof/detail/sengen_957.html■ Toppan Group Environmental Meeting held in 2017 (in Japanese)
https://japancredit.go.jp/cp/13/

Toppan Group Environmental Meeting

37

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues
Initiatives for Products
and Services

Community
Involvement andDevelopment

The Environment

Editorial UD Solutions■ Five Evaluation Points in Editorial UD
Solutions

In October 2016 the Toppan Group established the UD

Communication Laboratory, an organization tasked withaugmenting the social value of knowledge in universal design (UD)❶ Information governance: Tool organizationand knowhow in communication design. The UD Communication

Whether or not the tool is appropriately positioned inLaboratory supports client companies in their efforts to solve

accordance with expected roles, etc.

diversity-related challenges of various kinds.

In fiscal 2017 the laboratory launched a series of Editorial UD❷ Information architecture: Page composition(E-UD) solutions to provide counseling on information tools. The

Whether or not information is easy to find and the reader

E-UD information service pursues a wholly optimized system forstays with the tool.

developing effective information tools based on an original methodthat schematizes every process of information editing from UD❸ User interface: Page layout

perspectives.

Whether or not the tool imposes a lighter load on the

E-UD solutions allow client companies to deliver information

reader and facilitates the reader’s instinctive understanding.

more effectively by enabling improvements based on exhaustive❹ Look & feel: Graphic expression

assessments of their information tools. The assessments are based

Whether or not the tool strikes a balance between

on five evaluation points focused on criteria ranging from individual

accessibility and attractive design.

elements of expression to overall tool organization. E-UD solutions

help clients create information tools that are easier-to-read, easier-❺ Plain wording: Text expression

to-understand, and more effective for diverse people, including theWhether or not the tool delivers important informationelderly, the physically and mentally disabled, busy businesspeople,

promptly and necessary information appropriately.

and parents with young children.

38

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Community
Involvement andDevelopment

Consumer Issues
Consumer Protection

The Environment

Consumer Protection
Basic Approach
Toppan has reinforced safeguards to prevent leaks and outflows

Toppan Group Basic Policy on Information
Securityof personal information in the diverse processes in which it ishandled within the Group by restricting the handling of personal
information to tightly secured areas that satisfy rigorous criteria

As a group of companies operating in the information communicationindustry, each of us at the Toppan Group carries out Groupwide information security management in the recognition that the
management of information necessary for business is a significant
managerial challenge for us as a means to reciprocate our customers’
trust and promote the ongoing growth of the Toppan Group.

for qualification audits. The Group has also worked for thoroughsecurity control in operation design and quality assurance withsafe, secure systems and processes designed to manage personal
information.

Toppan has also declared that “each of us at the Toppan Groupbasic policy on information security. Under the basic policy, Toppan

1. We manage information necessary for our business appropriately inobservance of our in-house rules, the law, and the principles of social
order.

based on ISO/IEC 27001 (a stringent, globally recognized standard

2. We collect information for appropriate purposes using appropriate
methods.

Industrial Standards (JIS) Q 15001 (standard for accrediting

3. We safely manage the information entrusted to us by customers inorder to reciprocate our customers’ trust.

carries out Group-wide information security management” in its

has continuously upgraded the Group’s systemized rules formulated
on information security management) in compliance with Japanese
PrivacyMark Systems for personal information protection

4. We are deeply aware of the risks to the information assets we handle,
such as illegal access, loss, damage, falsification/manipulation, andleakage of information, and take necessary and reasonable safetymeasures against these risks. We deal with and rectify any problems
that occur promptly and in an appropriate manner.

management).

Toppan Group Basic Policy on Information Security
https://www.toppan.co.jp/en/corporateinfo/our_suggestion/
security_kihonhoushin.html

5. We establish, operate, maintain, and continuously improveinformation security management systems.

Personal Information Protection Policy
https://www.toppan.co.jp/en/privacy.html

Established on April 1, 2001
Revised on August 1, 2011
Shingo Kaneko
President & Representative Director
Toppan Printing Co., Ltd.

Promotion Framework■ Organizational Structure for Information Security Management
Companies today face wide-ranging types of information security

strengthen cooperation with relevant departments throughout thehouse to cyber attacks and hidden threats in new business fields.

through cooperation that goes beyond existing organizationalrisk, from careless mistakes and fraudulent acts committed in-Group. Toppan seeks to maintain the Group’s governance structure

The head office and every business division at Toppan work to
President & Representative Director
Chief information security manager

boundaries.

Information Security Management Promotion Committee● Corporate planning division● Legal aﬀairs division● Manufacturing

management division● Personnel & labor

relations division

Meetings of Information Security Managers● ICT management division● Information-security-related

departments in businessdivisions

TOPPAN-CERT, anti-virus task force, etc.

Administrative oﬃce
(Legal aﬀairs division)

Business Divisions

Senior information security managers

Administrative oﬃce / Persons in charge of operations
Auditing supervisors
Information security managers(Network management, web service management, employee
training, management of suppliers and vendors)

Departments involved in committees● Quality assurance ● Production control● BPO promotion

Marketing and sales
promotion departments
Planning and development
departments

Quality assurance
departments
Technology departments● ICT development

Production control
departments
Manufacturing departments

39

Administrative
departments

Overseas aﬃliates

Related companies

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues
Consumer Protection

Community
Involvement andDevelopment

The Environment■ Complying with Laws, Regulations, and■ Training on Information Security Management

Standards on Personal Information Protection

Toppan works to ensure awareness of the importance of

To prepare for the enforcement of the amended Act on the

training for employees.

Toppan Group carefully studied a set of guidelines issued by the

information security management through face-to-face group

Protection of Personal Information in May 2017 in Japan, theIn fiscal 2017 Toppan invited outside information security experts

Personal Information Protection Commission of Japan. Toppan

to hold an in-house open seminar and various other lectures. The

also revised the Group’s personal information protection bylaws

Group also organized practical risk analysis training sessions forbased on the amended act and strived to prescribe the revised

business process designers conducted by an external instructor.

bylaws throughout the Group. As a means of addressing the

These sessions aimed to enhance Toppan’s ability to provide

revised JIS Q 15001:2017, the Group has joined an inter-businesscustomer companies safety and security in a manner responsive toproject to compile a handbook on the revised standard in order tochanging markets.

spread the relevant information throughout the printing industry
in Japan. Toppan has also directed Group companies on the

personal information protection system required for PrivacyMark
accreditation under the revised standard.

■ Tightly Secured Areas Designated for the■ Number of Domestic Sites with Tightly
Secured Areas Designated for the Handling of
Personal Information (as of March 31, 2018)

Handling of Personal Information

Operations entailing the use of confidential materials at the

Toppan Group are conducted exclusively in physically isolated,tightly secured workplaces to minimize the risk of potential acts of

Hokkaido(5 areas)

fraud inside or outside the Group. Operations under strict control

Kansai(11 areas)

identification numbers under Japan’s Social Security and Tax

Chugoku & Shikoku(4 areas)

include the handling of personal information, such as individual

Number System, as well as the production and handling of security

Higashinihon(1 area)

Kyushu(2 areas)

printing products with monetary value.

Kanto(45 areas)

In response to customer requests, the Group has been increasing

Chubu(3 areas)

the number of tightly secured areas and strengthening theprocedures to monitor and audit these operations. We intend

to strengthen control over personal information through fiscal

2025, aiming to completely eliminate incidents of unauthorized
information removal.

■ Measures against Cyber Attacks■ Protecting Personal Information against Cyber
Attacks

The Toppan Group has set up a specialized team called TOPPANCERT to address cyber attacks. TOPPAN-CERT collects internaland external information and monitors technological trends
in computer security to provide necessary information on a

TOPPAN-CERT

Anti-virus
Task Force● Investigate and take action● Expedite the creation of anwhen an incident occurs

continuous basis and technical support for solutions when a cyber● Collect and analyze

external information(vulnerability information,
security trends, etc.) andreport the results torelated departments
across the Group

incident occurs.

Toppan has established an emergency report form, a hotline

for informing TOPPAN-CERT about suspicious incoming emails,

Informationexchange
Coordination

environment that is bothvirus-resistant andrigorously protected byvirus shields● Respond to virus-related

incidents and issues using
anti-virus software● Exchange information andon its internal portal site. CERT will take immediate action upon

coordinate with computer
security incident response
teams outside the Group

receiving a report of a virus infection or another of cyber attack via
the hotline.

The Company has also engaged Toppan directors and employees

Cyberattacksin regular drills to rehearse countermeasures against targetedemail attacks. We will continue to strengthen protections andMonitor and protect computer systems with two
specialized organizations to defend against cyberattacks and other security threats
Toppan Group ICT Environment
Internal systems

training through fiscal 2025 with the goal of completely eliminating

Systems forclient companies

Viruses

Plantsinformation leakage due to cyber attacks.

40

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues
Consumer Protection

Community
Involvement andDevelopment

The Environment■ Preparing for the Tokyo 2020 GamesThe Olympic and Paralympic Games, large-scale sporting festivals,
are easy targets for organized criminals.

While collecting information, as a Tokyo 2020 Official Partner

Toppan Printing is taking part in anti-cyber-attack joint simulation
drills organized by the Tokyo Metropolitan Police Department.

Main Activities and Relevant Information

Information Security Training■ Group-wide and Divisional Training

Toppan organized regular training on information security

e-learning system. Face-to-face training was held in 352 sessions

throughout the Group in fiscal 2017. By streamlining the processacross Japan.

of collating data on all Group employees and those who have

For manufacturing departments, the Group has reviewed its

taken courses, Toppan promptly identified employees who had nottraining approaches, reexamined the methods used to collectreceived training and provided them with catch-up classes via thetraining data, and arranged division-specific training.

Tips for keeping the workplace organized (in Japanese)

Workplace precautions presented in a regular training course (in Japanese)■ Risk Analysis Training by Outside Instructors
The Toppan Group has been organizing practice-based risk analysis
training for business process designers to provide safety andsecurity to customers in a manner responsive to changing markets.
In fiscal 2017 trainees joined an instructor invited from Ricoh

Japan Co., Ltd. to study problems that can occur in the course ofoperations, identify the causes of accidents, and learn practical risk
assessment approaches.

41

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues
Consumer Protection

Community
Involvement andDevelopment

The Environment

Open Seminar for Employees on Information Security
In October 2017 Toppan invited Mitsuhiko Maruyama, thePresident of Deloitte Tohmatsu Risk Services Co., Ltd., to holdan in-house seminar. Teleconference systems were used toenable about 550 employees from 23 Group sites across Japan toparticipate.

How to address emerging cyber security risks andresolve security challenges
・Cyber crimes today
・Security in Japan・Targeted cyber attacks
・Leakage of email addresses and passwords
・Attack targets: all connected data and devices
・Basic information on security measures

Toppan Cyber Security Seminar
Toppan invited two guest lecturers to a cyber security seminar andBuilding in Tokyo in February 2018—Kei Nakamura, an expert fromCyber security challenges and countermeasuresfrom the viewpoint of entities handlingconfidential informationof Incident readiness and Strategy for Cybersecurity (NISC) of

・Latest cyber security trends

panel discussion at Koishikawa Terrace in the Toppan Koishikawa
TIS Inc., and Kazuhisa Uryu, the Counselor of the National center
Japan.

・Initiatives promoted by the Japanese government

The seminar was also attended by personnel from 20 customer

・Initiatives required of companies

companies closely involved in cyber security issues. Toppan

presented an overview of the Group’s cyber security measures tothe seminar participants.

Seminar poster (in Japanese)

42

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues
Consumer Protection

Community
Involvement andDevelopment

The Environment

Advanced Security Management■ Safety management measures for tightly
secured areas

The Toppan Group imposes an advanced security management

regime on the handling of personal information, including day-to-

day operational checks and management assessments via internal
audits. Detection of abnormal behavior and audit inspections ofoperational management take high priority among the information
security measures enforced.

Detection of abnormal behavior
The Group disables access to external devices and prevents other

Surveillance camera

behavior that can lead to information leakage. By analyzing alerts

on a daily basis, the head office is always ready to check and verify
any abnormal behavior on the same day it is discovered.
Audit inspections of operational management
In fiscal 2017 internal auditors checked procedures for which

Access control

instructions have been provided in such operational processes
as the editing of data, the sending of emails, and the printing,insertion, and sealing of documents, in order to preempt accidents
that can result from mistaken handling of personal information.

Their assessment report confirmed that compliance was ensured
throughout the relevant processes.

43

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues
Consumer Protection

Community
Involvement andDevelopment

The Environment

Third-party Certification
Toppan Printing Co., Ltd. and its Group companies have acquired
ISO/IEC 27001 certification for information security management
systems (ISMS), PrivacyMark accreditations under JapaneseIndustrial Standards (JIS) Q 15001:2006 for their personal

information protection management systems (PMS), and otherthird-party certifications.

■ PrivacyMark Accreditations( JIS Q 15001:2006)■ ISMS Certification (ISO/IEC 27001) for
Information Security Management Systems

Toppan Printing Co., Ltd.

10190891

Toppan Communication Products Co., Ltd.

24000216

Toppan Graphic Communications Co., Ltd.

10190298

Toppan Joho Kako Co., Ltd.

24000061

Toppan Editorial Communications Co., Ltd.

24000308

Toppan Logistics Co., Ltd.

10450006

Toppan Prosprint Co., Ltd.

24000182

Toppan Travel Service Corp.

10450093

Toppan Forms Co., Ltd.

10190934

Toppan Forms Central Products Co., Ltd.

24000366

Toppan Forms Tokai Co., Ltd.

24000204

Toppan Forms Kansai Co., Ltd.

24000101

Toppan Forms Nishinihon Co., Ltd.

18860028

Toppan Forms Operation Co., Ltd.

10820089

Toppan Forms Logistics and Services Co., Ltd.

10450002

Toppan Forms (Hokkaido) Co., Ltd.

10190307TOSCO Corp.

11820447

J-SCube Inc.

10860018

Tosho Printing Co., Ltd.

24000032

Tokyo Shoseki Co., Ltd.

10190966

Livretech Co., Ltd.

10190035

Tokyo Logistics Co., Ltd.

10860071

EduFront Learning Research Co., Ltd.

10861827

Froebel-Kan Co., Ltd.

24000369

BookLive Co., Ltd.

28000007Tokyo Metropolitan Government (T.M.G.)
Prepress Toppan Co., Ltd.

24000419

Information & Communication Division, Toppan
Printing Co., Ltd.; ICT Infrastructure Technology
Center, ICT Management Division, Toppan
Printing Co., Ltd.; Toppan Communication
Products Co., Ltd.; Toppan Joho Kako Co., Ltd.;
Toppan Graphic Communications Co., Ltd.

IC06J0151

Toppan Group Kansai Business Center, Toppan
Forms Co., Ltd.

JQA-IM0137

Toppan TDK Label Co., Ltd.

RB-IS14004

Asaka Plant and Shiga Plant, Toppan Printing
Co., Ltd.; Semiconductor photomask operations,
Asaka Plant and Shiga Plant, Toppan Electronics
Products Co., Ltd.; Toppan Technical Design
Center Co., Ltd.

IS 530416

Mapion Co., Ltd.

IS 533218

Kyushu, Chugoku & Shikoku Team and ISMS
Promotion Committee, Information Security
Management, Nishinihon Division, Toppan
Printing Co., Ltd.

I308

Kansai Production Department, Toppan Graphic
Communications Co., Ltd.

IC13J0361

Higashinihon Division, Toppan Printing Co., Ltd.

IS 606897

Takino Plant, Toppan Communication Products
Co., Ltd.; Takino Manufacturing Department,
Toppan Joho Kako Co., Ltd.; Technology, Kansai
Information & Communication Subdivision,
Toppan Printing Co., Ltd.

IC14J0376

Secure BPO Team, Chubu Division, Toppan
Printing Co., Ltd.; Chubu Production
Department, Toppan Graphic Communications
Co., Ltd.; Nagoya Plant, Toppan Communication
Products Co., Ltd.; Nagoya Plant, Toppan Joho
Kako Co., Ltd.

IC17J0444

One undisclosed entity

44

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues
Consumer Protection

Community
Involvement andDevelopment

The Environment

Complying with Laws, Regulations, Standards, and their Amendments
The Toppan Group complies with the amended Act on the

EU General Data Protection Regulation, and other information-

Protection of Personal Information of Japan, the revised JIS

protection legislation around the world.

standard for accrediting PrivacyMark systems, the newly enforced■ Complying with the Amended Japanese
Act on the Protection of Personal
Information■ Complying with the Revised
JIS Q 15001:2017

To prepare for the enforcement of the amended Act on therevised JIS Q 15001:2017, a standard for accrediting a businessIn December 2017 the Japanese Standards Association (JSA)
operator or other entity with an appropriate system for theProtection of Personal Information in May 2017 in Japan, theprotection of personal information. The Toppan Group has joined

Toppan Group carefully studied a set of guidelines issued by the

an inter-business project to compile a handbook on the revised

Personal Information Protection Commission of Japan. Toppan

standard in order to spread the relevant information throughout

also revised the Group’s personal information protection bylaws

the printing industry in Japan. Toppan has also directed Group

based on the amended act and strived to prescribe the revised

companies on the personal information protection system required

bylaws throughout the Group. The key revisions to the bylaws

for PrivacyMark accreditation under the revised standard.

were additional rules on the verification of appropriatenesswhen obtaining personal information, procedures for providing
information to third parties, and the handling of “anonymously
processed information*.” Agreements on outsourcing operations
were also reviewed.
*Personal information that has been processed to ensure thatit cannot be used to identify a specific individual or otherwise
restored to its original form, as defined by the Act on theProtection of Personal Information of Japan.

■ Complying with the EU’s GDPR

■ Complying with PCI DSS for Credit
Card Information Management

The Toppan Group has been preparing for the enforcement of theGeneral Data Protection Regulation (GDPR), a new piece of EU

The Toppan Group follows the principle of “not storing cardholder

legislation that is likely to impose strict punitive actions. Given thedata” for credit card issuance operations. The Group works tounilateral adequacy decisions between Europe and Japan, Toppan’scomply with the Payment Card Industry Card Production (PCI

responses to the GDPR are fundamentally in line with the policies

CP) and the Payment Card Industry Data Security Standard (PCI

established by the Personal Information Protection Commission

DSS), a standard applied to the production of credit cards and aof Japan and the requirements the EU legislation imposes on

standard applied to the datacenters that store and manage card

the Group’s overseas subsidiaries. Toppan has made progress in

data, respectively.

collecting necessary information, reviewing its bylaws, providing
training to Group employees, and improving the data protection
structure.

Organizing Drills against Targeted Email Attacks
About 26,300 employees from Toppan and 29 Group companies

Though originally conducted for Toppan directors and Company

performed the drill in June of 2017, and some 27,700 employees

employees, drills to rehearse countermeasures against a series

from Toppan and 40 Group companies did the same in December.

of targeted email attacks have steadily been extended to coveraffiliated and related companies within the Group.

In fiscal 2017 Toppan redesigned this drill to accomplish

more than simply raised awareness. Training was held in Juneand December 2017 to simulate conditions encountered during
an actual attack. The drill focused on the details of seemingly

innocuous messages and the reinforcement of the initial responses
to take after clicking on a malicious link. For enhanced initial

responses, an emergency report form has been made available

on the Group portal site to ensure that employees can report an

infection as soon as one occurs. Toppan has been using this form

Screenshot of the emergency
report form on the Toppan
portal site (in Japanese)during drills to inform Group employees of the procedure used forreporting an incident.

45

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

The Environment

Community
Involvement andDevelopment

Community Involvement and Development
Basic Approach
The Toppan Group supports the communities in which it operates“Building trust from society through social contribution activities

development. Domestic and overseas sites in the Group haveorganizes an array of community initiatives in full recognition of

by addressing local issues and contributing to sustainable

and appropriate disclosure of information.” Every Group site

engaged in contribution activities forged through dialogues with

the importance of engaging in social and community contribution

neighboring communities. Dialogue is sustained through manifold

activities as a corporate citizen.

activities, including collaboration with organizations that bring

together the opinions of community members. Basic Principle 9 ofConduct Guidelines
https://www.toppan.co.jp/en/corporateinfo/vision/shishin.html

the Toppan Group’s Conduct Guidelines emphasizes the value ofPromotion Framework■ Initiatives for Community Contribution and■ Cooperating with International Communities to

The Personnel & Labor Relations Division of the head office inConvinced that cooperative solutions to global issues are vital for its

the business divisions across Japan to facilitate the involvement

Toppan Charity Concert series since fiscal 2007. This series aims

community gatherings. Each Group site has sounded out opinions

countries. Literacy is the ability to read, write, and calculate with

Involvement

Address Social Issues

Tokyo cooperates with general affairs departments throughout

community contribution activities, Toppan has been organizing theof Toppan sites in meetings, organizations, and various otherto support global initiatives to raise literacy rates in developingfrom its communities and shaped and implemented businessproficiency sufficient to function well in daily life.

activities and community contribution initiatives based on theirToppan Charity Concerts
https://www.toppan.co.jp/en/news/2018/05/newsrelease180507.html

opinions.

Main Activities
・Cleanup around operational sites

・Traffic safety and anti-crime campaigns withsurrounding communities

・Plant tours and practical training for local elementary
school students
・Meetings with neighborhood communities to reportenvironmental initiatives
・Internships

・Off-site lectures

・Provision of site facilities such as meeting rooms andsports facilities
・Blood donation drives

・Participation in community festivals and events・Cosponsorship of projects to foster future generations
and serve communities in other ways

46

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

The Environment

Community
Involvement andDevelopment

Main Activities and Relevant Information

Community Contribution and Involvement by Toppan Group Sites
participants, and to elicit opinions. Site facilities such as meeting

The Toppan Group supports communities by addressing local

rooms and sports facilities are also opened to community residents.

issues and contributing to sustainable development. Domestic andoverseas sites in the Group have engaged in contribution activities
forged through dialogues with neighboring communities. Dialogue
is sustained through manifold activities, including collaboration

with organizations that bring together the viewpoints of community
members. Each Group site takes part in meetings and activities
with various local organizations in the community in which it
operates and devises local contribution activities by soundingout opinions from surrounding communities. The sites also holdbriefings and forums to inform neighborhoods about production

operations and environmental initiatives, to answer questions from

Cosponsoring the Central Contest for Book Report Drawings
Toppan Printing Co., Ltd. continues to work with the Japan School

replicas of famous Japanese-style paintings produced with Toppan’s

Library Association and The Mainichi Newspapers Co., Ltd. as

technology.

a cosponsor of the Central Contest for Book Report Drawings,

an annual contest that cultivates the reading and creative skillsof children by encouraging them to express their impressions ofbooks by drawing. The judges of the 29th competition in fiscal

2017 received 688,672 picture entries from 6,434 schools. Toppan
produced and distributed a calendar decorated with the prize-

winning works to schools and other educational facilities acrossJapan. The schools of the prize-winning students also received

Off-site Lecture “Printing School”
Toppan Group sites in Bunkyo and Itabashi in Tokyo cooperateof writing prose for the production of a fun-to-read booklet. The

a workshop class where students create guidebooks to promote thestreets in Bunkyo and Itabashi. A cumulative total of about 150

with local elementary schools by organizing the “Printing School,”guidebooks are published and distributed in and around shopping

shopping districts in their towns. Younger employees from Toppan

Toppan employees and some 500 elementary school students havelecture on efficient methods to gather and edit information. The

taken part in the Printing School workshops since the launch instudents learn more about work-oriented mindsets by interviewing

fiscal 2013.

shopkeepers and refine their skills by taking on the challenges

Toppan Charity Concerts
Upon completing the 10th* Toppan Charity Concert series in fiscal

2016, Toppan had donated an accumulated total of 21,332,183 yen

to the Office of the United Nations High Commissioner for Refugees
and the Asia-Pacific Cultural Centre for UNESCO (ACCU). The

funds provided to the ACCU have been used for literacy educationand classes on maternal and child health for mothers raising young
children in Cambodia. Toppan also continues to invite personnel

from a Cambodian NGO working on the literacy initiative to greet

10th Toppan Charity Concert

the concert audiences and engage in discussion on the operationof the classes in the years to come. We will continue to sponsor

Discussion with Cambodian NGO
members

Charity Concerts, aiming to raise a cumulative total of 27 million
yen by fiscal 2020 (13th concert).

*The 11th Toppan Charity Concert was held on June 1, 2018.

47

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Basic Approach

Basic Approach
Basic ApproachWith the growing awareness of environmental conservation

The Toppan Group Declaration on the Global
Environment

throughout the world in the 1990s, the scope of environmental
issues to be tackled by businesses grew significantly. Toppan

reorganized its previous structure for environmental conservation

As responsible members of international society,we who work within the Toppan Group
strive to realize a sustainable society
through forward looking corporate activities with consideration
for the conservation of the global environment.

by establishing the Ecology Center in 1991 and formulating its
Declaration on the Global Environment, a basic philosophy

for environmental conservation activities, in 1992. Toppan has

promoted environmental initiatives based on the declaration everBasic Principles

since.

1. We observe all laws, regulations and in-company rules relating to
the environment.
2. For the future of the Earth, we strive for the effective utilization oflimited resources and the reduction of all types of environmental
burden.
3. With foresight, we promote the development and widespread useof products that show consideration for the environment, andcontribute to the environmental activities of customers.
4. We engage in communication related to the environment with awide range of peoples both inside and outside the company, andstrive for mutual understanding.
5. We also take a proactive approach to environmental conservation incorporate activities in international society.

The Toppan Group targets the creation of a sustainable society

where all forms of life in the global ecosystem can coexist into the
future. In April 2009, the Group revised the Declaration on the

Global Environment into The Toppan Group Declaration on the
Global Environment, a new basic philosophy for environmental
activities applied to the entire Group. The revised declarationreflects Toppan’s more assertive approach to the conservation of the
global environment.

Established in April 1992
Revised in April 2009

The Toppan Group Declaration on the Global Environment (in Japanese)
https://www.toppan.co.jp/library/japanese/csr/files/pdf/
The_Toppan_Group_Declaration_on_the_Global_Environment.pdf

Promotion Framework■ Promotion Structure
The Board of Directors is the highest-level body responsible for theactual implementation of conservation activities carried out at theirdirector to head the Ecology Center, an organization that oversees

the divisions.

sites and collaborate to propel environmental initiatives throughout

Toppan Group’s environmental management. The board appoints a

To accelerate the initiatives, these officers have set up Eco-

Toppan’s environmental conservation initiatives by supervising,evaluating, and verifying environmental activities undertaken

protection Promotion Committees, bodies composed of persons

Directors.

committees promote environmental conservation activities atrelevant to the environment across the departments. The

throughout the Group and reporting results to the Board ofGroup sites and manage progress. For advanced environmental

The Toppan Group has established an environmental

measures, the committees have convened multiple subcommittees

conservation framework in which the heads of every division,

to formulate necessary responses to specific environmental issues.

Group company, and operational site are positioned as theEnergy Subcommittees, for example, pursue energy-saving efforts topersonnel chiefly responsible for environmental efforts. These

help mitigate global warming.

heads appoint Environmental Management Officers to steer the48

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Basic Approach■ Environmental Management Organization
Board of Directors
Director in charge of the Ecology Center
Ecology Center

Group companies

Toppan business divisions

Presidents

Division heads

Environmental Management Oﬃcers

Environmental Management Oﬃcers

Eco-protection Promotion Committees

Eco-protection Promotion Committees
Energy Subcommittees
Other subcommittees■ Mechanism
The Toppan Group has established environmental management

the Toppan Group’s environmental conservation activities. The

systems (EMSs) based on ISO 14001.

evaluation results are assured by an audit firm (independent

A PDCA cycle of planning, support and operation, performanceassurance provider) and reported to the Board of Directors. The

evaluation, and improvement serves as a core part of the ISO

center discloses the verified performance data via the Toppan

14001-based EMSs to ensure ongoing improvement.

corporate website and other communication channels.

Group sites maintain their EMSs through management system

audits by ISO 14001 registrars, internal audits (of legal compliance)

ISO 14001 environmental management system certification (in Japanese)
https://www.toppan.co.jp/corporateinfo/our_suggestion/iso/iso14001.html

by the Ecology Center, and other internal environmental audits at
individual sites.

Independent Assurance Reporthttps://www.toppan.co.jp/library/english/csr/files/pdf/2018/csr2018_detail-en.pdf#page=85

The Ecology Center aggregates evaluations of environmental

performance as the organization responsible for overseeing■ Management Cycle under ISO 14001:2015
Internal andexternal issues

Context of the organization

Needs andexpectations ofinterested parties

Scope of the environmental management system
P
Planning
6.1 Actions to address risks and opportunities
6.1.1 General
6.1.2 Environmental aspects
6.1.3 Compliance obligations
6.1.4 Planning action
6.2 Environmental objectives and planning to achieve them
6.2.1 Environmental objectives
6.2.2 Planning actions to achieve environmental objectives

A

Leadership

Improvement
10.1 General
10.2 Nonconformity andcorrective action
10.3 Continual improvement

5.1 Leadership and commitment
5.2 Environmental policy
5.3 Organizational roles,
responsibilities and authorities

Performance Evaluation
9.1 Monitoring, measurement,
analysis and evaluation
9.1.1 General
9.1.2 Evaluation of compliance

9.2 Internal audit
9.2.1 General
9.2.2 Internal audit
programme
9.3 Management review

Support andOperation
7.1 Resources
7.2 Competence
7.3 Awareness7.4 Communication
7.4.1 General
7.4.2 Internal communication
7.4.3 External communication
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating
7.5.3 Control of documented
information
8.1 Operational planning andcontrol
8.2 Emergency preparedness
and response

D

C
Intended outcomes of the environmental management system

49

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Basic Approach■ Environmental Education■ Environmental Communication

The Toppan Group implements various measures to improve the

The Toppan Group develops Environmental Communication

to the environment, priority topics for year-by-year environmental

stakeholders through integration into the communities, along with

Activities to share environmental conservation awareness withenvironmental literacy of employees based on social trends related

environmental education for Group employees and non-Toppan

activities, and other environment-related issues.

individuals. Toppan has been organizing a host of environmental

Toppan has been holding sessions for rank-based training,communication activities such as industry-government-academia-

optional training, and internal auditor training, along withcivil society projects, the disclosure of environmental performance

Company-wide e-learning-based training. Group sessions indata on the Toppan website, the publication of Site Eco Reports forrank-based training are arranged in conjunction with e-learning
programs. Regular training on Eco-creativity Activities is alsosurrounding communities and local governments, neighborhoodorganized for employees in sales departments.

meetings to report on the Group’s environmental efforts, andparticipation in eco-exhibitions and environmental consortiums.

■ Medium-and-long-term Environmental Targets
The Toppan Group has established current targets for fiscal 2020

As the highest-level body responsible for the Toppan Group’s

environmental management, the Board of Directors appoints

with regard to three management indicators: CO₂ emissions forresponsible for overseeing the Group’s environmental conservationbuilding a recycling-oriented society, and VOC emissions into thethe mitigation of global warming, final landfill waste disposal for

the Director in charge of the Ecology Center, an organization

atmosphere for the conservation of the atmospheric environment.

initiatives. The director leads the center in its work to establish a

The Ecology Center collects results on these indicators every year,

set of environmental targets. Management indicators to be targetedreports them to the Board of Directors, decides a set of single-year

are set based on guiding forces on the environment such as global

targets, and finally develops environmental measures for the current

conventions, Japanese laws and regulations, social conditions, andyear with authorization from the Board of Directors. These Group-

the voluntary action plans of the KEIDANREN (Japan Businesswide targets are reshaped into site-specific targets to be treatedFederation) and Japan Federation of Printing Industries (JFPI). For

as key indicators for managing the progress of the environmental

the objective assessment of environmental impact by indicator, theconservation activities carried out at individual sites.

Toppan Group applies the Life-cycle Impact assessment Method
based on Endpoint modeling (LIME) to consolidate INPUT and
OUTPUT data on the environmental burden associated withbusiness activities into a single index of environmental impact.

Single-year and Medium-and-long-term Environmental Targets
https://www.toppan.co.jp/library/english/csr/files/pdf/2018/csr2018_detail-en.pdf#page=53

This quantitative assessment provides a holistic view of theenvironmental impact of the overall business activities of the Group
as a benchmark for checking which management indicators exert

Evaluating Domestic Environmental Impact based on LIME
https://www.toppan.co.jp/library/english/csr/files/pdf/2018/csr2018_detail-en.pdf#page=54

comparatively significant influences on the Group’s environmental
impact.

■ Medium-and-long-term Environmental Targets for Fiscal 2020

❶ Mitigation of global warming●

Reduce CO₂ emissions by 30%❷ Action for building a
recycling-oriented society●

Reduce ﬁnal landﬁll wastecompared to the ﬁscal 2008 level

disposal by 95% compared to

530 kilotons: - 221 kilotons)(1,584 tons →(751 kilotons →the ﬁscal 2008 level

80 tons: - 1,504 tons)

50❸ Conservation of theatmospheric environment●

Reduce VOC emissions into theatmosphere by 70% compared tothe ﬁscal 2008 level(7,326 tons →2,198 tons: - 5,128 tons)

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Community
Involvement andDevelopment

Consumer Issues

The
The Environment
Environment
Basic Approach

Main Activities and Relevant Information

ISO 14001 Certification (56 systems at 109 sites, as of March 31, 2018)■ ISO 14001 Certificates Obtained at Toppan Printing Co., Ltd. and Domestic Manufacturing
Subsidiaries (subject to the environmental targets)
Operational Site (Division or Manufacturing Subsidiary)
Electronics Division
Environmental Design Subdivision [Kashiwa Plant and Satte Plant of Toppan Decor Products
Inc.] (Living & Industry Division)
Tokyo-based sites (Information & Communication Manufacturing Subdivision)
Fukusaki Plant [including Wakayama Plant and Fukusaki Plant of Toppan Plastic Co., Ltd.](Toppan Packaging Products Co., Ltd.)Takino Site
Azusawa Site, Atago Site, Niiza Site, Kawaguchi Site, Sagamihara Site, Numazu Site (Toppan
Logistics Co., Ltd.)
Gunma Central Plant (Toppan Packaging Products Co., Ltd.)
Mito Plant (Toppan Prosprint Co., Ltd.)
Saitama Plant, Miyagi Plant, Sano Plant (Toppan Containers Co., Ltd.)
Fukuyama Plant (Toppan Joho Kako Co., Ltd.)
Higashinihon Subdivision
Toppan Technical Research Institute
Sapporo Plant, Chitose Plant (Hokkaido Subdivision)
Satte Plant (Toppan Plastic Co., Ltd.)
Ranzan Plant, Kyushu Plant (Toppan Packaging Service Co., Ltd.)
Sagamihara Plant (Toppan Packaging Products Co., Ltd.)
Saga Plant (Toppan Plastic Co., Ltd.)
Kyushu Subdivision (Nishinihon Division of Toppan Printing Co., Ltd.)
Head office, Kansai branch (Toppan Techno Co., Ltd.)
Sodegaura Beverage Plant (Toppan Packaging Service Co., Ltd.)
Fukaya Plant [including Satte Site] (Toppan Packaging Products Co., Ltd.)
Chubu Division

Registrar

Registration
Date

Total Media Development Institute
JSA
March 2001
Co., Ltd.
Head office, Saitama Plant (Livretech
ＪCＱＡ
July 2001
Co., Ltd.)
Fukushima Plant [including Takino
Plant, Sagamihara Plant] (Toppan
RB-ISO November 2001
TDK Label Co., Ltd.)
Central Research Center (Toppan
JQA
March 2004
Forms Co., Ltd.)
Toppan Forms Tokai Co., Ltd.
JQA
August 2004
Toppan Forms Kansai Co., Ltd.
JQA
April 2007
Toppan Forms Nishinihon Co., Ltd.
JQAJanuary 2005
Hino Plant (Toppan Media Printec
JSA
November 2005
Tokyo Co., Ltd.)
Zama Plant (Toppan Media Printec
JACO September 2009
Tokyo Co., Ltd.)
Kansai Tosho Printing Co., Ltd.
JQA
June 2005
Tosho Printing Co., Ltd.
Ｉｎｔｅｒ
ｔｅｋ
May 2003
Head office, Kochi Plant (Ortus
BV
February 2008
Technology Co., Ltd.)
Gunma Plant (Tamapoly Co., Ltd.)JQA
February 2011

Toppan Forms Central Products Co., Ltd.
Sanda Plant (Tamapoly Co., Ltd.)Tokyo Logistics Co., Ltd.
Tochigi Plant (Tamapoly Co., Ltd.)JQA
JQA
JIA-QAJQA

Registration Date
July 1998

ICL

March 2000

SAI GLOBAL

February 2002

JQA

July 2002

JQA

October 2002

ICL

October 2002

JQA
ICL
ICL
ICL
ICL
JQA
ICL
SAI GLOBALJQASAI GLOBALICLICLSAI GLOBALSAI GLOBALICLJQAJuly 2003
January 2004
April 2004
October 2004
March 2005
May 2005
June 2005
December 2006
February 2007
March 2007
November 2007
October 2008
March 2009
April 2009
March 2010
December 2010

■ ISO 14001 Certificates Obtained at Overseas
Subsidiaries(not subject to the environmental targets)■ ISO 14001 Certificates Obtained at Domestic
Subsidiaries(not subject to the environmental targets)
Operational Site (Group Company)

Registrar
BV

Group Company

Registrar

Toppan Photomasks France SAS
Toppan Photomasks, Inc. [Round Rock]

LRQA
LRQA

Registration
Date
October 2000
November 2001

LRQA

February 2005

SGS

February 2007

ＣＣＣＩ

April 2007

ＮＱＡ

July 2008

ZDHY

November 2009

ＣＮＡＳ

March 2009

Siam Toppan Packaging Co., Ltd.
Toppan Printing Co., (H.K.) Ltd.
Toppan Chunghwa Electronics Co., Ltd.
PT. Indonesia Toppan Printing
Toppan Photomasks Korea Limited

Toppan Photomasks Co., Ltd. Shanghai
Toppan SMIC Electronics (Shanghai)Co., Ltd.
Toppan Leefung Printing (Shanghai)Co., Ltd.
Shanghai Toppan Printing Co., Ltd.
Toppan Leefung Changcheng Printing(Beijing) Co., Ltd.
Toppan Leefung Printing Limited(H.K.)
Toppan Leefung Packaging & Printing(Dongguan) Co., Ltd.
Toppan Excel Printing (Guangzhou)
Company Limited
Toppan Excel Printing (Meizhou) Co., Ltd.
Toppan Security Printing Pte. Ltd.
Toppan Win Label Company Limited
Toppan Yau Yue Paper Products(Dongguan) Co., Ltd.

September 2011
January 2012
August 2001
August 2017

Toppan Yau Yue Packaging(Dongguan) Co., Ltd.

51

ＭＡＳＣＩ
April 2002
DNV
May 2002
SGS
October 2003
ＬＲＱＡ November 2004

ＣＮＡＳ

May 2009

CQC
TUV
CQC

September 2013
August 2010
November 2012

Ｉｎｔｅｒｔｅｋ

May 2016

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Community
Involvement andDevelopment

Consumer Issues

The
The Environment
Environment
Basic Approach*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Single-year Environmental Targets■ Values, Results, and Evaluation of Environmental Targets for Fiscal 2017 and Environmental
Target Values for Fiscal 2018
Fiscal 2017
Results

Achievement
Rates

Evaluation

Environmental
Target Values
for Fiscal 2018550
kilotons

537
kilotons

102.4%

A

535 kilotons

Final landfill
waste disposal

100 tons

82 tons

118%

S

80 tons

VOC emissions
into theatmosphere3,200 tons

2,924 tons

108.6%

S

3,100 tons

Management

Environmental Targets

Indicators

TargetValuesCO2 emissions

2. Action for building a recycling-oriented society
3. Conservation of the atmospheric environment

1. Mitigation of global warming
Reduce CO2 emissions

Reduce final landfill waste disposal

Reduce VOC emissions into the atmosphere

Evaluation criteria
S: Results achieved far surpass the targets (achievement rate [%] ≧ 105)
A: Targets achieved (100 ≦ achievement rate [%] < 105)
B: Activities fully carried out, but targets unachieved (70 ≦ achievement rate [%] < 100)
C: Activities insufficient (achievement rate [%] < 70)
200 – (values actually achieved / target values) x 100 [%]Medium-and-long-term Environmental Targets
The Toppan Group has been undertaking environmental

the target values for fiscal 2020. Values from fiscal 2008 are set as

conservation activities to ensure that Toppan Printing Co., Ltd.

baseline values.

and its main domestic Group manufacturing subsidiaries attain■ CO2 Emissions■ Final Landfill Waste Disposal(1,000 t-CO2)(tons)

751

1,800

800

554

600

561

1,350

537

400

900

200

450

0

0

2008

2015

2016

1,584

2017 (ﬁscal year)

2008

160

97

82

2015

2016

2017 (ﬁscal year)*CO2 emissions associated with electricity consumption are calculated
uniformly as 0.378 t-CO2/MWh to confirm the degree of improvement
achieved. CO2 emissions in fiscal 2017 totaled 652,314 t-CO2 whencalculated using the effective emission factor from the method specified in
the Ministerial Ordinance Concerning the Calculation of Greenhouse Gas
Emissions from Business Activities of Specified Dischargers (the latest
amendment on April 30, 2015) issued by the Ministry of the Environmentof Japan.

■ VOC Emissions into the Atmosphere(tons)
8,000

7,326

6,000
4,000

3,684

3,403

2015

2016

2,924

2,000
0

2008

2017 (ﬁscal year)

52

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Basic Approach

Evaluating Domestic Environmental Impact based on LIMEThe Toppan Group applies the Life-cycle Impact assessment

baseline of 100. In fiscal 2017 the Group attained a 44% reduction

Method based on Endpoint modeling (LIME) to quantify domestic

compared to the baseline value from fiscal 2006.

environmental impact. The value from fiscal 2006 is set as a

■ Environmental Impact and Environmental
Efficiency in Japan
100

100

288

80

257

60

20
0

５８．
４

Other

300

55.8

2016

Other

248

196

2015

Other

Photochemical
oxidants

80％

222

189
2006

296

274

５９．
７

40

100％

Environmental efficiency (right axis)

Environmental impact■ Environmental impact (left axis)■ Types of Environmental Impact by Business Field

170

2017 (ﬁscal year)*1 The value in fiscal 2006 = 100 (baseline); recalculated with nonproduction sites excluded*2 Environmental efficiency = net sales / environmental impact
The Toppan Group has implemented the following measures in Japan
since fiscal 2006 (base year).

60％
Globalwarming40％

GlobalwarmingGlobalwarming

20％・Installed solvent treatment equipment and other systems andprocesses that have together helped reduce VOC emissions into theatmosphere by approximately 70%
・Practiced high-efficiency production, material recycling, and otherprocesses that have together contributed to the reduction of total
resource consumption by approximately 70%
・Replaced existing equipment with energy-saving, high-efficiency
alternatives and conducted other energy-saving initiatives thathave contributed to the reduction of total energy consumption byapproximately 30%

0％Resource
consumption

Resource
consumption

Resource
consumption

Information &Communication

Living & Industry

Electronics*Toppan’s environmental impact cannot be expressed in a uniform
manner because materials and product types in each business field differ.
Therefore, key items are assessed for each business field and reflected in
medium-term targets.

53

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Basic Approach*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Environmental Performance Data
■ Major Types of Environmental Burden (Total burden; covering Group companies around the world)
Category

Chief Component

Environmental Burden (Total)

Total input

1,995,400
Paper

INPUT

Material (tons)

89,440

Plastic

270,536

Glass

9,621

Other

43,305

Total consumption

20,961

Energy (1,000 GJ)*1

Fuel

4,310

Electricity, steam

16,652

Total consumption

14,069Water (1,000 m3)

Industrial water

815

Municipal water

5,762

Groundwater

7,468

Rainwater used
Use of water circulated on premises

1,006,082
Fuel-derived

239,796

Electricity-, steam-derived

766,287*2

OUTPUT

Total effluent discharge (1,000 m3)

Water and soil environments

Waste (tons)

24
4,358

CO2 emission
Atmosphere (t-CO2)

1,582,498

Ink, solvent

10,612Into public water system (1,000 m3)

7,527

Into sewage system (1,000 m3)

3,085

BOD (kg)

54,240

COD (kg)

82,724

Nitrogen discharge (kg)32,186

Phosphorous discharge (kg)85,499Total discharge*3

362,027

Recycled

353,221

Final landfill disposal

7,407*1 Energy consumption associated with fuel consumption is calculated using the conversion factor specified in the year 2000 amendment of the Act on the
Rational Use of Energy of Japan.
The primary energy input associated with electricity consumption is calculated uniformly as 0.00983 GJ/kWh.
*2 CO2 emissions are calculated by the method specified in the Guidelines for Calculating Greenhouse Gas Emissions from Businesses (2003) issued by the
Ministry of the Environment of Japan. CO2 emissions associated with electricity consumption are calculated uniformly as 0.378 t-CO2/MWh.
CO2 emissions associated with electricity consumption at overseas Group sites, however, are calculated based on the latest conversion factors published by
the International Energy Agency.
Fuel-derived CO2 emissions include emissions derived from combustibles burned in incinerators.
*3 The total discharge of waste includes industrial waste of no value and waste materials of value sold or transferred as resources (both generated in association
with business activities).

54

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Basic Approach*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

■ Major Types of Environmental Burden (subject to the environmental targets in Japan)
Category

Environmental Burden (subject to theenvironmental targets in Japan)

Chief Component
Total input

1,140,345
Paper

Material (tons)

60,930

Plastic

173,139

Glass

7,535

Other

29,899INPUT

Total consumption

12,380

Energy (1,000 GJ)*1

Fuel

3,400

Electricity, steam

8,980

Total consumption

6,427

Water (1,000 m3)

Industrial water

787

Municipal water

1,290

Groundwater

4,339

Rainwater used

Chemical substances (tons)

3,611

Handling of chemical substances designated under
the PRTR law

5,045

CO2 emission (t-CO2)

537,156
Fuel-derived (t-CO2)

191,602

Electricity-, steam-derived (t-CO2)

345,554

Release of chemical substances designated under
the PRTR law (tons)

2,924

Total effluent discharge (1,000 m3)

4,938

OUTPUT

Into public water system (1,000 m3)

3,602

Into sewage system (1,000 m3)*4

1,336

BOD (kg)

11,788COD (kg)

7,674

Nitrogen discharge (kg)

10,801

Phosphorous discharge (kg)Release of chemical substances designated under
the PRTR law (tons)
Waste (tons)

130

VOC emission into the atmosphere (tons)*3

Water and soil environments

11

Use of water circulated on premises*2

Atmosphere

868,842

Ink, solvent

612
1

Total discharge*5

222,409

Recycled

221,988

Final landfill disposal

82*1 Energy consumption associated with fuel consumption is calculated using the conversion factor specified in the year 2000 amendment of the Act on the
Rational Use of Energy of Japan.
The primary energy input associated with electricity consumption is calculated uniformly as 0.00983 GJ/kWh.
*2 CO2 emissions are calculated by the method specified in the Guidelines for Calculating Greenhouse Gas Emissions from Businesses (2003) issued by the
Ministry of the Environment of Japan. CO2 emissions associated with electricity consumption are calculated uniformly as 0.378 t-CO2/MWh.
Fuel-derived CO2 emissions include emissions derived from combustibles burned in incinerators.
*3 Emissions into the atmosphere are calculated in conformance with the standards established by the Japan Federation of Printing Industries (JFPI) and theJapan Electronics and Information Technology Industries Association (JEITA).
*4 Includes 10,926 m3 of spring water from the premises of the Akihabara Sales Building.
*5 The total discharge of waste includes industrial waste of no value and waste materials of value sold or transferred as resources (both generated in association
with business activities).

55

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Basic Approach

Environmentally Friendly Products (87 products as of March 2018)
Product
Ecothrough card
Bulky Waste
Processing Sticker
Eco Pack (life-size
POP display)
Paper Desk Calendar
Ecology Calendar
Non-vinyl Chloride
Lenticular Lens
Eco Pack Multipanel
Eco Floor Sticker
Eco Pack End Panel
Eco Pack Stand (roundtype)
Disk Tottokun Series
Ultra-thin DM(brochures, etc.)
Eco Pack Multipanel
Mini
Multicube POP
Green Bankbook
KAMICARD®

Living & Industry

Electronics

KAMI-RFID CARD

Business
Field

Standard Categories
Suitability for disposal
Resource saving (reduced use of materials)
Resource saving (reduced use of materials)
Use of recycled materials
Use of recycled materials
Suitability for disposal
Reusability
Suitability for disposal
Resource saving
Resource saving
Resource saving, prolonged product life, recyclability,
suitability for disposal
Resource saving, reduced energy consumption in
production, recyclability
Reusability, prolonged product life, recyclability, easy
separation and disassembly
Reusability, prolonged product life, recyclability, easy
separation and disassembly
Recyclability, suitability for disposal

Biodegradability, use of safe materials, resource saving,recyclability

Recyclability, use of safe materials, resource saving, easy
separation and disassembly

Reduced use of chemical substances, reduced use of
Printed materials with hazardous substances, use of recycled materials, use ofenvironmental logos sustainable resources, use of recyclable energy, carbon
offsetting, labeling with environmental logos
Flip chip ball grid array
Suitability for disposal[FC-BGA] substrate(halogen free)
Color filter (resin
Use of safe materials, energy saving, reduced release of
black matrix [BM])chemical substances, suitability for disposal
Palladium pre-plated
Use of safe materials, reduced release of chemical
leadframe
substances, suitability for disposal
Flip chip ball gridUse of safe materials, reduced release of chemicalarray [FC-BGA]
substances, suitability for disposal
substrate (lead free)
Reduced release of chemical substances, use of safe
Toppan Ecowall
materials, suitability for disposal
TOPPAN ECOReduced release of chemical substances, extension of
SHEET
product life
GL BARRIER
Use of sustainable resources, resource-saving efforts(Exceptional*)
Stand-up pouch
Resource-saving efforts
Bottled Pouch
Resource-saving efforts
Plastic container madeUse of recycled materials
from recycled materials
TT Paper Can
Use of sustainable resources
Ecotainer
Recycling, improvement in transport efficiency
TL-PAK
Recycling, improvement in transport efficiency
EP-PAK (EP-GL)
Improvement in transport efficiency, recycling
EP-PAK (Al)Improvement in transport efficiency
Stand-up LaminatedResource-saving efforts
Tube
Recyclen Cap
Recycling
AP Carton
Improvement in transport efficiency
Micro FluteResource-saving efforts, recycling
TP-Tray
Recycling, use of sustainable resources
Corrugated Board
Recycling
Cushioning Material
AD-CaseResource-saving efforts
CartocanUse of sustainable resources, recycling, visualization of(Exceptional*)
environmental burden
GL-C Bottle
Resource-saving efforts
Jar Plus
Resource-saving efforts, recycling
GL FILM Lined Paper
Use of sustainable resources
Cup
Double-wall Barrier
Resource-saving efforts
Paper Cup
Fluorine-free
Recyclingoil-repellent paper
In-mold Barrier Cup Extension of product life, improvement in transport efficiency
Easy Peel-off
Recycling
Thermo-label
Eco BandReusability
Paper carton with
tamper-evident
Resource-saving efforts
closureClear UV-blocking
Use of sustainable resources
Film

Living & Industry

Information & Communication

Business
Field

Product

Cardboard withshrink wrap
packaging

BIOAXX (molding
Use of sustainable resources
product)
EL-CaseResource-saving efforts, recycling
Paper cup made from
pulp from forestUse of sustainable resources
thinning operations

Standard Categories

Cylindrical papercomposite container Use of sustainable resources
for refill
High-resistance
Resource-saving efforts, improvement in transport
Flexible Pouch
efficiency
BIOAXX (label)
Use of sustainable resources
Aluminum-free Lid
Use of sustainable resources
Material
Multi-layer Blow Tube Resource-saving efforts
Steam-release
Reduced environmental burden during use
Packaging
Air Hold Pouch
Resource-saving efforts
Use of sustainable resources, resource saving,
BIOAXX (flexible
environmentally friendly disposal, visualization of
packaging material)
environmental burden
Square-bottomed
Improvement in transport efficiency, resource saving,
Gazette Pouchenvironmentally friendly disposal
Use of recycled materials, procurement of materials with
Flexible packaging
lower environmental burden, reduced energy consumption
material using
in production, environmentally friendly disposal,
recycled materials
visualization of environmental burden
Printed Decorative
Reduced use of chemical substances, reduced use ofPaper (Coated Paper) hazardous substances
Printed Decorative
Use of sustainable resources, reduced use of chemical
Paper (Coated Paper
substances, reduced use of hazardous substances
FSC-certified)Printed Decor Paper
Reduced use of chemical substances, reduced use offor HPL/LPL
hazardous substances, reduced release of chemical(Saturated Gradesubstances
Paper)
Printed Decor Paper
Use of sustainable resources, reduced use of chemicalfor HPL/LPL
substances, reduced use of hazardous substances, reduced(Saturated Graderelease of chemical substances
Paper FSC-certified)
Reduced use of chemical substances, reduced use of
Transfer paper for
hazardous substances, reduced release of chemical
padded floors
substances
Reduced use of chemical substances, reduced use ofLower-VOC wallpaper
hazardous substances, reduced release of chemical(Exceptional*)
substances
Reduced use of chemical substances, reduced use of
SnapFithazardous substances, use of sustainable resources,
extension of product life
101 Coordination
Reduced use of chemical substances, reduced use of
Floor REPREA eco
hazardous substances, use of sustainable resources,(Exceptional*)
extension of product life, labeling with environmental logos
Resource saving, improvement in transport efficiency,
Sosogi Jozu
environmentally friendly disposal
Preform for PET
Improvement in transport efficiency, visualization ofbottles
environmental burden
Reduced use of chemical substances, reduced use ofhazardous substances, environmentally friendly disposal,
FORMANO
reduced release of chemical substances, extension of
product life
Reduced use of chemical substances, reduced use ofhazardous substances, environmentally friendly disposal,
FORTINA
reduced release of chemical substances, extension of
product life
Reduced use of chemical substances, reduced use of
TOPPAN MATERIAL hazardous substances, use of recycled materials,
WOOD (Exceptional*) environmentally friendly disposal, reduced release ofchemical substances, extension of product life
Smart Deli Bag
Reduced environmental burden during use
Plastic UV ink
Use of recycled materials, use of sustainable resources,
container
improvement in transport efficiency, recycling
Forest-certified-paper Use of sustainable resources, labeling with environmental
packaging
logos
Biodegradable plastic
Use of biodegradable materials
products
Resource saving, reduced energy consumption in
production, improvement in transport efficiency, recycling

Reduced use of chemical substances, reduced use of
Emergency magnesium hazardous substances, use of sustainable resources,
air battery
extension of product life, reduced environmental burden
during use, recycling, environmentally friendly disposal
Reduced use of chemical substances, reduced use of
FINE FEEL (101hazardous substances, resource saving, extension ofMaterium)product life, environmentally friendly disposal
Reduced use of chemical substances, reduced use of
EP-PAK Fold & Tear/ hazardous substances, use of sustainable resources,
Easy Removal Cap
improvement in transport efficiency, recycling,(Exceptional*)
environmentally friendly disposal, labeling withenvironmental logos
BIOAXX flexible
Reduced use of chemical substances, reduced use of
packaging material
hazardous substances, resource saving, use of sustainable(Eco Mark certified) resources, environmentally friendly disposal, visualization(Exceptional*)of environmental burden, labeling with environmental logos
Reduced use of chemical substances, reduced use of
Flexible packaging
hazardous substances, use of recycled materials, resource
material using recycledsaving, reduced energy consumption in production,materials (Eco Markenvironmentally friendly disposal, visualization ofcertified) (Exceptional*)
environmental burden, labeling with environmental logos*Exceptional environmentally friendly product

56

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Basic Approach

Results of Environmental Education
Training

Number of Trainees

New employee training: General environmental education

345

E-learning-based programs

20,576

Toppan Challenge School (11 courses)

61

Internal environmental auditor training program

368

Numbers of Internal Environmental Audits and Issues in Need of Improvement
Domestic sites audited

62 sitesIssues in need of improvement identified at domestic sites

75 issues

Domestic sites reviewed

2 sites

57

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Basic Approach

Environmental Accounting: Capital Investment for Environmental Conservation
Increase/
Decrease from
Fiscal 2016

Average for theLast Five Years

1,003

-568

1,181

（273）

(98)

(198)

Investment in equipment to conserve the global
environment by mitigating global warming, etc.

607

-587

971

Investment in equipment to realize the appropriate
treatment and recycling, etc. of waste

69

-68

163

（9）

(-35)

(24)

49

34

36

1,728

-1,189

2,350

Item

1

Major Content

Investment in equipment
to prevent pollution

Investment in equipment
2 to conserve the global
environment
3

Investment in equipment
to circulate resources

Investment in equipment
4 to carry out environmental
management activities(million yen)

Fiscal 2017

Investment in equipment to prevent atmospheric andother forms of pollution(Including equipment to prevent water pollution)(Including equipment to use rainwater and reduce water
consumption)

Investment in equipment to monitor and measureenvironmental burden, plant trees at operational sites,
and implement other environmental measures

Total

Environmental Accounting: Environmental Conservation Benefit
Item

Major Content

Increase/Decrease
from Fiscal 2016

Fiscal 2017

EnergyTotal energy consumption (1,000 GJ)-941

20,961

Water

Water consumption (1,000 m3)

95

14,069CO2 emission (1,000 t-CO2)

-26

1,006

Atmosphere

Emission of dioxins (mg-TEQ)
Total effluent discharge (1,000 m3)

Water andsoil
BOD (tons)
environments
COD (tons)
Waste

Total discharge (1,000 tons)

58

-1

0

355

10,612

17

54

24

83

-8

362

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Basic Approach

Green Procurement and Green Purchasing■ Green Procurement Standards for Paper and Level of Fulfillment
Green Principle

Level 1

Fiscal 2017
Result*Level 2Paper composed of at least 60% recycled
1. Using recycled paper or paper madepulp plus forest-certified pulp for thewith fewer forest resources (excluding
remaining portion, or with an overall rating
covers for brochures)of more than 80 points

Paper composed of at least 20% recycled
pulp or forest-certified paper, tree-free
paper, paper made with pulp fromforest-thinning operations, or tissue
paper

2. Reducing component properties
obstructive to waste paper recycling

Non-usage of printing materials with waste
paper recyclability rankings of B, C, or D

Non-usage of printing materials with waste
paper recyclability rankings of C or D

3. Procuring from manufacturers
proactively engaged in paper recycling

Procurement from manufacturers who proactively use waste paper as a raw material
for recycled paper

4.3%

Note: Result under the Green Standards for Offset Printing Services (April 1, 2017 amendment) of the Japan Federation of Printing Industries (JFPI)*Level 1 or 2 paper used (kg) / offset paper purchased (kg)■ Green Procurement Standards for Ink and Level of Fulfillment
Green Principle

Level 1

Fiscal 2017
Result*Level 2

1. Avoiding the use of substances
harmful to the human body

Conformance with the NL regulations of the Japan Printing Ink Makers Association

2. Considering chemical substances
designated under the PRTR law ofJapan

Non-usage of substances designated under
the PRTR law

Identification of substances designatedunder the PRTR law (via SDSs)

Non-VOC ink or UV ink

Vegetable oil ink, soybean oil ink, or “ig”
ink (labeling with Ink Green Mark)

3. Controlling VOC emissions(for offset ink, excluding heat-set ink
for web press)
4. Using sustainable resources

98.3%

Vegetable oil ink, soybean oil ink, or “ig” ink (labeling with Ink Green Mark)(for heat-set ink for web press)
5. Reducing component properties
obstructive to waste paper recycling

Non-usage of printing materials with waste
paper recyclability rankings of B, C, or D

Non-usage of printing materials with
waste paper recyclability rankings of C
or D

Note: Result under the JFPI Green Standards for Offset Printing Services (April 1, 2017 amendment)*Level 1 or 2 ink used (kg) / offset ink purchased (kg)■ In-house Green Purchasing Standards and Levels of Fulfillment
Product

Standard

Fiscal 2017 Result

Copy machines and printers

Configured to automatically revert to low-power mode or off mode

88.2%

PCs

Configured to automatically revert to low-power mode or off mode and to maintainlow energy consumption when in low-power mode

100.0%

Stationery and office goods

Products listed in eco-friendly product catalogues of manufacturers

73.5%

Environment-related Businesses
The total sales of environment-related businesses—including, mostnotably, sales of environmentally friendly products satisfying the in-house criteria of the Toppan Group—were 606.5 billion yen in fiscal
2017.

59

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Mitigation of Global
Warming

Mitigation of Global Warming
Basic Approach
The Toppan Group has formulated the following basic policies forclimate security.

mitigating global warming.

The Group will continue to adopt renewable energy sources on

Toppan positions global warming mitigation as an importanta preferential basis and assertively encourage the broad use ofelement of management. The Group focuses on energy management

renewables into the future.

and the rational use of energy in implementing activities towards

Promotion Framework■ Promotion Structure
The Board of Directors is the highest-level body responsible for theactual implementation of conservation activities carried out at theirdirector to head the Ecology Center, an organization that oversees

the divisions.

sites and collaborate to propel environmental initiatives throughout

Toppan Group’s environmental management. The board appoints a

To accelerate the initiatives, these officers have set up Eco-

Toppan’s environmental conservation initiatives by supervising,evaluating, and verifying environmental activities undertaken

protection Promotion Committees, bodies composed of persons

Directors.

committees promote environmental conservation activities atrelevant to the environment across the departments. The

throughout the Group and reporting results to the Board ofGroup sites and manage progress. For advanced environmental

The Toppan Group has established an environmental

measures, the committees have convened multiple subcommittees

conservation framework in which the heads of every division,

to formulate necessary responses to specific environmental issues.

Group company, and operational site are positioned as theEnergy Subcommittees, for example, pursue energy-saving efforts topersonnel chiefly responsible for environmental efforts. These

help mitigate global warming.

heads appoint Environmental Management Officers to steer the■ Environmental Management Organization
Board of Directors
Director in charge of the Ecology Center
Ecology Center

Group companies

Toppan business divisions

Presidents

Division heads

Environmental Management Oﬃcers

Environmental Management Oﬃcers

Eco-protection Promotion Committees

Eco-protection Promotion Committees
Energy Subcommittees
Other subcommittees

60

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Mitigation of Global
Warming■ Mechanism
The Toppan Group has established environmental management

the Toppan Group’s environmental conservation activities. The

systems (EMSs) based on ISO 14001.

evaluation results are assured by an audit firm (independent

A PDCA cycle of planning, support and operation, performanceassurance provider) and reported to the Board of Directors. The

evaluation, and improvement serves as a core part of the ISO

center discloses the verified performance data via the Toppan

14001-based EMSs to ensure ongoing improvement.

corporate website and other communication channels.

Group sites maintain their EMSs through management system

audits by ISO 14001 registrars, internal audits (of legal compliance)

ISO 14001 environmental management system certification (in Japanese)
https://www.toppan.co.jp/corporateinfo/our_suggestion/iso/iso14001.html

by the Ecology Center, and other internal environmental audits at
individual sites.

Independent Assurance Reporthttps://www.toppan.co.jp/library/english/csr/files/pdf/2018/csr2018_detail-en.pdf#page=85

The Ecology Center aggregates evaluations of environmental

performance as the organization responsible for overseeing■ Management Cycle under ISO 14001:2015

Context of the organization

Internal andexternal issues

Needs andexpectations ofinterested parties

Scope of the environmental management system
P
Planning
6.1 Actions to address risks and opportunities
6.1.1 General
6.1.2 Environmental aspects
6.1.3 Compliance obligations
6.1.4 Planning action
6.2 Environmental objectives and planning to achieve them
6.2.1 Environmental objectives
6.2.2 Planning actions to achieve environmental objectives

A

Leadership

Improvement
10.1 General
10.2 Nonconformity andcorrective action
10.3 Continual improvement

5.1 Leadership and commitment
5.2 Environmental policy
5.3 Organizational roles,
responsibilities and authorities

Performance Evaluation
9.1 Monitoring, measurement,
analysis and evaluation
9.1.1 General
9.1.2 Evaluation of compliance

9.2 Internal audit
9.2.1 General
9.2.2 Internal audit
programme
9.3 Management review

Support andOperation
7.1 Resources
7.2 Competence
7.3 Awareness7.4 Communication
7.4.1 General
7.4.2 Internal communication
7.4.3 External communication
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating
7.5.3 Control of documented
information
8.1 Operational planning andcontrol
8.2 Emergency preparedness
and response

D

C
Intended outcomes of the environmental management system■ Mitigating Global Warming
The Toppan Group has been reducing total emissions of carbon

transportation efficiency. Together they endeavor to reduce the

For reduced electricity consumption, the Group operates

vehicles and the total volume of CO₂ emissions from transport.

energy consumption per unit of transport volume by company

dioxide (CO₂) to help mitigate global warming.

As a member of the Japan Federation of Printing Industries (JFPI;

a nationwide demand-monitoring system to control peak

power demand in summer and winter in Japan. The electricity

Chairman Shingo Kaneko, President & Representative Director

Toppan to review power contracts and encourage energy-saving

efforts to spawn global warming mitigation measures, primarilyof Toppan Printing Co., Ltd.), Toppan has driven industry-wide

consumption data compiled for each site via this system enables

through its involvement in JFPI activities to address climate

efforts on a site-by-site basis.

change and promote low carbonization. Under the leadership of

The Group is also replacing long-used utility facilities with high-Toshiro Kinoshita from Toppan Printing’s Ecology Center, the JFPI’s

efficiency alternatives systematically. To reduce the unnecessary

Working Group for Voluntary Action Plans on the Environment

or nonessential use of electricity, Toppan redresses demand-and-(under the Environmental Management Task Force of the Global

supply imbalances and suspends the use of any equipment that has

Environment Committee) pursues industry-wide global warming

been kept running during vacations.

mitigation initiatives by devising voluntary action plans for reducing

Toppan Logistics Co., Ltd., the logistics specialist for the

VOC emissions and implementing various other measures towards

Group, is working with shippers from Toppan Group companies

the realization of a low-carbon, circular economy.

to optimize transportation conditions and further improve

61

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Mitigation of Global
Warming*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Main Activities and Relevant Information

CO2 Emissions■ CO2 Emissions (Group-wide)(1,000 t-CO2)

In fiscal 2017 the Toppan Group began evaluating and disclosing

1,200Group-wide CO2 emissions, including emissions associated with

1,032

1,006

2016

2017

1,000

overseas Group subsidiaries. The disclosed values for Group-wide

800

CO2 emissions begin from fiscal 2016 (data disclosed for earlier
years is limited to sites in Japan).

600
400
200
0

(ﬁscal year)*CO2 emissions are calculated by the method specified in the Guidelines
for Calculating Greenhouse Gas Emissions from Businesses (2003) issued
by the Ministry of the Environment of Japan.
CO2 emissions associated with electricity consumption are calculated
uniformly as 0.378 t-CO2/MWh.
CO2 emissions associated with electricity consumption at overseas Groupsites, however, are calculated using the latest conversion factors publishedby the International Energy Agency.
CO2 emissions include emissions derived from combustibles burned inincinerators.

■ CO2 Emissions(subject to the environmental targets in Japan)(1,000 t-CO2）
800

Among CO2 emissions from various sources (subject to theenvironmental targets in Japan), emissions associated with600

the Group’s CO2 reduction measures.

400

electricity consumption are calculated using a fixed factor to assess

751
554

561

537

2015

2016

2017 (ﬁscal year)

200
0

2008

*CO2 emissions are calculated by the method specified in the Guidelines
for Calculating Greenhouse Gas Emissions from Businesses (2003) issued
by the Ministry of the Environment of Japan.
CO2 emissions associated with electricity consumption are calculated
uniformly as 0.378 t-CO2/MWh to confirm the degree of improvement
achieved. CO2 emissions in fiscal 2017 totaled 652,314 t-CO2 whencalculated using the effective emission factor from another MOE method
specified in the Ministerial Ordinance Concerning the Calculationof Greenhouse Gas Emissions from Business Activities of Specified
Dischargers (the latest amendment on April 30, 2015).
CO2 emissions include emissions derived from combustibles burned inincinerators.

62

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Mitigation of Global
Warming*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Energy Consumption
In fiscal 2017 Toppan began evaluating and disclosing energy

consumption across the entire Group, including consumption by

overseas subsidiaries. The disclosed values for Group-wide energy
consumption begin from fiscal 2016 (data disclosed for earlier
years is limited to sites in Japan).

■ Energy Consumption■ Electricity Consumption(GWh) ■ Group-wide■ Group sites subject to the environmental targets in Japan
2,000(1,000 GJ) ■ Group-wide■ Group sites subject to the environmental targets in Japan
25,00021,90320,00015,00012,695

1,761

20,961

12,842

1,600
1,200

12,38010,000

800

5,000

400

0

2015

2016

2017

0

(ﬁscal year)■ Natural Gas Consumption

80,00090,58077,43075,30987,8134,000

71,27340,0002,000

20,000

1,000

2016

912

2015

2016

2017

(ﬁscal year)(kL) ■ Group-wide■ Group sites subject to the environmental targets in Japan

60,000

2015

937

5,000

3,000

0

912

■ Kerosene Consumption(1,000 Nm³）■ Group-wide■ Group sites subject to the environmental targets in Japan

100,000

1,735

2017

0

(ﬁscal year)

3,340

2015

3,748

3,492

2016

3,907

3,667

2017

(ﬁscal year)■ Fuel Efficiency of Vehicles Owned by Toppan
Logistics(km/L)
5.0
4.5

4.36

4.31

2015

2016

4.11

4.0
3.5
3.0

2017

(ﬁscal year)

63

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Mitigation of Global
Warming*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Scope 1-3 Greenhouse Gas Emissions
In fiscal 2017 the Toppan Group began evaluating and disclosing

strategy. This calculation showed that four categories related to raw

emissions associated with overseas Group subsidiaries.

the Group’s GHG emissions: category 1 (manufacturing of productsGroup-wide scope 1-3 greenhouse gas (GHG) emissions, including

material consumption collectively accounted for the largest share of

Toppan calculated the Group’s scope 3 emissions (total value

purchased by Toppan), categories 4 and 9 (transportation andchain GHG emissions) in fiscal 2017 to identify the categories of

distribution of products purchased and sold by Toppan), category

corporate activity that represented larger sources of GHG emissions

12 (end-of-life treatment of products sold by Toppan).

and to establish priority targets in the Group’s emission reduction■ Scope 1-3 Greenhouse Gas Emissions■ Calculating Scope 3 Emissions
Scope 3

（1,000t-CO₂）
Other categories*
337● Extraction of raw materials

Scope 1
236

Scope 2

Scope 2937

Category 9342● Consumption ofelectricity supplied
Suppliers, etc.
by entities outside the reporting● Production of raw
company
materials, etc.
●

Category 12
862
Category 4583

Consumption of heating and coolingsupplied by entities outside
the reporting company

7,295

thousandt-CO₂

Scope 1Category 1
3,997● Transportation and

The reporting
company itself● Fuel combustion

distribution of raw
materials, etc.

*Categories 2, 3, 5, 6, 7, 8

● Emissions from industrial

processes● Employee commuting● End-of-life treatment ofsold products and goods● Sales activities,business travel● Transportation anddistribution of soldproducts and goods

64

Users of products
and goods● Use of sold products

and goods

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices■ Details of the Scope 1-3 Categories
Direct emissions(Scope 1)
Indirect
emissions(Scope 2)

Emissions Types

Direct emissions from industrial processes or
fuels consumed at the reporting company
Indirect emissions associated with theconsumption of electricity, heating, or coolingpurchased or acquired by the reporting
company

Fair Operating
Practices

Consumer Issues

Purchased goods
and services

Category 2

Capital goods

Category 3

Fuel- and energyrelated activities (notincluded in scope 1 orscope 2)Emissions associated with activities up to the point of the
production of raw materials, components, goods, sales-relatedmaterials, or the like purchased or acquired by the reporting
company
Emissions that occur during the construction or production ofcapital goods purchased or acquired by the reporting company
Emissions associated with the procurement of fuels supplied byentities outside the reporting company or fuels necessary for thegeneration, etc. of electricity, heating, cooling, etc. consumed by
the reporting company

Category 4

Upstreamtransportation anddistribution

Category 5

Waste generated inoperations

Emissions associated with the transportation and treatment ofwaste generated at the reporting company

Category 6

Business travel

Emissions associated with business travel by employees

Category 7

Employeecommuting

Category 8

Upstream leased
assetsCategory 9

Downstream
transportation anddistribution

Emissions associated with the commuting of employees between
their homes and worksites
Emissions associated with the operation of assets leased by thereporting company (lessee), excluding scope 1 and scope 2
emissionsCategory 10

Processing of soldproducts

Category 11

Use of sold products

Category 13
Category 14
Category 15

Activity Quantity

Basic Unit from

Materials purchased or
acquired (by weight)

CFP-DB*2

Capital investments bybusiness field

MOE-DB*1

1. Electricity and steam
consumption
2. Fuel consumption
1. Freight ton-kilometers as adesignated shipper classified
under the Energy Saving Act ofJapan

1. MOE-DB*1
2. CFP-DB*2

1. Energy Saving
Act of Japan

2. Estimated freight tonkilometers of procurement
logistics

2. CFP-DB*2

Waste discharge by type

MOE-DB*1

Business travel expenses bytransport mode

MOE-DB*1

Commuter fares or petrol costs

MOE-DB*1

Electricity and gas consumed
at tenant premises

Emission factors
by business

Emissions associated with the transportation, storage, loading, or
retailing of sold products after delivery to customers

Estimated freight
ton-kilometers by product

CFP-DB*2

Emissions associated with the processing of sold intermediate
products by downstream companies

Excluded from calculation because there are no
scenarios or units that apply universally to
Toppan’s diversified products

End-of-life
treatment of soldproducts
Downstream leased
assetsEmissions associated with the end use of sold products by users(consumers, downstream companies)
Emissions associated with the transportation and treatment ofsold products at the end of their life by users (consumers,
downstream companies)
Emissions associated with the operation of assets owned by thereporting company (lessor)
Emissions from franchise members

Not applicable

Investments

Emissions related to the operation of investments

Excluded from calculation

Franchises

Mitigation of Global
WarmingCalculation Methods

Emissions associated with logistics up to the point of the arrivalof incoming raw materials, components, goods, sales-relatedmaterials, or the like purchased or acquired by the reporting
company; transportation and distribution of products sold by thereporting company

Category 12

The
The Environment
Environment

For scope 1 and 2 GHG emissions, CO2 emissions associated with electricity
consumption at domestic sites are calculated using the effective emission factor fromthe method specified in the Ministerial Ordinance Concerning the Calculation ofGreenhouse Gas Emissions from Business Activities of Specified Dischargers (thelatest amendment on April 30, 2015) issued by the Ministry of the Environment(MOE) of Japan. Meanwhile, CO2 emissions associated with electricity consumption
at overseas sites are calculated using country-specific conversion factors published by
the International Energy Agency.
CO2 emissions associated with fuel consumption, excluding electricity consumption,
are calculated globally by the MOE method specified in the Ministerial OrdinanceConcerning the Calculation of Greenhouse Gas Emissions from Business Activities ofSpecified Dischargers (the latest amendment on April 30, 2015).

Indirect Emissions Not Included in Scope 2 (Scope 3)

Category 1

Community
Involvement andDevelopment

Not applicable
Waste disposal by product(estimated)

CFP-DB*2

Not applicable

Notes
・Toppan calculates the Group’s scope 3 emissions for categories 1-9 and 12.
・The calculation boundary covers all GHG emissions associated with Toppan Printing Co., Ltd. and its consolidated entities.
・For “freight ton-kilometers as a designated shipper classified under the Energy Saving Act of Japan” in category 4, “business travel” in category 6, and “employee
commuting” in category 7, Toppan has estimated total values across the calculation boundary in terms of the proportion of production volume or employee
numbers based on the values counted for organizations whose activities are quantifiable.
*1 MOE-DB: Emission unit database issued by the Ministry of the Environment of Japan for calculating the greenhouse gas emissions, etc. of organizations
throughout the entire supply chain (ver. 2.5)
*2 CFP-DB: Standard database (ver. 1.01) of the Japan Environmental Management Association for Industry (JEMAI) Carbon Footprint of Products (CFP)
Communication Program

65

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Mitigation of Global
Warming*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Greenhouse Gas Emissions■ Percentages of Greenhouse Gas Emissions
by Source (in tons of CO2 equivalent)■ Percentages of Greenhouse Gas Emissions
by Type (in tons of CO2 equivalent)

Scope 2: Electricity andsteam consumption
766,287 t-CO₂

CO₂84.46%

Scope 1: Fuel consumption
225,754 t-CO₂（18.9%）（64.3%）

Scope 1:Non-energy-derived
greenhouse gases

199,941 t-CO₂（16.8%）

Other
2.85%

SF6
12.69%

Notes
・Calculated by the method specified in the Guidelines for Calculating
Greenhouse Gas Emissions from Businesses (2003) issued by the
Ministry of the Environment of Japan.
・ Fiscal 2017 greenhouse gas (GHG) emissions from domestic sites(subject to and not subject to the environmental targets) and overseas
sites (including Group company sites) are based on calculations ofemissions of energy-derived CO2 and non-energy-derived CO2, CH4, N2O,
HFC, PFC, SF6, and NF3. GHG emissions accounting for 0.01% or moreof total emissions in CO2-equivalent values from these sites (namely,
emissions associated with dry etching, dry ice consumed, waste burnedin incinerators, combusted refuse-derived fuel, and fuel consumed incogeneration systems) are included.

NF₃
0.05%

CH₄
0.22%

PFC
2.34%

N₂O
0.23%

Total: 1,191,982 t-CO2■ Calculated Level of Fluorocarbon Leakage
Fiscal Year
2017

Domestic Sites(subject to the environmental targets)
3,600 t-CO2

Domestic Sites(not subject to the environmental targets)
694 t-CO2

Overseas Sites
2,877 t-CO2

Notes:The values shown for domestic sites (subject to and not subject to the environmental targets) are calculated in conformance with the Act on Rational Use andProper Management of Fluorocarbons enforced in April 2015 in Japan.
The value shown for overseas sites (including Group company sites) is calculated by a method corresponding to the Japanese Act on Rational Use and Proper
Management of Fluorocarbons.

66

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Building of a Recyclingoriented Society

Building of a Recycling-oriented Society
Basic Approach
The Toppan Group has formulated the following basic policies

2) Second priority is given to the reuse or recycling of industrial

to contribute to the building of a recycling-oriented society, anwaste and waste materials discharged in spite of the reduction

endeavor it positions as an important element of management. The

efforts.

Group processes industrial waste and waste materials in line with

3) Third priority is given to the application of appropriate treatment

the following priorities.

methods to industrial waste and waste materials not reused or

1) First priority is given to reductions of the discharge of industrial

recycled.

waste and waste materials generated in association withThis order of priority may not apply when another order of priority

business activities.

is deemed to be more effective for reducing environmental burden.

Promotion Framework■ Promotion Structure
The Board of Directors is the highest-level body responsible for the

personnel chiefly responsible for environmental efforts. These

director to head the Ecology Center, an organization that oversees

actual implementation of conservation activities carried out at theirToppan Group’s environmental management. The board appoints aheads appoint Environmental Management Officers to steer the

Toppan’s environmental conservation initiatives by supervising,sites and collaborate to propel environmental initiatives throughout

evaluating, and verifying environmental activities undertaken

the divisions.

throughout the Group and reporting results to the Board of

To accelerate the initiatives, these officers have set up Eco-

Directors.

protection Promotion Committees, bodies composed of persons

conservation framework in which the heads of every division,committees promote environmental conservation activities at

The Toppan Group has established an environmental

relevant to the environment across the departments. The

Group company, and operational site are positioned as theGroup sites and manage progress.

■ Environmental Management Organization
Board of Directors
Director in charge of the Ecology Center
Ecology Center

Group companies

Toppan business divisions

Presidents

Division heads

Environmental Management Oﬃcers

Environmental Management Oﬃcers

Eco-protection Promotion Committees

Eco-protection Promotion Committees
Energy Subcommittees
Other subcommittees

67

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Building of a Recyclingoriented Society■ Mechanism
The Toppan Group has established environmental management

the Toppan Group’s environmental conservation activities. The

systems (EMSs) based on ISO 14001.

evaluation results are assured by an audit firm (independent

A PDCA cycle of planning, support and operation, performanceassurance provider) and reported to the Board of Directors. The

evaluation, and improvement serves as a core part of the ISO

center discloses the verified performance data via the Toppan

14001-based EMSs to ensure ongoing improvement.

corporate website and other communication channels.

Group sites maintain their EMSs through management system

audits by ISO 14001 registrars, internal audits (of legal compliance)

ISO 14001 environmental management system certification (in Japanese)
https://www.toppan.co.jp/corporateinfo/our_suggestion/iso/iso14001.html

by the Ecology Center, and other internal environmental audits at
individual sites.

Independent Assurance Reporthttps://www.toppan.co.jp/library/english/csr/files/pdf/2018/csr2018_detail-en.pdf#page=85

The Ecology Center aggregates evaluations of environmental

performance as the organization responsible for overseeing■ Management Cycle under ISO 14001:2015
Internal andexternal issues

Context of the organization

Needs andexpectations ofinterested parties

Scope of the environmental management system
P
Planning
6.1 Actions to address risks and opportunities
6.1.1 General
6.1.2 Environmental aspects
6.1.3 Compliance obligations
6.1.4 Planning action
6.2 Environmental objectives and planning to achieve them
6.2.1 Environmental objectives
6.2.2 Planning actions to achieve environmental objectives

A

Leadership

Improvement
10.1 General
10.2 Nonconformity andcorrective action
10.3 Continual improvement

5.1 Leadership and commitment
5.2 Environmental policy
5.3 Organizational roles,
responsibilities and authorities

Performance Evaluation
9.1 Monitoring, measurement,
analysis and evaluation
9.1.1 General
9.1.2 Evaluation of compliance

9.2 Internal audit
9.2.1 General
9.2.2 Internal audit
programme
9.3 Management review

Support andOperation
7.1 Resources
7.2 Competence
7.3 Awareness7.4 Communication
7.4.1 General
7.4.2 Internal communication
7.4.3 External communication
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating
7.5.3 Control of documented
information
8.1 Operational planning andcontrol
8.2 Emergency preparedness
and response

D

C
Intended outcomes of the environmental management system■ Building a Recycling-oriented Society
In a drive to use limited resources more effectively, the Toppan

field. The Group has striven to increase the material recycling

recycling rate, and apply appropriate waste treatment methods

waste plastics and processing composite plastics into pellets, andGroup works to reduce the discharge of waste, increase therate by processing waste paper into recycled paper, separatingbased on The Toppan Group Declaration on the Global

recycling by other methods. Waste acid, meanwhile, has been

Environment.

treated in-house to lower volumes for disposal.

Waste paper derived from operational sites primarily in the

In its approaches to water, a limited resource, Toppan isInformation & Communication and Living & Industry fields makes

committed to limiting the levels consumed and controlling theat Group sites. This is followed by waste plastics from plants inwill continue reducing waste discharge and promoting material

up the largest portion (about 70%) of the total waste discharged

quality of effluents discharged into water resources. The Groupthe Living & Industry field and waste acid from the Electronics

recycling.

68

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

The Environment
Environment
The
Building of a Recyclingoriented Society*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Main Activities and Relevant Information

Material Input
In fiscal 2017 the Toppan Group began evaluating and disclosing(kilotons) ■ Paper ■ Plastic ■ Ink, solvent ■ Other ■ Glass
2,500

Group-wide material input, including input at overseas Groupsubsidiaries. The disclosed values for Group-wide material input

2,000

begin from fiscal 2016 (data disclosed for earlier years is limited to1,500

sites in Japan).

1,000
500

10.1
44.4
91.5
267.8

9.6
43.3

89.4
270.5

1721.1

0

1582.52016

2017(ﬁscal year)

Water Consumption
In fiscal 2017 the Toppan Group began evaluating and disclosing

Group-wide water consumption, including consumption at overseas
Group subsidiaries. The disclosed values for Group-wide water
consumption begin from fiscal 2016 (data disclosed for earlier
years is limited to sites in Japan).

■ Water Consumption■ Effluent Discharge(1,000 m³) ■ Groundwater ■ Municipal water ■ Industrial water■ Rainwater (left axis)
15,00012,0009,000

Use of water circulated on premises (right axis)

■

24
942

24
815
4,358

5,656

6,000
3,000
0

5,762

4,203
7,352

7,468
2016

2017

(1,000 m³) ■ Into public water system ■ Into sewage system(1,000 m³)
4,500

12,500

4,400

10,000

4,300

7,500

4,200

5,000

4,100

2,500

4,000

0

(ﬁscal year)

3,171

3,085

7,086

7,527

2016

2017

(ﬁscal year)

Waste Discharge and Recycling
In fiscal 2017 the Toppan Group began evaluating and disclosing(tons) ■ Recycled ■ Final landfill waste disposal

Group-wide waste discharge and recycling, including discharge and400,000

recycling at overseas Group subsidiaries. The disclosed values for

320,000

Group-wide waste discharge and recycling begin from fiscal 2016
(data disclosed for earlier years is limited to sites in Japan).

５，
７０8

7,407

362,860

353,221240,000
160,000
80,000
0

69

2016

2017

(ﬁscal year)

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Building of a Recyclingoriented Society

Zero-emission Efforts
・59 sites approved in June 201799.5% or over; A+-rank site, recycling rate of 99% or over and less

・The Toppan Group approves operational sites as zero-emission

than 99.5%; and A-rank site, recycling rate of 98% or over and lesssites based on a three-level grading system according to theirthan 99%.

recycling rates.

・Group sites satisfying any of the following criteria were approved
as zero-emission sites in June 2017: S-rank site, recycling rate of■ Zero-emission Sites (TZERO-17) (59 sites approved in June 2017)
Operational Site (Division or Group Company)
Sapporo Plant (Hokkaido Subdivision)
Sendai Plant (Higashinihon Division)
Itabashi Site
Asaka Site [Commercial Printing, Publications Printing] (Toppan
Communication Products Co., Ltd.)Asaka Site (Toppan Joho Kako Co., Ltd.)Asaka Securities Printing Plant (Toppan Communication Products Co., Ltd.)
Kawaguchi Site
Sakado Site
Ranzan Plant (Toppan Communication Products Co., Ltd.)
Nagoya Plant (Chubu Division)
Takino Plant (Toppan Communication Products Co., Ltd.)Takino Securities Printing Plant (Toppan Communication Products Co., Ltd.)
Fukuoka Plant (Toppan Communication Products Co., Ltd.)
Fukuyama Plant (Toppan Joho Kako Co., Ltd.)
Oyodo Plant (Toppan Communication Products Co., Ltd.)
Chitose Plant (Toppan Packaging Products Co., Ltd.)
Gunma Central Plant (Toppan Packaging Products Co., Ltd.)
Sagamihara Plant (Toppan Packaging Products Co., Ltd.)
Matsusaka Plant (Toppan Packaging Products Co., Ltd.)
Fukusaki Plant (Toppan Packaging Products Co., Ltd.)
Fukusaki Plant (Toppan Plastic Co., Ltd.)
Fukuoka Plant (Toppan Packaging Products Co., Ltd.)
Miyata Plant (Toppan Packaging Service Co., Ltd.)
Mikkabi Plant (Toppan Packaging Products Co., Ltd.)Tamana Plant (Toppan Packaging Products Co., Ltd.)
Miyagi Plant (Toppan Containers Co., Ltd.)
Sano Plant (Toppan Containers Co., Ltd.)
Saitama Plant (Toppan Containers Co., Ltd.)
Satte Plant (Toppan Plastic Co., Ltd.)
Wakayama Manufacturing Section (Fukusaki Plant of Toppan Plastic Co., Ltd.)
Saga Plant (Toppan Plastic Co., Ltd.)
Ranzan Plant (Toppan Packaging Service Co., Ltd.)
Sodegaura Beverage Plant (Toppan Packaging Service Co., Ltd.)
Kyushu Plant (Toppan Packaging Service Co., Ltd.)
Mito Plant (Toppan Prosprint Co., Ltd.)
Satte Plant (Toppan Packaging Products Co., Ltd.)
Kashiwa Plant (Toppan Decor Products Inc.)
Satte Plant (Toppan Decor Products Inc.)
Harima Plant (Toppan Plastic Co., Ltd.)
Kansai Bottling Co., Ltd.
Fukaya Plant (Toppan Packaging Products Co., Ltd.)Asaka Plant (Toppan Electronics Products Co., Ltd.)
Shiga Plant (Toppan Electronics Products Co., Ltd.)
Shiga Plant (Toppan TOMOEGAWA Optical Films Co., Ltd.)Mie Plant [Kameyama] (Toppan Electronics Products Co., Ltd.)Mie Plant [Hisai] (Toppan Electronics Products Co., Ltd.)
Niigata Plant (Toppan Electronics Products Co., Ltd.)
Kumamoto Plant (Toppan Electronics Products Co., Ltd.)
Toyama Plant (Toppan Electronics Products Co., Ltd.)
Toppan Technical Research Institute (Toppan Printing Co., Ltd.)
Sakado Distribution Processing Center (Toppan Logistics Co., Ltd.)
Sagamihara Plant (Toppan TDK Label Co., Ltd.)Takino Plant (Toppan TDK Label Co., Ltd.)
Fukushima Plant (Toppan TDK Label Co., Ltd.)
Gunma Plant (Tamapoly Co., Ltd.)
Sanda Plant (Tamapoly Co., Ltd.)
Tochigi Plant (Tamapoly Co., Ltd.)
Saitama Plant (Livretech Co., Ltd.)
Hino Plant (Toppan Media Printec Tokyo Co., Ltd.)
Zama Plant (Toppan Media Printec Tokyo Co., Ltd.)
Kochi Factory (Ortus Technology Co., Ltd.)

Total Waste Generationin Fiscal 2016 (tons)

Waste Recycled in
Fiscal 2016 (tons)

3,624
3,202
35,25924,398
763
6,765
9,547
959
6,137
1,862
276
3,268
11,434
17,423
3,014
6,630
372
6,101
134
3,141
4,884
3,380
3,390
9,080
526
119
218
500
1,711
178
5,237
423
503
5,415
547
77
1,763
61
277
502
2,581
2,462
5,343
5,404
100
439
1,198
450
412
2,166
3,032
2,990
2,265
6,721
657
246
1,241

2,054
4,558
6,618

2,054
4,553
6,587

Recycling Rate in
Fiscal 2016 (%)

Rank

100.00
99.90
99.53

S
S
S

3,620

99.88

S

3,202
35,25924,398
763
6,760
9,469
951
6,137
1,838
274
3,213
11,415
17,423
2,977
6,530
372
6,099
134
3,141
4,884
3,319
3,363
9,010
523
119
218
500
1,711
178
5,234
423
503
5,415
547
77
1,758
61
277
499
2,581
2,462
5,342
5,404
100
438
1,198
450
412
2,165
2,984
2,990
2,265
6,702
657
246
1,227

100.00100.00100.00100.00
99.93
99.18
99.14
100.00
98.71
99.30
98.33
99.84
100.0098.76
98.50
100.0099.98
100.00100.00100.00
98.20
99.21
99.23
99.42
100.00100.00100.00100.00100.0099.94
100.00100.00100.00100.0099.95
99.73
100.00

S
S
S
S
S
A+
A+
S
A
A+
A
S
S
A
A
S
S
S
S
S
A
A+
A+
A+
S
S
S
S
S
S
S
S
S
S
S
S
S

99.63

S

100.00100.0099.97
100.00100.0099.77
100.00
99.92
99.99
99.94
98.42
100.00100.00
99.73
99.95
99.85
98.88

S
S
S
S
S
S
S
S
S
S
A
S
S
S
S
S
A

Note:
The Toppan Group approves operational sites as zero-emission sites based on a three-level grading system according to their recycling rates.
S-rank site, recycling rate of 99.5% or over; A+-rank site, recycling rate of 99% or over and less than 99.5%; A-rank site, recycling rate of 98% or over and lessthan 99%.
Group sites satisfying any of the above criteria were approved as zero-emission sites in June 2017.

70

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Control of Chemical
Substances

Control of Chemical Substances
Basic Approach
The Toppan Group has formulated the following basic policies onand endeavors to reduce their usage and replace them withchemical substance control.

substitutes.

Toppan refrains from the use of hazardous chemical substances

Toppan monitors every chemical substance used within theas a basic rule. The Group may, however, resort to the use ofGroup’s business operations. The Toppan Group seeks to eliminate

no alternate technologies are available. Even when these latterproactive in constantly improving substance control methods as ahazardous substances when their use is legally permitted andobstacles to environmental conservation in advance by being

conditions apply, the Group appropriately controls the substancesbusiness operator.

Promotion Framework■ Promotion Structure
The Board of Directors is the highest-level body responsible for theactual implementation of conservation activities carried out at theirdirector to head the Ecology Center, an organization that oversees

the divisions.

sites and collaborate to propel environmental initiatives throughout

Toppan Group’s environmental management. The board appoints a

To accelerate the initiatives, these officers have set up Eco-

Toppan’s environmental conservation initiatives by supervising,evaluating, and verifying environmental activities undertaken

protection Promotion Committees, bodies composed of persons

Directors.

committees promote environmental conservation activities atrelevant to the environment across the departments. The

throughout the Group and reporting results to the Board ofGroup sites and manage progress. For advanced environmental

The Toppan Group has established an environmental

measures, the committees have convened multiple subcommittees

conservation framework in which the heads of every division,

to formulate necessary responses to specific environmental issues.

Group company, and operational site are positioned as theEnergy Subcommittees, for example, pursue energy-saving efforts topersonnel chiefly responsible for environmental efforts. These

help mitigate global warming.

heads appoint Environmental Management Officers to steer the■ Environmental Management Organization
Board of Directors
Director in charge of the Ecology Center
Ecology Center

Group companies

Toppan business divisions

Presidents

Division heads

Environmental Management Oﬃcers

Environmental Management Oﬃcers

Eco-protection Promotion Committees

Eco-protection Promotion Committees
Energy Subcommittees
Other subcommittees

71

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Control of Chemical
Substances■ Mechanism
The Toppan Group has established environmental management

the Toppan Group’s environmental conservation activities. The

systems (EMSs) based on ISO 14001.

evaluation results are assured by an audit firm (independent

A PDCA cycle of planning, support and operation, performanceassurance provider) and reported to the Board of Directors. The

evaluation, and improvement serves as a core part of the ISO

center discloses the verified performance data via the Toppan

14001-based EMSs to ensure ongoing improvement.

corporate website and other communication channels.

Group sites maintain their EMSs through management system

audits by ISO 14001 registrars, internal audits (of legal compliance)

ISO 14001 environmental management system certification (in Japanese)
https://www.toppan.co.jp/corporateinfo/our_suggestion/iso/iso14001.html

by the Ecology Center, and other internal environmental audits at
individual sites.

Independent Assurance Reporthttps://www.toppan.co.jp/library/english/csr/files/pdf/2018/csr2018_detail-en.pdf#page=85

The Ecology Center aggregates evaluations of environmental

performance as the organization responsible for overseeing■ Management Cycle under ISO 14001:2015
Internal andexternal issues

Context of the organization

Needs andexpectations ofinterested parties

Scope of the environmental management system
P
Planning
6.1 Actions to address risks and opportunities
6.1.1 General
6.1.2 Environmental aspects
6.1.3 Compliance obligations
6.1.4 Planning action
6.2 Environmental objectives and planning to achieve them
6.2.1 Environmental objectives
6.2.2 Planning actions to achieve environmental objectives

A

Leadership

Improvement
10.1 General
10.2 Nonconformity andcorrective action
10.3 Continual improvement

5.1 Leadership and commitment
5.2 Environmental policy
5.3 Organizational roles,
responsibilities and authorities

Performance Evaluation
9.1 Monitoring, measurement,
analysis and evaluation
9.1.1 General
9.1.2 Evaluation of compliance

9.2 Internal audit
9.2.1 General
9.2.2 Internal audit
programme
9.3 Management review

Support andOperation
7.1 Resources
7.2 Competence
7.3 Awareness7.4 Communication
7.4.1 General
7.4.2 Internal communication
7.4.3 External communication
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating
7.5.3 Control of documented
information
8.1 Operational planning andcontrol
8.2 Emergency preparedness
and response

D

C
Intended outcomes of the environmental management system■ Controlling Chemical Substances
The Toppan Group strives to reduce the consumption of chemical

substances, these standards list substances that are banned or

the environment. The Group continues reducing the consumption

reviews the list to assure chemical control and asks every supplier

restricted with regard to use as raw materials. Toppan regularly

substances in order to mitigate the impact of these substances on

to control the chemical substances listed.

of chemical substances designated under the Pollutant Release

For reduced VOC emissions into the atmosphere, the Groupand Transfer Register (PRTR) law of Japan and introducing safer

substitutes by setting priorities in terms of both the type and range

applies adequate treatment before discharge to ensure that thecontrolling chemical substances based on established managementlevels. Increasing efforts are also made to reduce the consumption

emission volumes and concentrations are controlled at appropriate

of application. Group production sites have also been appropriatelyof VOCs.

procedures.

The Toppan Group has formulated a set of Standards for theManagement of Chemical Components of Raw Materials governing

Toppan Group Standards for the Management of Chemical Componentsof Raw Materials (ver. 4.4)https://www.toppan.co.jp/library/english/corporateinfo/files/csr/2018/proc2018_en04.pdf

the substances and materials the Group purchases. Based onJapanese and international laws and regulations on chemical

72

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

The Environment
Environment
The
Control of Chemical
Substances*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Main Activities and Relevant Information

VOC Emissions into the Atmosphere■ VOC Emissions into the Atmosphere(subject to the environmental targets in Japan)(tons)
8,000

7,326

6,000

3,684

4,000

3,403

2,924

2,000
0

2008

2015

2016

2017 (ﬁscal year)

PRTR Data■ Chemical Substances Designated under the PRTR law of Japan(subject to the environmental targets in Japan)
PRTR No.

Chemical Substance

Handled(Unit: kg/year)

Released
1. Atmosphere

2. Water

Total
Transferred

3. Soil20

2-aminoethanol

23,821

0

0

0

0

44

Indium and its compounds

2,367

0

0

0

0

1

53

Ethylbenzene

21,448

1,170

1,170

0

0

569

59

Ethylenediamine

71

Ferric chloride

13,686

3,014

0

0

0

0

3,014

1,960,608

0

0

0

0

1,895,409

76

Epsilon-caprolactam

2,825

0

0

0

0

428

80

Xylene58,763

1,645

1,645

0

0

576
16,91087

Chromium and chromium (III) compounds

23,611

14

0

14

0

88

Chromium (VI) compounds

13,047

0

0

0

0

1,000

151

1,3-dioxolane

8,589

341

341

0

0

1,762

213

N,N-dimethylacetamide

1,769

106

106

0

0

255

243

Dioxins (mg-TEQ)

725

0

0

0

0

724

245

Thiourea

2,559

2

0

2

0

2,557

272

Copper salts (water-soluble, except complex salts)

311,962

438

0

438

0

129,790296

1,2,4-trimethylbenzene

88,592

5,558

5,558

0

0

3,738

297

1,3,5-trimethylbenzene

9,868

579

579

0

0

1,121
146,560

300

Toluene2,373,947

120,426

120,42600308

Nickel54,570

0

0

0

0

0

309

Nickel compounds

19,47640

4

018,406401

1,2,4-benzenetricarboxylic 1,2-anhydride

1,256

0

0

0

0

101

411

Formaldehyde

6,280

44

44

0

0

427
1,842

412

Manganese and its compounds

7,612

84

0

84

0

438

Methylnaphthalene

8,916

46

46

0

0

0

448

Methylenebis(4,1-phenylene) diisocyanate

39,734

0

0

0

0

0

5,044,636

130,459

129,916542

02,238,149

Total

Notes:
・Period covered: April 1, 2017–March 31, 2018
・Operational sites covered: Sites that handle more than 1.0 ton of Class I designated chemical substances per year (or specified Class I designated chemical
substances in excess of 0.5 tons per year)
・The total transfer is the sum of transfers into waste and sewage systems.

73

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Pollution Control

Pollution Control
Basic Approach
The Toppan Group has formulated the following basic policies on

and work relentlessly to address the case while taking necessary

Toppan positions pollution control as an important element ofrecurrence-prevention measures for similar operations throughout

pollution control.

actions to reliably prevent recurrences. Toppan will also implement

management. The Group places utmost priority on environmental

the Group. Proactive conservation activities will enable Toppan toconservation activities in its efforts to prevent pollution. In thedetect any signs of pollution and swiftly correct the problem at its

event that Toppan causes environmental pollution of any form, thesource.

Group will immediately publish the incident, disclose information,

Promotion Framework■ Promotion Structure
The Board of Directors is the highest-level body responsible for theactual implementation of conservation activities carried out at theirdirector to head the Ecology Center, an organization that oversees

the divisions.

sites and collaborate to propel environmental initiatives throughout

Toppan Group’s environmental management. The board appoints a

To accelerate the initiatives, these officers have set up Eco-

Toppan’s environmental conservation initiatives by supervising,evaluating, and verifying environmental activities undertaken

protection Promotion Committees, bodies composed of persons

Directors.

committees promote environmental conservation activities atrelevant to the environment across the departments. The

throughout the Group and reporting results to the Board ofGroup sites and manage progress. For advanced environmental

The Toppan Group has established an environmental

measures, the committees have convened multiple subcommittees

conservation framework in which the heads of every division,

to formulate necessary responses to specific environmental issues.

Group company, and operational site are positioned as theEnergy Subcommittees, for example, pursue energy-saving efforts topersonnel chiefly responsible for environmental efforts. These

help mitigate global warming.

heads appoint Environmental Management Officers to steer the■ Environmental Management Organization
Board of Directors
Director in charge of the Ecology Center
Ecology Center

Group companies

Toppan business divisions

Presidents

Division heads

Environmental Management Oﬃcers

Environmental Management Oﬃcers

Eco-protection Promotion Committees

Eco-protection Promotion Committees
Energy Subcommittees
Other subcommittees

74

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Pollution Control■ Mechanism
center discloses the verified performance data via the Toppan

The Toppan Group has established environmental management

corporate website and other communication channels.

systems (EMSs) based on ISO 14001.

The Ecology Center also manages the monitoring of soil andA PDCA cycle of planning, support and operation, performance

groundwater pollution, ascertains the results, and discloses theevaluation, and improvement serves as a core part of the ISO

details.

14001-based EMSs to ensure ongoing improvement.

Group sites maintain their EMSs through management system

audits by ISO 14001 registrars, internal audits (of legal compliance)

ISO 14001 environmental management system certification (in Japanese)
https://www.toppan.co.jp/corporateinfo/our_suggestion/iso/iso14001.html

by the Ecology Center, and other internal environmental audits at
individual sites.

Independent Assurance Reporthttps://www.toppan.co.jp/library/english/csr/files/pdf/2018/csr2018_detail-en.pdf#page=85

The Ecology Center aggregates evaluations of environmental

performance as the organization responsible for overseeing

the Toppan Group’s environmental conservation activities. The

Monitoring Soil and Groundwater Pollution
https://www.toppan.co.jp/library/english/csr/files/pdf/2018/csr2018_detail-en.pdf#page=78

evaluation results are assured by an audit firm (independent

assurance provider) and reported to the Board of Directors. The■ Management Cycle under ISO 14001:2015
Internal andexternal issues

Context of the organization

Needs andexpectations ofinterested parties

Scope of the environmental management system
P
Planning
6.1 Actions to address risks and opportunities
6.1.1 General
6.1.2 Environmental aspects
6.1.3 Compliance obligations
6.1.4 Planning action
6.2 Environmental objectives and planning to achieve them
6.2.1 Environmental objectives
6.2.2 Planning actions to achieve environmental objectives

A

Leadership

Improvement
10.1 General
10.2 Nonconformity andcorrective action
10.3 Continual improvement

5.1 Leadership and commitment
5.2 Environmental policy
5.3 Organizational roles,
responsibilities and authorities

Performance Evaluation
9.1 Monitoring, measurement,
analysis and evaluation
9.1.1 General
9.1.2 Evaluation of compliance

9.2 Internal audit
9.2.1 General
9.2.2 Internal audit
programme
9.3 Management review

Support andOperation
7.1 Resources
7.2 Competence
7.3 Awareness7.4 Communication
7.4.1 General
7.4.2 Internal communication
7.4.3 External communication
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating
7.5.3 Control of documented
information
8.1 Operational planning andcontrol
8.2 Emergency preparedness
and response

D

C
Intended outcomes of the environmental management system

75

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Pollution Control■ Preventing Pollution
The Eco-protection Promotion Committee at each Group site intreatment facilities designed to correspond to specific water

the applicable regulatory standards. The Toppan Group works to

Wastewater recycling systems have also been installed at

consumption and pollutant conditions at individual sites.

Japan sets in-house control standards that are more stringent thanElectronics plants that discharge effluents in significant amounts.

reduce environmental burden and prevent pollution by complying

By recovering and reusing wastewater via these systems, the plants

with these in-house standards.

have been working to reduce the levels of water consumption and

To prevent atmospheric pollution, the Group controls boilers

effluent discharge.

and other plant facilities responsible for air pollutants by managing

The Toppan Group also checks plant facilities subject to theoperations under appropriate combustion conditions. The Groupenhances the efficiency of effluent-gas treatment in plant facilities

Water Pollution Control Law in compliance with the regulatory

reusing recovered solvents and controlling combustion facilities

including those not subject to the law, to prevent groundwater

standards for structures. The Group will monitor every facility,

subject to requirements under the Air Pollution Control Act bypollution caused by the leakage of chemicals and other liquids. Any

appropriately.

equipment or components with undue wear will be replaced.

To prevent water pollution, the Group has installed wastewater■ Education■ Handling Inquiries and Complaints

Toppan arranges three types of training programs on pollution

The Toppan Group receives environmental inquiries andsites; specific operational training for every employee engaged in

information on corporate activities, on the Toppan corporate

control: general education for every employee at individual Group

complaints via “Inquiries,” a contact window for persons seeking

operations that cause or could potentially cause significant impact

website. The Ecology Center receives reports on these inquirieson the environment; and emergency drills to prevent the spread ofand complaints from the Public Relations Division and responds todamage in the event of a potential emergency.

them as the organization overseeing environmental conservation
activities across the Group.

Inquiries on Toppan’s activities
https://www.toppan.co.jp/en/inquiry/privacy_corporate.html

76

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Pollution Control

Main Activities and Relevant Information

Monitoring Soil and Groundwater Pollution■ Purification of Soil and Groundwater Pollution
Operational Site

DetailCurrent Progress

Itabashi Plant (Itabashi City, Tokyo)

Groundwater pollution by hexavalent chromium and toluene

Continuously monitored

Niigata Plant (Shibata City, Niigata)

Soil pollution by fluorine and fluorine compounds

Continuously monitored■ Soil Pollution Remediation for Redevelopment in Conformance with Applicable Laws, Regulations, and Ordinances

・The Soil Contamination Countermeasures Act of Japan requires

・Site reconstruction projects are occasionally subject to these

remediation work or other countermeasures in the event thatlegal demands. The Toppan Group has therefore conducted soil

a soil investigation detects soil contamination at a site during

investigations in accordance with the act and taken necessary

construction or demolition work of a certain scale (including soilcountermeasures when soil contamination has been detected at acontamination by natural sources in the environment).

Group site.

Chemical Substances Subject toRemediation

Remediation Measures

Former Itami Plant (Itami City,
Hyogo)

Lead, fluorine, and their compounds

Excavation and removal

Remediation completed

Former Gunma Plant (Oizumi,
Ora District, Gunma)

Hexavalent chromium, lead, selenium,
and their compounds

Excavation and removal;
purification ofgroundwater

Remediation work completed(Groundwater will be monitoredcontinuously up to November 2019.)

Operational Site

Current Progress

Preventing Pollution / Approach to Environmental Compliance■ Preventing Pollution

The Eco-protection Promotion Committee at each Group site intreatment facilities designed to correspond to specific water

the applicable regulatory standards. The Toppan Group works to

Wastewater recycling systems have also been installed at

consumption and pollutant conditions at individual sites.

Japan sets in-house control standards that are more stringent thanElectronics plants that discharge effluents in significant amounts.

reduce environmental burden and prevent pollution by complying

By recovering and reusing wastewater via these systems, the plants

with these in-house standards.

have been working to reduce the levels of water consumption and

To prevent atmospheric pollution, the Group controls boilers

effluent discharge. The Toppan Group also checks plant facilities

and other plant facilities responsible for air pollutants by managing

subject to the Water Pollution Control Law in compliance with

operations under appropriate combustion conditions. The Groupthe regulatory standards for structures. The Group will monitor

enhances the efficiency of effluent-gas treatment in plant facilities

every facility, including those not subject to the law, to prevent

subject to requirements under the Air Pollution Control Act bygroundwater pollution caused by the leakage of chemicals andreusing recovered solvents and controlling combustion facilities

other liquids. Any equipment or components with undue wear willappropriately.

be replaced.

To prevent water pollution, the Group has installed wastewater■ Approach to Environmental Compliance

As a preventive action against environmental pollution, theToppan has used the Group’s in-house environmental database forGroup also reviews drills for coping with potential emergencies andoperational sites across Japan to identify any risk of exceeding theaccidents during production operations whenever necessary.

limits stipulated under laws, ordinances, agreements, and otherCommunities around Toppan plants filed two complaints atapplicable regulations. Preventive measures against unduly highrisks have been taken to ensure that none of the regulatory limits

two sites in fiscal 2017. One involved noise and another involved

Despite these steps, two sites reported cases of excessive levels

has identified the plant facilities responsible for the noise andinconvenience to community members related to odor. The Groupare breached.

odor and taken measures to mitigate them. Toppan will continueof water contaminant (BOD) relative to the standards set underenhancing the quality of environmental management throughlaws, ordinances, agreements, or other applicable regulations inearnest dialogue with residents in surrounding communities.

fiscal 2017 (one case at each site). The Toppan Group has taken

immediate corrective measures for both cases, including steps toinspect plant facilities and revise the methods for facility control.
Since implementing these corrective measures, the Group has

Fiscal2017

Excessive Levels Relative toApplicable Legal Standards

Complaints

actions to reliably prevent recurrences. For water, Toppan has

Cases

2
(2 cases involving watercontaminant [BOD])2(1 case involving noise;
1 involving odor)

standardized newly adopted control procedures and taken otheridentified no problems with withdrawal volumes.

77

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Biodiversity

Biodiversity
Basic Approach
The Toppan Group has formulated the following basic policies on

to conserve biodiversity with preventative and adaptive methods

resources.

initiatives focus on cooperation with communities and various

biodiversity conservation and the sustainable use of biodiverse

formulated from long-term perspectives. These biodiversity

Toppan positions the conservation of biodiversity as an importantother stakeholders with links to biodiversity. The Group recognizes

element of management. The Group takes an assertive approachthat biodiversity conservation and the sustainable use of biodiverseto the sustainable use of resources by avoiding or minimizing theresources help mitigate global warming and alleviate otherimpact on biodiversity during raw material procurement operations.

environmental problems.

The Group also proactively undertakes social contribution activities

Promotion Framework■ Promotion Structure
The Board of Directors is the highest-level body responsible for theactual implementation of conservation activities carried out at theirdirector to head the Ecology Center, an organization that oversees

the divisions.

sites and collaborate to propel environmental initiatives throughout

Toppan Group’s environmental management. The board appoints a

To accelerate the initiatives, these officers have set up Eco-

Toppan’s environmental conservation initiatives by supervising,evaluating, and verifying environmental activities undertaken

protection Promotion Committees, bodies composed of persons

Directors.

committees promote environmental conservation activities atrelevant to the environment across the departments. The

throughout the Group and reporting results to the Board ofGroup sites and manage progress. For advanced environmental

The Toppan Group has established an environmental

measures, the committees have convened multiple subcommittees

conservation framework in which the heads of every division,

to formulate necessary responses to specific environmental issues.

Group company, and operational site are positioned as theEnergy Subcommittees, for example, pursue energy-saving efforts topersonnel chiefly responsible for environmental efforts. These

help mitigate global warming.

heads appoint Environmental Management Officers to steer the■ Environmental Management Organization
Board of Directors
Director in charge of the Ecology Center
Ecology Center

Group companies

Toppan business divisions

Presidents

Division heads

Environmental Management Oﬃcers

Environmental Management Oﬃcers

Eco-protection Promotion Committees

Eco-protection Promotion Committees
Energy Subcommittees
Other subcommittees

78

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Biodiversity■ Mechanism
The Toppan Group has established environmental management

the Toppan Group’s environmental conservation activities. The

systems (EMSs) based on ISO 14001.

evaluation results are assured by an audit firm (independent

A PDCA cycle of planning, support and operation, performanceassurance provider) and reported to the Board of Directors. The

evaluation, and improvement serves as a core part of the ISO

center discloses the verified performance data via the Toppan

14001-based EMSs to ensure ongoing improvement.

corporate website and other communication channels.

Group sites maintain their EMSs through management system

audits by ISO 14001 registrars, internal audits (of legal compliance)

ISO 14001 environmental management system certification (in Japanese)
https://www.toppan.co.jp/corporateinfo/our_suggestion/iso/iso14001.html

by the Ecology Center, and other internal environmental audits at
individual sites.

Independent Assurance Reporthttps://www.toppan.co.jp/library/english/csr/files/pdf/2018/csr2018_detail-en.pdf#page=85

The Ecology Center aggregates evaluations of environmental

performance as the organization responsible for overseeing■ Management Cycle under ISO 14001:2015

Context of the organization

Internal andexternal issues

Needs andexpectations ofinterested parties

Scope of the environmental management system
P
Planning
6.1 Actions to address risks and opportunities
6.1.1 General
6.1.2 Environmental aspects
6.1.3 Compliance obligations
6.1.4 Planning action
6.2 Environmental objectives and planning to achieve them
6.2.1 Environmental objectives
6.2.2 Planning actions to achieve environmental objectives

A

Leadership

Improvement
10.1 General
10.2 Nonconformity andcorrective action
10.3 Continual improvement

5.1 Leadership and commitment
5.2 Environmental policy
5.3 Organizational roles,
responsibilities and authorities

Performance Evaluation
9.1 Monitoring, measurement,
analysis and evaluation
9.1.1 General
9.1.2 Evaluation of compliance

9.2 Internal audit
9.2.1 General
9.2.2 Internal audit
programme
9.3 Management review

Support andOperation
7.1 Resources
7.2 Competence
7.3 Awareness7.4 Communication
7.4.1 General
7.4.2 Internal communication
7.4.3 External communication
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating
7.5.3 Control of documented
information
8.1 Operational planning andcontrol
8.2 Emergency preparedness
and response

D

C
Intended outcomes of the environmental management system■ Promoting the Conservation of Biodiversity
The Toppan Group established a Basic Policy on Biodiversity inin conservation activities organized in site neighborhoods byApril 2010 to pursue biodiversity conservation. A set of Paper

environmental NPOs and local governments.

Procurement Guidelines for the Sustainable Use of Forest

The Toppan Group works with a number of stakeholders,

Resources was also formulated in September 2011 to step up

including employees, to conserve biodiversity throughout Japan andspecific conservation measures.

the rest of the world.

Concrete initiatives have been carried out through two

Basic Policy on Biodiversity (in Japanese)
https://www.toppan.co.jp/library/japanese/csr/files/pdf/2013/
biodiversity.pdf

approaches: biodiversity conservation at Group sites andconservation outside the sites. In the former initiatives, Toppan

employees and their families promote biodiversity conservation

Toppan Group Paper Procurement Guidelines for the Sustainable Use ofForest Resources (second edition) (in Japanese)
https://www.toppan.co.jp/library/japanese/corporateinfo/files/csr/2014/proc2014_06.pdf

within site premises in cooperation with external environmental
experts. In the latter, employees and family members take part

79

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Labor Practices

Fair Operating
Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Biodiversity

Main Activities and Relevant Information

Approaches to Forest Management Certification■ FSC® and PEFC Certification (as of July 5, 2018)
FSC®: Forest Stewardship Council
PEFC: Programme for the Endorsement of Forest Certification Schemes
Organization

Country

Information & Communication Division, Toppan Printing Co., Ltd.

Japan

Environmental Design Subdivision, Living & Industry Division, Toppan Printing Co., Ltd.

Japan

Toppan Cosmo, Inc.

Japan

Satte Plant, Toppan Decor Products Inc.

Japan

Chubu Site, Environmental Design Subdivision, Living & Industry Division, Toppan Printing Co., Ltd.

Japan

Nishinihon Site, Environmental Design Subdivision, Living & Industry Division, Toppan Printing Co., Ltd.

Japan

Hiroshima Office, Environmental Design Subdivision, Living & Industry Division, Toppan Printing Co., Ltd.

Japan

Takamatsu Office, Environmental Design Subdivision, Living & Industry Division, Toppan Printing Co., Ltd.

Japan

Toppan Forms Co., Ltd.

Japan

Takiyama Plant, Toppan Forms Central Products Co., Ltd.

Japan

Fussa Plant, Toppan Forms Central Products Co., Ltd.

Japan

Kawamoto Plant, Toppan Forms Central Products Co., Ltd.

Japan

Hamamatsu Plant, Toppan Forms Tokai Co., Ltd.

Japan

Shizuoka Plant, Toppan Forms Tokai Co., Ltd.

Japan

Nagoya Plant, Toppan Forms Tokai Co., Ltd.

Japan

Osaka Sakurai Plant, Toppan Forms Kansai Co., Ltd.

Japan

Kyushu Plant, Toppan Forms Nishinihon Co., Ltd.

Japan

Toppan TDK Label Co., Ltd.

Japan

Living & Industry Division, Toppan Printing Co., Ltd.

Japan

Kansai Living & Industry Subdivision, Nishinihon Division, Toppan Printing Co., Ltd.

Japan

Chubu Division, Toppan Printing Co., Ltd.

Japan

Mito Plant, Toppan Prosprint Co., Ltd.

Japan

Higashinihon Subdivision, Higashinihon Division, Toppan Printing Co., Ltd.

Japan

Hokkaido Subdivision, Higashinihon Division, Toppan Printing Co., Ltd.

Japan

Kyushu Subdivision, Nishinihon Division, Toppan Printing Co., Ltd.

Japan

Chugoku & Shikoku Subdivision, Nishinihon Division, Toppan Printing Co., Ltd.

Japan

Tosho Printing Co., Ltd.

Japan
Organization

Country or Region

Toppan Interamerica Inc.（PA）USA

Toppan Interamerica Inc.（GA）USA

Toppan Europe GmbH (London)UK

Toppan Security Printing Pte. Ltd.

SingaporeToppan Europe GmbH (Barcelona)

Spain

Siam Toppan Packaging Co., Ltd.

ThailandToppan Europe GmbHGermany

Toppan Excel (Hong Kong) Company Limited

Hong Kong

Toppan Forms

Hong Kong

Toppan Vintage Limited

Hong Kong

Toppan Win Label Company Limited

Hong Kong

Toppan Yau Yue Paper Products Limited

Hong Kong

Toppan Leefung Printing Limited

PRC

Shanghai Toppan Advertising Co., Ltd.

PRC

Toppan Forms (HK) Ltd.

PRC

Toppan Leefung Changcheng Printing (Beijing) Co., Ltd.

PRC

Toppan Leefung Packaging & Printing (Dongguan) Company Limited

PRC

Toppan Leefung Printing (Shanghai) Co., Ltd.

PRC

Toppan Leefung Printing Limited

PRC

Toppan Win Label Printing (Dongguan) Company Limited

PRC

80

FSC

PEFC

FSC

PEFC

TOPPAN Sustainability Data 2018

Organizational
Governance

Human Rights

Fair Operating
Practices

Labor Practices

Consumer Issues

Community
Involvement andDevelopment

TheThe Environment
Environment
Biodiversity

ECO-GREEN Purchasing
Fiscal Year

2013

2014

2015

2016

2017

Number of
Cases

2,484

2,867

2,811

2,949

3,046

Note: ECO-GREEN is a toilet paper composed of about 50% used Cartocan
paper.

81

TOPPAN Sustainability Data 2018

Group Business Outline
Corporate Profile

Group Profile

Corporate namePresident & Representative Director

Toppan Printing Co., Ltd.

Shingo Kaneko

Head office

Number of employees (nonconsolidated)

1, Kanda Izumi-cho, Chiyoda-ku,

9,699 (as of the end of March 2018)

Tokyo 101-0024, Japan

Phone: +81-3-3835-5111
Established1900

The Toppan Group (“the Group”) comprises
Toppan Printing Co., Ltd. (“the Company”) and
182 related companies (155 subsidiaries and27 affiliates) engaged in manifold businesses
in three fields: Information & Communication,

Number of employees (consolidated)

Living & Industry, and Electronics.

51,210 (as of the end of March 2018)

Detailed information on related companies

Capital (nonconsolidated)can be found in the financial statements posted

104.9 billion yen

on the Toppan website.
http://www.toppan.co.jp/ir/material/report.html（in Japanese）

Business Fields

Information & Communication

Providing solutions to enhance thevalue of information and deliver it

effectively to customers who requiresmooth communication.

Living & Industry

Electronics

Providing a wide range of products andUsing advanced technology andservices to create living environmentsthat offer comfort and peace of mind.

manufacturing capabilities to develop
products related to displays andsemiconductors.

82

TOPPAN Sustainability Data 2018

Group Business Outline

DATA■ Net Sales

1,452.7 billion yen■Consolidated ■Nonconsolidated(billion yen)

2,000
1,500

1,532.0

1,000

1,526.9815.7

1,474.6

781.5

1,431.5

2013

2014

2015

2016

(billion yen)(billionyen)(billionyen)

Information &Communication
856.3（59％）

2017(ﬁscal year)Japan
1,205.5（83％）■ Net Income■Consolidated ■Nonconsolidated■Consolidated ■Nonconsolidated

52.2 billion yen

15
0

45
30

30
7.7
2013

2014

17.0

12.7

10.1

6.8

2015

2016

2,152.7 billion yen/2.0%(billion yen)

52.2

51.6

48.5

40.8

35.7

■ Total Assets & Return on Assets (ROA)

42.2 billion yen(billion yen)

45

Other regions
71.2（5％）

Living &Industry
398.2（27％）■ Operating Income

60

Asia, excluding Japan
175.9（12％）

831.6

500
0

■ Net Sales by Region

Electronics
198.2（14％）

1,452.7

845.4

773.6

■ Net Sales by Business Field

20.6 19.2

2017(ﬁscal year)■ Net Assets & Return on
Equity (ROE)

2013

32.5

30.7

22.8
11.1

15
0
-5

42.2

35.2

2014

(billion yen)
2,500
2,000

1,712.3

1,500

1.2

1,000

6.5

2015

-1.4
2016

1,876.5
1.8

0
-1.0

2013

2014

2015

1,000

1,082.8

913.1

750

1,066.8
3.8

3.9
3.3

(billion yen)

5.0

100

4.0

80

72.1

63.2

64.9

72.0

20

3.0

60
40

250

1.0

20

5

0

0

0

0

2.7

2013

2014

2015

2016

2017
(ﬁscal year)■ Number of Employees

50,00048,99946,70550,705

51,21040,000

2013

2014

2015

0

8,604
2013

8,900
2014

8,993
2015

9,551
2016

2013

2014

17.9

19.3

19.4

2016

2017
(ﬁscal year)

15

2016

2017
(ﬁscal year)

2015

Company-wide positions
1,356

Electronics
9,948

Information &Communication
27,85230,00020,00010,00019.0

10■Consolidated ■Nonconsolidated
48,751

19.8■ Number of Employees by
Business Field (consolidated)

51,210(billion yen)2017
(ﬁscal year)

25
76.1

2.0

2.7

500

2016

■ R&D Expenses(billion yen)

(%)

3.0
2.0

0

(billion yen)

1,303.6

2.0

1.0

19.4 billion yen

1,171.9

1.7

1.2

1,303.6 billion yen/3.9% 72.0 billion yen

1,250

1,997.9

(%)
4.0

500

2017
(ﬁscal year)■ Capital Expenditure

1,994.6

2,152.7

9,699

Living &Industry
12,0542017(ﬁscal year)

83

TOPPAN Sustainability Data 2018

Independent Assurance Report

Toppan is authorized to attach the mark on the left as a testament to the reliability of the sustainability information presented in thisSustainability Data 2018 report . Any report bearing this mark meets the Sustainability Reporting Assurance and Registration Criteria
established by The Japanese Association of Assurance Organizations for Sustainability Information.

84

TOPPAN Sustainability Data 2018