Contents

Introduction

Management

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

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

Human Assets
Basic Approach
Approach

Mindful of how deeply we depend on our employees, we strive

Human Asset Development
Programs
SystemFostering Managerial Talent
Training, education

We are systematically nurturing human assets with theto foster employees who will one day go on to create new

The Human Resource Development Center in the Personnel &experience and competence necessary to occupy managerial

knowledge and skills. The TOPPAN Group has been nurturing

Labor Relations Division coordinates with persons in charge of

positions with a view to sustaining and enhancing ourworking environments and a corporate culture ideal for thehuman asset development across departments throughout theorganizational competitiveness.

sustainable growth of individuals and TOPPAN as anGroup to institute personnel training programs. These programs

organization that contributes to society.

are organized systematically around TOPPAN UNIVERSITY, aand pool talent that will drive our business portfolio

We value our employees as human capital, that is, as

A wide variety of programs have been arranged to foster

platform that strives to foster leaders while supporting the skill

transformation. Seamless rank-based training programs are

precious “human assets.” We are convinced that maximizing theand career enhancement of employees through basic andorganized to nurture personnel with the qualities of future

value of human assets will generate human-led innovation thatspecial programs, leader development programs, and personalleaders, both male and female, across all age groups.

drives our business growth.

empowerment programs. The center deploys the Human

The TOPPAN Group Human Rights Policy calls for

Through these systematic programs, we continue to develop

Resource Development Laboratory (HRDL) as an R&D base tohuman assets who are ready to succeed senior management.

appropriate personnel treatment based on individual work

study, research, and verify ideal programs for personnel

The fostered managerial talent will spearhead the reinforcement

performance to motivate employees to perform to their fullinnovation that inspire self-transformation and expandof a management structure that addresses business shifts andpotential. We provide diverse personnel development programs

individual potential and abilities to create new value.

secures the sustainable development and management stability

as learning platforms where human assets can develop abilities
suited to their individual jobs and careers.

Annual employee questionnaires on personnel developmentof the Group.

measures have been organized at Toppan Inc. since fiscal 2012.
Employees’ appetite for learning, evaluations of the measurescurrently practiced, and opinions on workplace support forlearning have been collected and shared with all of the officers
as important data to be used in the design of new development
programs. Of 9,500 respondents in fiscal 2022 (RR 90.5%), 7,912(83.3%) employees evaluated personnel measures as favorable.

30

Sustainability Report 2023

Contents

Introduction

Management

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

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

Systematic Human Asset Development Programs
Respect for human beings

A core management principle since our foundation in 1900

Human asset
development policy

Mindful of how deeply we depend on our employees, we will foster human assets who will one day go on to create new knowledge and skills. We will nurture
working environments and a corporate culture ideal for the sustainable growth of individuals and TOPPAN as an organization that contributes to society.

Approach to human asset
development

1) Individual growth engenders our growth and individual competitiveness engenders our competitiveness.
2) Fostering self-directed individuals: We will foster self-directed human assets who take the initiative in value creation.
3) Creating excellent collective knowledge: We will nurture distinguished personnel who generate excellent collective knowledge that enhances decision-making
and actions across the Group.

Ideal human assets and organization

A human asset who accurately understands and proactively practices the principles of our Purpose & Values and an(Human assets to be fostered within the Group)

organization that makes decisions and acts based on excellent collective knowledge.

Three key competencies

1 Communication skills

2 Enhanced sensitivity

3 High aspirations

R&D at HRDL

Self-transformation & new-value creation
Sensitivity
ResearchGroup

Neuroscience
Research GroupArt Innovation
Research Group

Physiological
Condition
Research Group

SDGs ResearchGroup (throughBuddhist teachings)

Kanosei
Art Project

Universe andAstronomy
Research Group

Airin
Blue ProjectTechnology
Research Group

Philosophy
Research GroupLDP-S(senior)Selective programs
Skills programs
Head-oﬃcedivision-based
training

Rank-based programs
Selective programs
Skills programs
Head-oﬃce-division-based
training

Training for new division managers

Rank-based programs

New sales personnel
reinforcement programs

Variousoverseas
study
programs

Oﬃcer training

Traineesystem*LDP: Leader development program

Basic sales training

Global leadershipprograms―abroad

Training for new oﬃcers

Global leadership programs―advanced

General training for plant managers

Administration

Global leadership programs―basic3Training for new plant managers

Manufacturing
Production
management

LDP-M(middle)Training for department
managers―advanced

Technology
Research

Practical
communication
workshop2

Training for new department managers

Sales
Planning

LDP*-J(junior)Manager training―advanced

We will・oﬀer education to develop individuals who can contribute tocorporate growth and the development of society at large;
・provide quality training programs for motivated individuals;
・arrange practical programs in alignment with actual job duties; and・respect and support the independence and personal empowermentof our human assets.

Next-generation executive training programs
Next-generation leader development programs

GLOBAL

1

Manager training before assignment
Groupwide training for new managers

Training policy

3

External training
programs

Supervisor training―advanced

Overall structure

Training for new employees
Training for mid-career hires

Note: A virtual platform for engaging in personnel development and training programs
fashioned in an accessible, university-style. Not a formal university within the Group.

President Maroʼs innovation program
Programs to nurture future business creators
Social innovation programs
Comprehensive MBA essentials program

Training for new supervisors

Mindful of how deeply we depend on our employees, we will foster human assets whowill one day go on to create new knowledge and skills. We will nurture working
environments and a corporate culture ideal for the sustainable growth of individuals
hand in hand with our growth as an organization that contributes to society.

2

Training for 3rd-year employees

Purpose of establishment

Training for 2nd-year employees

Purpose, Structure & Training Policy

Composition of Groupwide basic education, rank- & job-based
training courses, selective leader development programs, and apersonal empowerment platform supported by the infrastructure of
the Kawaguchi and Yugawara Training Centers, TOPPAN VR
Online Training Center, and Career Navigator (online portal
providing comprehensive information on personnel development)

Executive management
programs
LEADER
Cross-industrial
exchange programs

Rank- & job-based courses TOPPAN history; TOPPANʼs Purpose & Values; Human rights training; Compliance; Information security; Safety, health, and ﬁre protection; Mental healthcare
Early career planning

OJT

Trainer training system

Rotation system
Challenging Job System

Groupwide compulsory
training (e-learning programs) Training on Executive
eﬀectivebusiness
Career Navigatordata
schoolBasic Internal webpages on
utilization
courses human asset development

Human Resource Development Laboratory (HRDL)TOPPAN VR Online Training Center

Personal empowerment

Key themes

D&I
programs

Subscription-based training courses(Manabi-hodai “all-you-can-learn buﬀet” library)Group training / E-learning programs / Assessment / External
training program / Open seminars / Digital technology training

Correspondence-learning courses / E-learning programs
Liberal arts (general knowledge, sensitivity); Diversity;
Skills for global businesses; various other subjects

31

Careerdevelopment& jobtransfer
programs
ESG
programs

MOT & DX programsGroupwide
Programs for
Programs
programs
encouraging
to enhance to strengthen
employees
technologicaldigitalto acquire digital
capabilities
knowledge
technology
foundations
certiﬁcations
Digital technology
e-learning platform

Basic training
on digital marketing(as of September 2023)

Sustainability Report 2023

Training before overseas
assignment

Leader Development
Advance―Shaping the Future1
Shaping the Future

Contents

Introduction

Management

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

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

Fostering Human Assets Active inthe DX Arena
SystemTraining, education

for their individual jobs and career plans. We also provide
employees with the opportunity to train for Microsoft Azure
certifications, as well as a cloud-service training program to

Activity results, performance data

equip employees with the skills required for Amazon Web

We are enriching training platforms for digital knowledge andServices (AWS) certifications (run jointly with Amazon Web

skills to expand the DX skills of human assets across positions

Services Inc., the world’s most broadly adopted cloud platformand departments throughout the Group. We nurture an

provider). New courses to acquire data science certificationsorganizational culture that emphasizes continuous learning, inand learning programs on AI and deep learning were introduced

the recognition that constant self-improvement and deeper

in fiscal 2022 to further upgrade our digital education

knowledge beyond the expectations of customers will be key incurriculum with a view to fostering personnel who will advancethe digital era.

the digital transformation.

A learning platform for subscription-based training on ore details on the Data on DX Human Asset Development Programs
M(See page 40)

digital technology has been developed to keep human assets
constantly up to date on the latest digital knowledge necessary

DX Training Based on Digital Literacy● SupervisoryA leader guiding other human assets● Fluent human asset with practicalAknowledge or experience● GeneralA human asset with basic generalknowledge needed to develop therequired skills● Inexperienced

Digitally challenged

Training System

An assortment of programs for acquiring the knowledge and skills needed to perform the assigned jobs, empowerment programs for career development, and various
other programs suited to individuals at different digital-literacy levels

Groupwide compulsory courses

Literacy Level

Digital learning platform

Cloud course

Licensing exams & specialist courses

Acquire the latest high-quality digital

Microsoft Azure training programs and original・D igital marketing training

necessary manner through department-

Amazon Web Services Inc. (AWS, the world’s

・Generalist certifications

knowledge and skills in a timely and

TOPPAN training programs designed jointly withbased training and personal empowerment

No.1 cloud platform provider) to convey essential

programs

knowledge for digital business and prepare*Selectable from 7,300 courses on Udemy and140 courses on Aidemy

・AWS certification (introductory)

・Data scientist certifications
・DX business certifications

employees to acquire AWS and Azure
certifications

・AWS certification (intermediate)・Microsoft Azure certifications

32

Sustainability Report 2023

Contents

Introduction

Management

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

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

Fostering Human Assets Active in
the SX Arena
SystemTraining, education

Activity results, performance data

in Fukushima Prefecture, an area affected by the Great East
Japan (Tohoku) Earthquake. In total, 1,748 employees havevisited Fukushima in nine separate years. We also run an
ongoing Social Innovation Program and Kanosei Art Project

Since 2013 we have been organizing training programs to foster(kanosei means “potential” in Japanese) to develop innovative

human assets adept in sustainable transformation (SX) as

businesses with a balanced approach to solving social issues

members of a group of corporations that creates social value andand creating economic value. Our goal is for the human assets

contributes to a sustainable society through environmental,

fostered in these initiatives to contribute to our social innovationsocial, and governance (ESG) initiatives.

businesses.

We continue to dispatch employees on fieldwork programs

DX Human Asset Fostering Programs
Program

Personnel dispatches to
JICA-JOCV

Cumulative
No. ofParticipants

Launched inConcept & Outline

2013

To foster human assets who will be able to lead Japanese society and theJapanese economy based on the objective viewpoints they have gained bycomparing Japan’s industrial, legal, and other systems with those in overseas
countries where they have worked

A program for developing innovative businesses that take a balanced approach to solving social issues and creating
economic value

A total of 1,748 employees (incl. 434 online participants) who have visited Fukushima since 2013

Social Innovation Program

2013“Advance—Shaping the
Future”

2014

Fieldwork program for
managers in Fukushima

2015

To equip employees with creative thinking abilities they can apply to thedevelopment of innovative next-generation businesses that balance solutions
to social issues with economic value creation
To create networks and drive the integrated strengths of the Group byencouraging employees to think and act independently and explore “what
TOPPAN can do to solve social challenges”

33

17

Expanded Organizations and Work
We have established organizations that drive social

innovation programs. The human assets fostered bythose organizations contribute to the programs.

● Apr 2016 Social Business Center
1,748● Jan 2018 Social Innovation Center● Apr 2020 Social Innovation Subdivision● Apr 2023 Social Innovation Center*

430*Organizational change

867
481

Sustainability Report 2023

Contents

Introduction

Management

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

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

Fostering Human Assets Active in
the Global Arena
SystemTraining, education

We have been hiring non-Japanese individuals and arranging
frequent personnel exchanges between overseas Group
companies as part of an overall effort to adapt to our more

Structure for Fostering Global Human Assets
Stage 1-3: Personnel engaged inoverseas business

Developing global human assets
within the HR system

globalized business operations.
We believe that human assets can thrive in global businessarenas when they are business literate and have the requisitebusiness communication skills and overseas experience, alongwith advanced language skills and cross-cultural competencies.

Assignhuman assets

Stage 3
Seniorleaders inglobal business(senior management)

We work to visualize qualified personnel and formulate training
plans to nurture them.
The annual language-proficiency assessment identifies the

Database

Stage 2
Leaders in global business(managers)

global business potential of the TOPPAN workforce andestimates how many personnel should be assigned to the

Fosterhuman assets

Identify
human assetsinternational operations of the Group. Based on the assessment
results, we are fostering global personnel through a humanStage 1resource (HR) system that encourages employees to participate

Candidates for leaders in global businessin various global business programs, acquire basic literacy and(supervisors, non-managerial staff)

knowledge required for overseas business in fields such asaccounting and finance, and gain experience outside of Japan
via dispatch beyond borders.

Stage 0Non-managerial staff not involved in overseas business

34

Sustainability Report 2023

Contents

Introduction

Management

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

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

Research and Development at
HRDL

Our three-level approach to personnel development isbelieve that human assets can innovate and create new value

shown in Figure 1. At the first level, we seek continuous

when they are better able to recognize non-quantifiableimprovement in training programs through a PDCA cycle. At thecognitive attributes such as sensitivity and non-verbal

second, the training effectiveness and efficiency gained at theunderstanding. We are forging ahead with medium- and long-

In April 2017 we launched the Human Resource Development

first level are maximized with human resource (HR) technology

term research and development projects in cooperation with

Laboratory (HRDL), an R&D base to study, research, and verify

and various other technologies. At the third, we study, research,outside experts.

ideal programs for personnel innovation. The fields of interestand verify ideal methods to stimulate human asset innovation.

Activity results, performance data

In its work at the third level, the HRDL aims to produce anrange from neuroscience and brain research to physiologicaloriginal personnel development model by applying the lab’s

condition analyses and business support technologies.

advanced approaches to the existing training system at the first

The HRDL applies interdisciplinary expert knowledge fromlevel.

outside of the Group to design original personnel development

The HRDL embraces sensibility and non-verbal dimensions

models that promote self-transformation and inspire individuals
to fulfill and expand their potential and abilities. The researchby transcending the verbalized dimensions in which

outputs are expected to spur TOPPAN’s brand new value creation.

conventional training programs are organized (see Figure 2). We

Systematic R&D at HRDL in 2023 (for innovative human asset development)

Figure 1: Three-level Approach to
Human Asset Development

Self-transformation: Fulfill and expand
individual potential and abilities
Neuroscience
Research Group(Understand and exploit
brain functions)Physiological Condition
Research Group
Technology
Research Group(Understand and exploit
physical functions)

Sensitivity
Research
Group
Transcend
subjectivity
and enhancesensitivity

Create new value
by fusing art,
culture, andtechnology

SDG
Research
Group

Apply
Buddhistteachings tobusiness

Kanosei(potential)
Art Project
Collaborate
withborderlessartists

Heightendisasterprevention
awareness,
cultivate
leadership, andlearn thesignificance ofdecisionmaking*Deep exploration into dimension D

3rd level

Scientific approach via
HRDL-designed models
Designing original advanced
models to fulfill and expand
individual potential and abilities

D

The world we neither perceive
nor feel (unknown, non-verbal
dimension)

C

The world we feel (sensory
and nonverbal dimension)

B

The world
we recognize(verbaldimension)

Digging deeper into knowledge

2nd level

Approach to new value creation
Airin Blue
Project

Figure 2: Dimensions Covered by HRDL

Exploring knowledge(Augment human functions
with technologies)

Art
Innovation
ResearchGroup

Human Resource Development Laboratory

Universeand
Astronomy
ResearchGroup

Apply learningin spacescience andastronomy tobusiness

Philosophy
Research
Group
Encourage
philosophicalreflection to
pursue thenature ofthingsReinforced foundation 2.0 with
HR technology
Shifting to individualized
support with technologies andmacro-based learning
environments

Standardization
Optimization

Deepening knowledge

1st level

PDCA cycle for continuous
improvement in personnel
development systems

Concentrated
investment

35

Hypothesis
verification ofadvancedmodels
+Accelerated
implementationin existing
training
programs

Enhancedcreativity often
generated byshifting backand-forth
between verbal
and nonverbal
dimensions

A

Dimension
covered by
HRDL

The world
we live in(verbaldimension)

Dimension
covered byconventional
training
programs

Value creation by transcending
assumption framesD

Sustainability Report 2023

C

B

A

Contents

Introduction

Management

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

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

R&D Efforts at HRDL (1)R&D Efforts at HRDL (2)R&D Efforts at HRDL (3)Neuroscience Research Group

Physiological Condition Research Group

Philosophy Research Group

Neuroscience Research Group that studies ways to apply

maintaining and enhancing the health of human assets andaccomplish three things: to explore ways to leverage

neuroscience knowledge to human asset development. The

enabling higher performance and work efficiency. We have

philosophical viewpoints to devise personnel training programs;

research group aims to develop the individual talents needed for

adopted an innovative approach to personnel development by

to encourage human assets to leverage philosophical knowledge

accelerated corporate growth and the creation of a better society.

entering an advisory contract with Dr. Hideyuki Negoro, aand knowhow to contemplate the nature of things and to apply

Its forefront brain science programs seek to improve thelecturer of medicine at the Harvard Medical School and a

the wisdom gained to business scenarios; and to seek ways

performance and communication skills of human assets byvisiting professor at the Sorbonne University School of Medicine.

TOPPAN personnel can apply philosophical principles towards

shedding new light on the mechanisms of human learning,

The Physiological Condition Research Group set up with Dr.

the creation of new services, solutions, and businesses. The

We are collaborating with DAncing Einstein, Co., Ltd. to form a

We are advancing health management as a means of

We launched a Philosophy Research Group in 2022 to

Negoro has produced Around-the-clock Tips for Betterknowledge and knowhow attained from philosophy have many

Performance , a self-care video to help employees look after theirimplications for the business of the day. Human assets will

specialized knowledge in the form of assessments based onown mental and physical health. Drawing from Dr. Negoro’s

become more adept in pursuing the nature of things by

neuroscience. When preparing to lecture new recruits, internal

expertise in healthcare, this easy-to-understand, animated video

approaching challenges in business, in society, and in their own

instructors learn how to model their lectures and lecture

explains certain things that a businessperson can do in the

lives with insights learned from the latest philosophicalmaterials around the cognitive processes of the learners. This

course of a day to stay in better shape. The video demonstrates

principles.

approach seeks to improve the recruits’ understanding of thegood living routines to follow in the morning, afternoon, and

The Philosophy Research Group has joined the Universe

content they are learning in the training sessions.

evening by describing basic mechanisms of the body, such as

and Astronomy Research Group in a series of training sessions

the clock genes and body clock.

to help managers think from macrocosmic perspectives. The

behavior, emotions, and thinking.
Some of the training sessions for new employees encompass

The research group also uses neuroscience knowledge tounravel human emotions and memory systems and explore ways

We have also sought guidance from Dr. Negoro in theto encourage employees to meet the needs of their workplaces

development of a smartphone app that monitors user wellness

deeply and capture the essence of things based on philosophicalby taking on new challenges as action-ready personnel.

around-the-clock. Employees in many positions, from new hires

knowledge. The sessions sought to promote the acquisition of

to managers, use the app in rank-based training to keep track of

thinking skills needed for the attainment of balanced

daily behaviors such as sleep quality, steps taken, and meals

perspectives and a clear view of the actions expected of futureeaten. The app is also social, with gamified features that get

CEO candidates.

trainees to enhance their performance by competing to learn
good habits.

trainee managers learned how to question the world more

Looking forward, the research group will be exploring thestyles of personnel development TOPPAN envisions for the
future from philosophical perspectives. Wide-ranging findings
from other HRDL research groups will be integrated to create
new value and further innovate the activities at the laboratory.

From a training
session to learn
philosophical views(in Japanese)

From the forefront brain science
programs (upper right and bottom;
in Japanese)

36

Sustainability Report 2023

Contents

Introduction

Management

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

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

R&D Activities at HRDL
Program

Neuroscience
ResearchGroup

Launchedin2017

Concept & Outline・A program to apply neuroscience knowledge to human asset development, established with
DAncing Einstein, Co., Ltd. Aims to develop individual talent necessary for corporate growth
and the creation of a better society.

Results・D esigned a forefront brain science program that seeks to improve employee performance and communication skills by shedding new lighton the mechanisms of human learning, behavior, emotions, and thinking; opened the program to client companies for a fee to share theexpertise with wider society.
*F orefront brain science program: 388 participants (total for 16 terms), Forefront brain science program—advanced: 122 participants (total for 5 terms),
Mindfulness & stress management program: 286 participants (total for 12 terms)

・I ncorporated neuroscience knowledge into training sessions for new hires and personnel during their first three years of employment(attended by a total of 7,971 participants, as of July 2023).
・Studied clues on the actions to take in response to new challenges; summarized the findings in a video and art installation for employees.

Physiological
Condition
Research
Group

2017

 roduced Around-the-clock Tips for Better Performance and Breath Control & Tips for Optimal Sleep, Exercise, and Diet, self-care videos・A program to provide human assets with accurate knowledge and skills for maintaining sound ・P
designed to help all Toppan Inc. employees look after their own mental and physical health; a total of 17,503 views (as of July 2023).
mental and physical health, designed with contracted advisor Dr. Hideyuki Negoro, a lecturerof medicine at the Harvard Medical School and a visiting professor at the Sorbonne University ・T eamed up with Dr. Negoro to develop a smartphone app that helps employees manage their own mental and physical health; used the
School of Medicine. The gains in mental and physical health achieved through the program
app in rank-based training sessions for a total of 6,159 participants, from new hires to managers (as of July 2023).
will promote the health management of the Group by improving individual performance and・D eveloped the 3D Stress Check & Support, a comprehensive system for businesses that automatically prescribes tailored support forenhancing work efficiency.
individuals based on the results of mental-health risk screenings.

Technology
Research
Group

2020

・A
 program to nurture human assets who create new value by broadening their human
functions through technology and expanding their individual potential and abilities.

Sensitivity
Research
Group

2018

・A
 program that seeks to unleash creativity and link it with innovation by enhancing sensitivity,
 eld interactive employee workshops in which participants worked with non-verbal dimensions such as smell, color, physical expression,
designed with external research institutions specialized in the human senses, primarily sound ・H
sensitivity engineering, perception, and hearing.
and scent. Researches spatial designs and develops sensitivity-enhancing programs to allow
human assets to merge their human sensitivity into business.

Art Innovation
Research
Group

2018

・A
 program to create new value by fusing art, culture, and technology through an industryuniversity collaborative course established with Kyoto University. Seeks to formulate aninnovative value-creation scheme that enhances the creativity of human assets bytranscending their subjectivity through the logic of artists.

SDG Research
Group

2019

・A
 program designed with the Yoi-Otera Research Institute (yoi otera means “good temples” in ・Produced Buddhist Teachings in Business , an animated video to be viewed across the Group.
Japanese) to develop an approach to human asset development that applies Buddhist・O rganized online fieldwork programs to guide senior managers on virtual visits through the Zenko-ji temple in Nagano and Koyasan
principles to business scenarios. Incorporates Buddhist teachings into employee training tosacred mountain in Wakayama, Japan. The participants learned about the meaning and significance of work and the roles required ofengender innovative ways of thinking about work in modern society, the value of a corporation,
senior management with a thematic focus on the moral values of a corporation.
the concept of being oneself, etc.
・Held internal seminars hosted by monks to present Buddhist principles applicable to business scenarios.

Kanosei Art
Project

2018

・C ontinued to arrange training programs in which new and experienced employees explored ways to add value to the works of borderlessartists (attended by more than 2,700 participants since 2018).
・A project to develop a business model that links a social benefit (the greater independence of・H eld offline and online exhibitions in temples in Kyoto from 2018 to 2021, attracting many visitors from around the world and increasing
persons with disabilities) with an economic benefit (earnings for the Group) using TOPPAN
temple visits overall (e.g., by 1.4 times from fiscal 2017 to fiscal 2018).
technologies that add value to the works of borderless artists, and to foster the next generation
・Selected 50 artworks to be shown at the 2023 exhibition based on in-house votes cast by 4,248 employees and officers in 2021.
of leaders in the process.
・W on the Grand Mécénat Award for the project at the Japan Mécénat Awards 2022 organized by the Association for Corporate Support of
the Arts of Japan.

Airin Blue
Project

2019

・A project to remind people of the value of life through the daily replenishment of flowers inbloom at the final resting place of Airi Sato, a child who perished in Ishinomaki, Miyagi
Prefecture in the tsunami caused by the Tohoku Earthquake. The flowers signify the need fordisaster preparedness and effective action when a disaster strikes, in honor of Airi’s memory.

・H eld an internal seminar on individual preparations to save lives; presented a lecture on the leadership required during disasters anddisaster prevention activities.

Universe andAstronomy
Research
Group

2021

・A
 program to encourage human assets to apply learning and findings from space science andastronomy to business scenarios for new value creation. Encourages employees to think on amacrocosmic scale: thinking broadly, taking in the big picture, and gaining deeper insights
into the futures to which they aspire.

・D eveloped the Space Innovation Framework, a thinking method for new value creation.
・W orked with the Philosophy Research Group on the utilization of the Space Innovation Framework for manager training with a view tofostering thinking skills that generate balanced perspectives and actions; organized training for new division managers to reaffirm two
qualities required in a leadership candidate: a broad, long-term viewpoint and the personal principles of a frontrunner.
・Held employee seminars on space science and culture.

Philosophy
Research
Group

2022

・A
 program with three objectives: to explore ways to leverage philosophical viewpoints in the・H eld training sessions for supervisors to foster inner wisdom (the ability to see the nature of things) and a clear understanding of adesign of training programs for human asset development; to encourage human assets tosupervisor’s roles as a member of the Group that creates social value.
apply the knowledge, knowhow, and inner wisdom (the ability to contemplate essences)learned from philosophy to business scenarios; and to seek ways TOPPAN personnel can・Held internal seminars on philosophical thinking for a deeper questioning of the world in the pursuit of the essence of things.
apply philosophical principles towards the creation of new services, solutions, and businesses.

・D eveloped a business-plan creation support system that compares and proposes business models using a combination of AI and financial
expertise in 2021; incorporated the system into TOPPAN’s in-house personnel training on frontier business creation in the same year.

・D eveloped the Art Innovation FrameworkTM, a thinking method that systematizes the logic of artists to spur the generation of new ideas inbusiness; made an animated video on this framework.
・A rranged an Art Innovation Framework program for managers to transcend subjectivity and create new value; encouraged supervisors toleverage the framework to plan ideas at selective training programs for creating new businesses.
・I mplemented business ideas born from Art Innovation Framework programs as prototypes to be verified on a small scale.
・Held internal seminars focused on the fusion of art, culture, and technology to create new value.

37

Sustainability Report 2023

Contents

Introduction

Management

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

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

R&D Results at HRDL in 2022 (1)R&D Results at HRDL in 2022 (2)universal perspective acquired from the findings of spacescience and astronomy. By combining these with its existing Art

Grand Mécénat Award 2022 for Kanosei Art Project

Innovation Frameworks with Art, Buddhism, andSpace

Innovation Framework, the laboratory has established a series

The Kanosei Art Project (kanosei means “possibility” inJapanese) was organized in fiscal 2018 as an activity that uses

The Human Resource Development Laboratory (HRDL) was

innovation through perceptive thinking in the realms of art,

TOPPAN technologies to add value to the works of borderlessestablished in 2017 as an R&D base committed to the study,

Buddhism, and space science/astronomy.

artists. The project seeks to develop a business model that links

research, and verification of ideal programs for personnel

Advantages of the Buddhism Innovation Framework

solutions to social issues (the greater independence of persons

innovation. In 2020 the laboratory developed the Art Innovation

・Recognize egoism and altruism

with disabilities) with an economic benefit (earnings for the

FrameworkTM, a thinking method that systematizes the logic of・Realize the meaning and significance of work

Group). The next generation of leaders at TOPPAN is expectedartists to spur the generation of new ideas in business. The

・Redefine ways of living

to emerge in the process.

research fields at HRDL are comprehensive, encompassing

Advantages of the Space Innovation Framework

The project received the Grand Mécénat Award at theof systematized thinking methods that drive personnel

neuroscience, brain research, physiological condition analyses,

・Expanded thought

Japan Mécénat Awards 2022, an event sponsored by the

space science, astronomy, and the teachings of Buddhism.

・Long-term thinking

Association for Corporate Support of the Arts of Japan. The

Human assets experienced with self-transformation and・Firm determination

association commended the Kanosei Art Project for developing

expanded abilities through HRDL programs have already

The trio of innovative frameworks will be applied to personnela sustainable scheme that combines economic activities withcreated various forms of new value.

training programs to enhance individual capabilities in creating

solutions to social issues and innovating a personnel

The laboratory has recently developed two innovative

new value and to develop prolific value creators within thedevelopment function through employee participation in aframeworks with Buddhist principles and space science—aGroup. Now that personnel development programs encompass

pioneering business model.

Buddhism Innovation Framework that seeks to achieve self-

the new Buddhism and Space Innovation Frameworks, we are

We will work withtransformation with Buddhist insights and a Space Innovationconsidering models to sell them commercially to externalvarious allies to sustain thisFramework that pursues ways of thinking that encourage humanparties.

project and stay on track asassets to create new value by seeing things from a long-term,a social value creator.

Modeling the logic of artists to apply the creative process to business

Art Innovation FrameworkTM

38

Sustainability Report 2023

Contents

Introduction

Management

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

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

TOPPAN VR Online Training
CenterActivity results, performance data

Development Laboratory (HRDL), an online facsimile of thephysical-world laboratory.
Employees can visit the virtual HRDL to check the research
results from the lab’s two projects and eight research groups andTraining Programs with Digital
Technology
Activity results, performance data

We leverage VR and other forefront technologies for humanto learn the specialist knowledge of the HRDL researchers by

We have upgraded our online training programs by leveraging

asset development.

viewing in-house seminar videos. One series of videos describes

digital technology in ways that transcend the mere substitution

In 2021 we launched the TOPPAN VR Online Training

the art, Buddhism, and space frameworks adopted for personnelof face-to-face training. In fiscal 2021 we launched the TOPPAN

Center as a global education platform that seamlessly connects

development based on research findings under the three

VR Online Training Center to provide new hires with virtual

digital and real spaces for coming generations. Employees frominnovation frameworks. Another prominent title is Around-the-work experiences at web-based training sessions. A year later

across the world think of it as an online station where they canclock Tips for Better Performance , an animated video to help

the center introduced training activities in the metaverse togather and meet with a wide diversity of people from within andhuman assets look after their own mental and physical health.

facilitate virtual communication that feels more tangibly real. All

outside of the Group. We seek to integrate knowledge and

The virtual laboratory also presents artworks from the Kanosei

new employees were invited to a Kawaguchi Plant VR Tour inproduce innovations through this optimized VR training

Art Project and outputs from training session participants

the metaverse at the beginning of fiscal 2023. Participants

environment.

produced by harnessing research group findings.

experienced workplace hazards from an operator’s point of view,

The training center operates two virtual venues. One is theReal and VR learning infrastructures are now available at

as transmitted through standalone VR goggles. Embodied within

VR Koishikawa Head Office Building, an online facility where

TOPPAN. Employees can tour our facilities remotely and catch

realistic avatars of themselves, new hires shook hands with theirvisitors can experience virtual tours of Toppan Hall and theup on the latest knowledge at any time and from any distance.

virtual peers and gave high-fives in an experientially expanded

Printing Museum, Tokyo. The other is the VR Human Resource

communication space. The outcomes of the training have guided
us towards more sophisticated uses of digital technology inother rank-based training programs.

39

Sustainability Report 2023

Contents

Introduction

Management

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

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

Human Asset Development Initiatives

Activity results, performance data

Human Asset Development Expenditure(Toppan Inc.)

Fiscal 2022 Data on Human Asset Development Programs (TOPPAN Group)
Program

Expenditure on Training, etc. per Employee

OutlineNo. of Participants(cumulative)

Fiscal 2018

67,383 yen

4,412

Fiscal 2019

64,654 yen

Fiscal 2020

53,637 yen

Fiscal 2021

56,070 yen

Fiscal 2022

64,937 yen

Rank-based programs

A set of programs for acquiring the knowledge, skills, and mindsets employees will need in their careers, mainly
for new postings.

Leader development programs

A series of selective training programs to foster leaders of tomorrow, including a program for creating frontierbusinesses and a program for developing human assets active in global business arenas.

Personal empowerment programs

A series of self-initiated programs that give Groupwide employees the choice of what they learn. Three learning
styles are available.

13,509TOPPAN Business School

Diverse courses that cover wide-ranging subjects from basic knowledge and skills in business to advanced
specialist skills. Offered in online-group and e-learning settings and in a course that dispatches trainees tobusiness schools outside of the Group.

1,726

Manabi-hodai (all-you-can-learnbuffet) e-learning library

A subscription-based program with 187 courses and no limits placed on the time or place of learning or how
often the courses can be repeated.

8,773

Participants in Leader Development Programs

3,010(Cumulative total for fiscal 2021-2022, TOPPAN Group)

Challenge School

Correspondence-learning courses for acquiring business knowledge and skills.

592

Groupwide basic education

E-learning programs to give every Group employee the opportunity to learn requisite business knowledge.

143,046

Human asset map for global
business

An annual language-proficiency assessment to gauge foreign language competency at the Groupwide level andto count and rank the human assets with high aptitude for global business. The top-scorers will be fosteredunder an upcoming mid-to-long-term development plan as personnel expected to be indispensable for the global
growth of the Group.

Selective training on global businessA program to equip employees with fundamental skills for global business such as linguistic aptitude, crosscultural competency, and consensus building.

45

Trainee system

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

90*1

JICA Japan Overseas Cooperation
Volunteers

A trainee system to dispatch Group employees to emerging and developing countries.

17*1

Short-term open programs at IMD

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 business schools) in Lausanne,
Switzerland to acquire practical training in leadership, the tenacity required to follow through on projects tocompletion, and other capabilities required in global business.

19*1

Data on DX Human Asset Development Programs (TOPPAN Group)
DX basic training

OutlineNo. of Participants in Fiscal 2022

An e-learning program for acquiring basic knowledge and essential skills for DX business.

Level

3,052

*1 Cumulative total since fiscal 2013

Program*Average training hours per employee taking part in human asset
development programs in fiscal 2022 (incl. individual training held at thebusiness divisions and divisions): 81.7 hours

8,889*2

Management
Class

Supervisors

ProgramBusiness innovation(intermediate/advanced)

320

Management literacy (advanced)

403

Management literacy(intermediate)

1,320

Total

2,043

Business innovation(elementary)

894

Management literacy(elementary)

699

Total

1,593

Generalemployees

Business innovation (basic)

2,507

Total

2,507

Employees at
all levels

Global leader development
Total

A program focused on basic-level training for employees seeking to become AWS-certified cloudpractitioners. Trainees come not only from the digital departments, but also the sales, planning, andtechnology departments, to acquire cloud knowledge and skills.

Udemy / Aidemy

A set of MOOCs with the latest digital training content for department-based training and personal
empowerment training through online digital learning platforms.

1,531

Co-learning

A one-year, cross-departmental program to convey the latest knowledge and practical skills acrossthe entire digital marketing field.

200*AWS-certified employees: 1,527(as of March 2023)*2 DX basic training was launched in fiscal 2021.

40

230
230

Sum total

2,441 (total for fiscal 2021-2022)

Training for acquiring
AWS-certifications

Total(cumulative)

Sustainability Report 2023

6,373

Contents

Introduction

Management

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

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

Information on Employees at Toppan Inc.

Activity results, performance data

No. of Employees (as of March 31) (Toppan Inc.)
Directors
Fiscal 2018
Fiscal 2019
Fiscal 2020
Fiscal 2021
Fiscal 2022

Total Employees

Management Class

Supervisors

Average Tenure

Average Age

Male

18

7,974

2,282

1,891

15.4

44.0

Female

1

2,019

89

319

9.0

35.5

Male

15

8,123

2,366

1,908

15.1

44.5

Female

1

2,207

101

378

8.9

35.8

Male

14

8,294

2,449

1,879

14.9

44.8

Female

2

2,436

109

419

8.7

35.9

Male

7

8,347

2,485

1,865

14.7

45.0

Female

2

2,604

120

455

8.7

35.9

Male

7

8,190

2,511

1,793

15.3

45.3

Female

2

2,709

149

522

8.9

36.1

Sum Total Employees

Part-time Workers

Dispatched Staff

9,993

233

249

10,330183

375

10,730133

436

10,951

153

584

10,899113

639*The total number of employees includes the number of part-time workers who have shifted to indefinite-term employment.
*The average tenure: 20.8 years for male employees and 10.9 years for female employees, based on tallying periods of less than one year in month units, with the pre-retirement tenures of re-employed employees added.

Employees by Age-group (as of March 31) (Toppan Inc.)
Sex

Total
Employees

Management
Class

Supervisors

971

0

0

2. 30-50 years old

4,394

1,170

1,706

3. Over 50 years old

2,609

1,112

185

1. Below 30 years old

687

0

0

Age-group
1. Below 30 years old

Male
Fiscal2018

Female 2. 30-50 years old

Male
Fiscal
2019

Sex

Male
Fiscal2020

Age-group

Total
Employees

Management
Class

Supervisors

1. Below 30 years old

1,051

0

0

2. 30-50 years old

4,111

1,178

1,656

3. Over 50 years old

3,132

1,271

223

1. Below 30 years old

873

0

0

1,149

57

297

1,302

66

390

3. Over 50 years old

183

32

22

3. Over 50 years old

261

43

29

1. Below 30 years old

987

0

0

1. Below 30 years old

1,105

0

0

2. 30-50 years old

4,209

1,158

1,686

2. 30-50 years old

4,024

1,230

1,642

3. Over 50 years old

2,927

1,208

222

3. Over 50 years old

3,218

1,255

223

1. Below 30 years old

770

0

0

1. Below 30 years old

966

0

0

1,224

66

350

1,347

77

427

213

35

28

291

43

28

Female 2. 30-50 years old
3. Over 50 years old

Female 2. 30-50 years old

Male
Fiscal2021

Female 2. 30-50 years old*Every indicator assured by an independent assurance provider is marked with an assurance stamp

3. Over 50 years old

.

41

Sex

Male
Fiscal2022

Age-group

Total
Employees

Management
Class

Supervisors

1. Below 30 years old

1,080

0

0

2. 30-50 years old

3,843

1,249

1,574

3. Over 50 years old

3,267

1,262

219

1. Below 30 years old

1,007

0

0

1,368

96

486

334

53

36

Female 2. 30-50 years old
3. Over 50 years old

Sustainability Report 2023

Contents

Introduction

Management

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

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

No. of Recruits (Toppan Inc.)

Regular recruitment of
new graduates fromuniversities and graduate
schools

Sales,
administration,etc.
Technical

Regular recruitment of new graduates fromhigh schools and colleges of technology

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

Fiscal 2023

Male

102

115

109

105

90

103

Female

86

100

98

123

105

123

Male

86

108

109

128

138

139

Female

45

55

54

53

63

75

Male

6

4

5

3

6

10

FemaleTotal no. of regular recruits(percentage of women)

30

29

355
（45.4％）

Mid-career recruitmentof experienced personnel(outside recruitment)

29411（44.8％）

404（44.8％）

26

29

24

438
（46.1％）

431（45.7％）

474（46.8％）

Male

46

51

61

100

110

−

Female

13

17

36

42

46

−

Three-year Retention Rates for Recruits(Toppan Inc.)
Male

FemaleHired on April 1, 2020

223

181

Still with the Company as of April 1, 2023

187

164

83.9%

90.6%

Retention rates
Average for male and female employees

86.9%

Percentage who leave the Company within
three years

13.1%

Announcing the Mid-career Hiring Rate
Toppan Inc. discloses the ratio of mid-career hires (both outside
recruitment and indefinite-term employment of persons

Reasons for Leaving (Toppan Inc.)
Sex
Male
Personal reasons*1
FemaleRetirement*2
Other
Total
Annual turnover rate

Age-group

previously on fixed-term contracts) to the total number of
Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

regular employees in accordance with the Japanese Act on

Fiscal 2022

70

94

44

89

104

2. 30-50 years old

104

105

49

71

111

3. Over 50 years old

39

57

42

57

63

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

1. Below 30 years old

50

50

25

58

90

22%

24%

29%

29%

2. 30-50 years old

40

37

25

32

38

3. Over 50 years old

2

4

4

9

10

Male

124

180

174

247

1

Female

8

5

0

17

4
107

Male

90

90

92

92

Female

3

6

6

10

12

Male

427

526

401

556

386

FemaleComprehensive Promotion of Labor Measures, and of

1. Below 30 years old

103

102

60

126

154

5.2%

5.9%

4.3%

6.1%

4.8%

Employees, and Enrichment of Their Working Lives.

Publication date: October 1, 2023

*1 Eight female and 43 male employees who departed for personal reasons in fiscal 2022 took advantage of the Company’s support system for employees who
leave the Company to pursue new careers.
*2 The retirement age has been extended to 65 in some employment categories since fiscal 2022.

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

42

Sustainability Report 2023

Contents

Introduction

Management

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

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

Information on Employees at
the TOPPAN Group

Employees by Age-group (Japan Consolidated)

No. of Employees (Japan Consolidated)
Sex

Directors

Total
Employees

Management Class

Supervisors

Sum Total
Employees

Male

371

27,769

5,318

5,442

35,049Female

17

7,280

345

993

Percentageof women

4.4%

20.8%

6.1%

15.4%

RegionSex

Asia(excluding
Japan)

Male

146

8,845

972

Female

11

5,703

409

EuropeNorth
America
Latin
America
Middle East
AfricaOverseas
consolidated

Total
Employees

Management Class

Male

46

1,414

176

Female

9

530

72

Male

27

1,312

229

Female

5

731

95

Male

0

88

8

Female

0

16

5

Male

0

3

1

Female

0

3

2

Male

0

10

0

Female

6

18

1

Male

219

11,672

1,386

Female

31

7,001

584

Management Class

Supervisors

1. Below 30 years old

3,829

1

5

Male

2. 30-50 years old

13,565

2,498

4,226

3. Over 50 years old

10,373

2,819

1,211

1. Below 30 years old

2,075

0

6

Female2. 30-50 years old

3,540

207

834

3. Over 50 years old

1,667

138

153

Age-group

Sum Total
Employees

14,548
1,944

RegionAsia(excluding
Japan)

Sex

Male

Male

104
EuropeNo. of Employees (Consolidated)

1. Below 30 years old

2,111

15

2. 30-50 years old

5,177

702

3. Over 50 years old

1,156

256

1. Below 30 years old

1,334

11

2,909

310

3. Over 50 years old

513

87

1. Below 30 years old

185

2

2. 30-50 years old

862

111

3. Over 50 years old

367

63

1. Below 30 years old

122

7

306

53

3. Over 50 years old

102

12

1. Below 30 years old

181

6

2. 30-50 years old

544

75

3. Over 50 years old

587

148

Age-group

Female 2. 30-50 years old

28
18,673

Management
Class

Female 2. 30-50 years old

2,043

6

Total
Employees

Male
North
America

1. Below 30 years old
Female 2. 30-50 years old

Sex

Directors

Total
Employees

Management Class

Supervisors

Male

590

39,441

6,704

5,442

Female48

14,281929

993

Percentageof women

7.5%

26.6%

12.2%

15.4%

3. Over 50 years old

Sum Total
Employees

85

1

282

37

364

57

Male
Latin
America

Male
Middle East

Male
Africa28

0

2. 30-50 years old

54

8

3. Over 50 years old

60

1. Below 30 years old

5

0

10

4

3. Over 50 years old

11

1. Below 30 years old

00

2. 30-50 years old

20

3. Over 50 years old

11

1. Below 30 years old

1

0

1

1

3. Over 50 years old

11

1. Below 30 years old

20

2. 30-50 years old

50

3. Over 50 years old

30

1. Below 30 years old

1

0

13

0

Female 2. 30-50 years old

Male
Overseas
consolidated

3. Over 50 years old

41

1. Below 30 years old

2,507

23

2. 30-50 years old

6,644

896

3. Over 50 years old

2,120

468

1. Below 30 years old

1,548

19

3,521

405

985

159

Female 2. 30-50 years old
3. Over 50 years old

Employees by Age-group (Consolidated Total)
Sex

Female43

1. Below 30 years old

Female 2. 30-50 years old

Male

.

Management
Class

Age-group

Female 2. 30-50 years old

53,722*Every indicator assured by an independent assurance provider is marked with an assurance stamp

Total
Employees

Sex

Employees by Age-group (Overseas Consolidated)

No. of Employees (Overseas Consolidated)
Directors

Total
Employees

Sex

RegionTotal
Employees

Age-groupManagement
Class

Supervisors

1. Below 30 years old

6,336

24

5

2. 30-50 years old

20,209

3,394

4,226

3. Over 50 years old

12,493

3,287

1,211

1. Below 30 years old

3,623

19

6

2. 30-50 years old

7,061

612

834

3. Over 50 years old

2,652

297

153

Sustainability Report 2023

Contents

Introduction

Management

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

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

No. of Turnover (Japan Consolidated)

No. of Recruits (Japan Consolidated)
Sex

New Graduates andMid-career Recruitment

Sex

Male

1,044

Male

1,378

864

Female646

Female467

367

No. of Recruits (Overseas Consolidated)
Sex

New Graduates andMid-career Recruitment

Asia (excluding
Japan)

Male

2,488

Female

1,386

Male

167

Female85

North America
Latin America
Middle East
AfricaOverseas
consolidated

Male

335

Female

159

Male

17

Female1

Male1

Female2

Male2

Female

5

Male

3,010

Female1,638

No. of Recruits (Consolidated Total)

Resignations for
Personal Reasons

No. of Turnover (Overseas Consolidated)

RegionEuropeTotal
Resignations

RegionSex

Total
Resignations

Resignations for
Personal Reasons

Asia (excluding
Japan)

Male

1,774

1,216

Female

1,222

825

Male

161

115

Female6456EuropeNorth America
Latin America
Middle East
AfricaOverseas
consolidated

Male

306

212

Female

132

98

Male

3

2

Female

3

1

Male

0

0

Female

0

0

Male

2

1

Female

0

0

Male

2,246

1,546

Female

1,421

980

No. of Turnover (Consolidated Total)

Sex

New Graduates andMid-career Recruitment

Male

4,054

Male

3,624

2,410

Female2,284Female

1,888

1,347

Sex

Total
Resignations

Resignations for
Personal Reasons

44

Sustainability Report 2023