CSR Report 2010
DNP GroupTop Message

A Trusted Company that Meets the Expectations of Society

DNP will greet the 135th anniversary of its predecessor,
Shueisha ‘founded in 1876’ in October of this year. Shueisha
was registered as a joint-stock company in 1894, making ours
the 27th longest-running corporation in Japan.
While DNP was founded with publication printing as itscore business, since the post-war period we have strived forthe development and application of printing technology into avariety of fields, thereby expanding its operations to include
areas such as packaging, decorative materials, electronics,
and information media supplies. Currently our business fields
are diversified to the life sciences and energy businesses.
DNP’s goal in each era since its founding has been toaccurately ascertain society’s needs and the issues, andthen to offer own unique solutions. This approach has itself
contributed to the sustainable growth of our company, and is
the embodiment of our founding principle of “contributing to thedevelopment of society” and always “conducting our businessin a way that meets the expectations of society.” Our unstinting
efforts in this regard form the substance of DNP’s CSR.
In last year’s report I outlined DNP’s three corporate
responsibilities to society. First, “Value Creation.” This can be
the reason a company exists as a corporate entity. Second,“Integrity In Conduct.” The responsibility of a company to ensure fairness and impartiality in its value creation processes.
The third responsibility is “Accountability,” which improves thetransparency of a company’s activities from the viewpoint of
stakeholders.
I believe that by fulfilling these responsibilities we canmeet society’s expectations and improve public trust of ourcompany. Substantive development of this CSR approachrequires that we make active progress in CSR demanded bysociety as well as those which we ourselves deem important.
This progress must be regularly evaluated, and requires systematic efforts that call for greater success. Of these efforts,
this year’s CSR Report provides particularly detailed explanations of our actions concerning the 10 Social and Economic
Topics (P15-18) and 9 Environmental Topics (P63-64). We
at DNP are improving the quality of our CSR by steadfastly
operating the PDCA (Plan, Do, Check and Action) cycle.

1

Top Message

DNP began its redevelopment of Ichigaya district of Tokyo

for investment and other items, based upon the CSR efforts

in February 2010. For the past 125 years Ichigaya has been

made by companies, have been made by a number of “sociallyour central business location, and is where our specialized

responsible investment” (SRI) firms. DNP has been selectedpublication printing plant, as well as headquarters, sales

for inclusion in the upper levels in various such rankings, anddivisions, and other units, are found. The publishing field

is also included in the majority of SRI indices. In a corporate

is currently on the verge of a major transition. Our Ichigaya

ethics survey of Japanese companies conducted by Trans-

plant, which is our major production facility for books andparency International Japan, an international anti-corruption

magazines, is in the process of making the change from

NGO, DNP came in at fourth place. I believe that such highthe short-term large-volume magazine production role itappraisals are the result of our gaining successes one-by-

has played up to now to small-lot multiproduct on-demand

one in our CSR efforts, which are based upon many years

printing, and is also adapting to the handling of media mixof TAIWA with society. Such evaluations meet the very highapplications, including e-books. DNP is making improve-

expectations of society regarding our behavior as a company,

ments to our Ichigaya production base so as to respond to

and we believe it is incumbent upon us to continue to produce

the demands of the era, and also is seeking to improve its

more such great results in the future.

new solution provision function by consolidating our sales
and planning departments, which currently are distributed

During a time of great waves of social and technologicalthroughout the metropolitan areas. This is one of our strate-transformation the ability to continue to provide new value

gies for strengthening the “Value Creation” capacity as we

requires our organization to continue to enhance our capacity

look toward the future.

to respond, and also that every individual in our organization

In order to bring this project to fruition we have repeatedlysought to engage in TAIWA (Japanese for “dialogue”) withis capable of challenging issues of increasing complexity andsophistication.

community residents and governmental bodies so as to gain

Therefore, DNP is currently moving toward a radical

their understanding of the significance of the redevelop-

transformation in employee workstyles, encouraging eachment and its benefits for the local community. We consider

individual employee to review his or her work habits up tothorough TAIWA vital to making progress in our redevelop-

now with the goal of becoming more efficient, productive andment effort. We have already begun the widening of local

independent. We anticipate that by encouraging employees tostreets, the burying of electrical cables, and the greening of

use the personal time created through this transformation to

our neighborhood, and once the redevelopment has been

engage in voluntary independent study or by gaining experi-

completed we will have achieved a good balance between

ence deepening their connection with society, we will cultivate

green space and offices and production facilities. We havecapable personnel who maintain broader perspectives on thegiven the name “Ichigaya Forest” to this green space, whichworld. We have put in place a variety of systems to create

we offer to everyone in the community as a place to engage

support for a balance between work and family life so as toin communion with nature.

give strong impetus to workstyle diversity, which will help us

DNP issued the “Biodiversity Declaration” in March 2010

to realize this goal. In addition, we have also poured efforts(see P55), and we believe that improving the quality of theinto social contribution activities at both the corporate andIchigaya Forest ecosystem is a means of contributing to thispersonal level.

effort. In addition, we hope to go further toward meeting the
expectations of the local community by including the culturaland sports facilities in the redevelopment plan.

Each and every employee at DNP shares our company’s
founding mission of contributing to the development of society.
We shall continue to work hard at creating values so as to be

A variety of rankings of our company’s CSR have beena trusted company that meets the expectations of society.

publicized based upon surveys taken by a number of mass
media companies. In addition, evaluations of appropriatenessPresident

DNP Group CSR Report 2010

2

DNP Corporate Profile (as of March 31, 2010)
Company Name

Dai Nippon Printing Co., Ltd.

Head Office

1-1, Ichigaya-Kagacho 1-chome, Shinjuku-ku

Established

October 1876

Capital114.464 billion yen

Employees

10,539 (Non-consolidated)Tokyo 162-8001, Japan

39,643 (Consolidated)
Sales OfficeTel: +81-3-3266-2111
URL http://www.dnp.co.jp/

49 locations in Japan
20 locations overseas (including local affiliates)

Main Plants

58 domestic plants
12 overseas plants (including affiliates)

R&D Facilities

12 locations in Japan

Editorial Policy
The matters discussed in this Report are arranged according to two
categories, “Matters of Importance to Society” and “Matters of Importance to DNP.” The Report focuses on matters of strong importanceboth to society and to DNP. Please refer to our website (http://www.
dnp.co.jp/eng/csr) for related information not contained in this report.

• Opinions and requests expressed by readers of the 2009
report• Content of questions in CSR
Survey conducted by news organizations and others * andSRI (Socially Responsible Investment)• The 10 Principles of the UN
Global Compact• Social issues comprising theframework of ISO26000 (pending)• Social issues listed in the GRI
Guideline

We have sought to provide a clearer picture of these activities by including the words of those actually in charge ofthe various efforts.

[Matters of Importance to Society]We examined the following inmaking our selection:

With the goal of ensuring objectivity in the evaluation of ouractivities, we have invited Co-Chair Saburo Kato of the Japan Association of Environment and Society for the 21stCentury to comment on this year’s Report and provide advice concerning future reports. In addition, we have elicitedstakeholder comments concerning individual matters.

ReportInternet[Matters of Importance to DNP]
These are items considered important
based upon the DNP Management
Concept/Vision for the 21st Century
and the DNP Group Code of Conduct.

* Sustainable Asset Management, Center for Public Resources Development, The Japan Research Institute, Limited, The Good Bankers Co., Ltd.,
Mitsubishi UFJ Research and Consulting Co., Ltd., Integrex Inc., Carbon
Disclosure Project, Nikkei Inc.

To ensure the reliability of the information in our Environmental section, we submitted it to a third-party review
conducted by the Ernst & Young ShinNihon Sustainability
Institute Co., Ltd. Also, the report was granted the Environmental Report Assurance and Registration Mark according
to the “Environmental Report Assurance and Registration
Mark Standards” established by the Association of Assurance Organizations for Sustainability Information.
In compiling this report, we have referred to the Global Reporting Initiative’s “Sustainability Reporting Guidelines
Version 3.0” and the Japanese Ministry of the Environment’s “Environmental Reporting Guidelines (2007
edition),” and have sought to disclose the important environmental data necessary to environmental reportcertification.

Report Categories

3

DNP Management Concept/Vision for the 21st Century and the DNPGroup Code of conduct

P 7-11

Corporate governanceP 13-14

Business contributing to the resolution of social issues

P 21-28

Compliance with laws and social ethics

P 29-30

Information security and personal information protection

P 31-32

Promotion of social responsibility in the supply chain

P 33-34

Proper disclosure of information

P 35-36

Realization of a ‘universal society’

P 37-38

Ensuring the safety and quality of our products and services

P 39-40

Creating a vibrant workplace

P 41-48

Social contribution as a corporate citizen

P 49-53

Environmental conservation and realizing a sustainable society

P 54-75[Period covered by this report]
This report focuses on the period from April 1, 2009 throughMarch 31, 2010. In some instances, the reporting of information about important items not occurring within that period
may also be included.

[Divisions covered]This report covers the CSR efforts of all companies and divisions in the DNP Group. The data in the Environmental
section is compiled for a total of 40 companies, including DNP
and the companies reported in our consolidated financial accounting, which includes 37 of our domestic manufacturing
companies, one distribution company, and one in-company
food service company.

DNP Group CSR Report 2010
CONTENTS

Top Message

1

DNP Corporate Profile/Editorial Policy

3

Outline of the DNP Group5

Viewing Data on our Website
http://www.dnp.co.jp/csr/2010/00e.pdf

Click here for related information

When theRelated information mark is located to the right of thecategory title, related data not provided for this item in this report canbe found at the DNP homepage.

Financial Data ....................................................

5

Segment Results ................................................

6

http://www.dnp.co.jp/ud/

DNP Universal Design

We provide URLs for special homepages created for report items.

PDF-format Reports

Printed Reports

Clicking on the mark or URL
opens up a separate webpage
displaying the related data.

The related data is displayed byentering the URL provided in theInternet browser address field.

About the CoverCSR (Corporate Social Responsibility)means that in addition to pursuing profits, acompany must take seriously its responsibilities toward society. With this design I
express the hope that the news in this CSR
Report will gently and broadly ripple
throughout the world like water.

7

DNP Group CSR
Our Fundamental CSR Philosophy ............................

7

Corporate Governance ....................................

13

Chart: FY2009 Targets and Results ...........................

15

FY2009 Awards & Evaluations .................................

19

20

The DNP Group’s CSR Efforts
Contributing to the Development of Society throughOur BusinessSpecial Report: DNP’s information technology takes
the lead in social evolution

21

Special Report: SSFC Solutions for realizing a top
security environment

25

Compliance with the Law and Societal Ethics

29

Ensuring Information Security

31

Promoting Social Responsibility through the Supply Chain

33

Proper Disclosure of Information

35

Realization of a ‘Universal Society’37

Ensuring the Safety and Quality of Our Products and Services

39

Respect for Human Dignity and Diversity

41

Realization of a Safe and Vibrant Workplace

45

Social Contribution as a Good Corporate Citizen

49

Environmental Conservation and the Realization ofa Sustainable Society

54

Special Report: Realizing a Society in Symbiosis with Nature 55

Kenjiro Sano, Art Director
Kenjiro Sano was born in Tokyo in 1972. He is the Representative Director of MR_
DESIGN, and is involved in a broad range of domestic and international communications design. His major projects include character design for “LISMO” of au, “T
BU! S” for TBS, and “Nyan-mage” for Nikko Edomura, package design for the Mitsukan Group’s “Torotto” brand of fermented soybeans (natto), CD jackets for
Hikaru Utada, Yosui Inoue, Remioromen and others, advertising design for Lumine,
Benesse High School Courses, and others, and T-shirt design for the Rolling
Stones, John Lennon, and others.
http://www.mr-design.jp/

Environmental Controls through Management Systems ........

57

Chart: Targets and Results ........................................

63

Achieving a Low-Carbon Society ...................................

65

Efforts to Reduce Environmental Pollutants ......................

68

Building a Recycling Society .......................................

69

Activities at Overseas Bases ........................................

75

Independent Review Report Comments by an Independent Institution ....

76

77

Third Party Opinion

DNP Group CSR Report 20104

Outline of the DNP Group

FY2009 Financial Data (FY ending March 2010)
At the base of our printing operations lies the vision of P&I
Solutions. DNP is working to provide customers with solutions

DNP Group’s Consolidated Business Results (FY ending March 2010)by synthesizing the printing technologies it has cultivatedsince our founding with the information technologies that have

Net sales¥1,583.3 billion(down 0.1% over the previous term)

Net operating Income¥66.5 billion(up 44.0% over the previous term)

Ordinary Income¥68.8 billion(up 45.3% over the previous term)

Net Income

23.2 billion(Prior-term loss of ¥20.9 billion)

rapidly advanced through digitalization.
In FY2009, in addition to actively developing our business and offering products and services corresponding tocustomer needs, we worked hard to maintain our businessresults through our Group-wide “Production 21” efforts, which
are aimed at establishing a solid foundation for aspects of ourbusiness, such as quality, cost, and delivery.
As a result, consolidated sales for the term were ¥1,583.3
billion, with consolidated revenues of ¥66.5 billion, consolidated profits of ¥68.8 billion, and a consolidated term net profit of¥23.2 billion.

Net Sales (Yen billions)Operating Income (Yen billions)

0

0

2005

1,507.5

2005

2006

1,557.8

2006

2007

1,616.0

2007

2008

1,584.8

2008

2009

1,583.3

2009

120.6
96.1
87.1
46.1

66.5

Net Income (loss) (Yen billions)

Ordinary Income (Yen billions)
0

0

124.7

2005

101.3

2006

86.5

2007

47.3

2008

2006

54.8

2007

45.1

2008

68.8

2009

65.1

2005

20.9

23.2

2009

Total Assets/ROA

Net Assets/ROE

Bar chart: Total Assets (Yen billions)

Bar chart: Net Assets (Yen billions)Line chart: ROA (%)

Line chart: ROE (%)

0

0

7.6

2005

6.0

2006

5.2

2007
2008

3.0

2009

4.4

*ROA is calculated using recurring profits.

5

1,662.3
1,700.2

5.1

2006

1,601.1

2007

1,536.5

2008

1,618.8

6.3

2005

2009

4.4
2.2

1,063.3
1,099.4
1,040.1
940.0

2.6*ROE is calculated using current net profits.

956.8

Outline of the DNP Group

Segment Results (FY ending March 2010)
The business of the DNP Group is made up of our Printing

Sales distribution

Operations and Beverages Operations.
• Printing: We are developing our printing business across a

Beverages

Communication segment, made up of operations such as

4.0%

publishing/commercial printing, Smart cards, and network

Electronics

businesses; the Lifestyle and Industrial Supplies segment,

16.1%

Information Communication

46.3%

which includes packaging, decorative materials, and industrial
supplies; and the Electronics segment, which includes display

Lifestyle andIndustrial Supplies

products and electronics devices.

33.6%• Beverages: We produce and market carbonated beverages,

Financial Data/Segment Results

broad range of applications. These include the Information

coffee, tea and other beverage products, mainly through Hokkaido Coca-Cola Bottling.

Printing
Information Communication
Publication
printing:

Magazines, books, e-books, e-publishing
etc.

Lifestyle and Industrial Supplies
1

Commercial
printing:

Catalogs, pamphlets
digital signage, etc.

Businessforms:

Passbooks, Smart cards 3 , IPS (Contract
service for personal printing and sending
through data entry) 4 , etc.

2

, posters, flyers, POP,Electronics

Packaging:Container packaging materials 5 and sterile
filling systems for food, beverage, confectionery,
daily necessities, medical and other products

Lifestyle
Materials:

Exterior and interior finishing material(flooring, decorative sheet metal; etc.) for
home, office, rail cars, etc.

Industrial
supplies:

Optical film for flat-panel displays 7 , color
ink ribbons, monochrome ink ribbons, solar cellmaterials 8 , etc.

6

Display
Products:

Color filters for LCD displays 9 , components
for organic electroluminescence displays, etc.

Electronic
devices:

Semiconductor photomasks 10 , lead frames,
package substrate 11 , MEMS products 12 ,
etc.

1

3

5

7

9

11

2

4

6

8

10

12

(Yen billions)Upper: Sales
Lower: Operating profits

2005

51.0

2006

50.9

2007

43.0

2008

2009

662.4
668.8
679.8
718.4

31.6

37.5
36.2
31.8
19.9

739.6
23.4

479.9
532.7
555.7
551.8

Beverages
Production and marketing of beverages through Hokkaido CocaCola Bottling.

291.9

14.8

322.3

19.8

255.9

2.5

536.6
43.7

Beverages

296.7

37.8

257.5
8.3

(Yen billions) Upper: Sales

Lower: Operating profits
2005

0.2

2006

0.6

2007

1.3

2008

0.3

2009

76.4
74.1
73.4
71.7
62.8

0.5

DNP Group CSR Report 2010

6

DNP Group CSR

Our Fundamental CSR Philosophy

Among printing companies, DNP’s dedication to quality makes it the choice for digital signage solutions“Tall Vision” consists of six units of displays, each composed of two 42-inch LCD panels.

To Remain a Trusted Company
Sincerely fulfilling the “Three Corporate Responsibilities”
DNP was founded as “Shueisha,” in 1876 as the first full-scale printing company in Japan.
The Shueisha company regulations state company’s mission as the “development of business for civilization.”
This concept is expressed as follows: “Scholarship, the arts and sciences are the pillars of the nation. Learning is brought tofruition through books, and books are created through printing. Therefore, printing is the business of civilization.” This
represents nothing less than an expression of the desire to contribute to the development of society by conducting business
contributing to the modernization of Japan.
Even today, in an evolving media environment in which the digitalization of books and signage proceeds apace, we are
keeping this desire alive.
The desire to contribute to society is inherent in the “DNP Group Vision for the 21st Century,” and has become thefundamental philosophy of DNP’s CSR efforts as we venture into the 21st Century.

7

DNP Group CSR

The Three Corporate Responsibilities

Finally, the third vital corporate responsibility is “accountability.” The DNP Group seeks to fulfill this responsibility byencouraging all employees to engage in TAIWA with stake-responsibilities of a corporation to society is “creating new

holders during the course of their regular duties. Moreover,values for society” We must make a connection between thethe DNP Group provides accurate information to stakeholders

offering of products and services necessary to the sustainable

as a matter of course.

development of a society and the growth of the company. The
DNP Group fulfills this primary responsibility by finding solutions to the issues confronted by our customers and society

So as to Continue Being a Trusted Company

through the promotion of our P&I Solutions Business Vision.
Next is the corporate responsibility for fairness and impar-

CSR (Corporate Social Responsibility) is generally defined

tiality in value creation processes. No matter how superior

as “the responsibilities of a corporation to society,” but we ator useful to society the value produced is, value is compro-

the DNP Group go further, viewing CSR as “being a company

mised if, for example, environmental damage occurs duringthat is trusted by society.”the value creation process or laws are broken. Therefore, theBy simultaneously meeting the three vital corporate re-

DNP Group seeks to fulfill this responsibility by ensuring thatsponsibilities – “Value Creation,” “Integrity In Conduct,” andall employees “always conduct business with integrity” in ac-“Transparency (Accountability)” – we seek to continue being a

cordance with the DNP Group Code of Conduct.

trusted company.

Our Fundamental CSR Philosophy

We at the DNP Group believe that the most important of the

DNP digital technology makes development of cross-media information possible
DNP has always sought to contribute to the advancement of society by creating new values. One example of this is the “Kojien” dictionary of Japanese. DNP has been producing
this bestselling publication since 1955, with a cumulative total of more than 11 million copies issued. The new epoch for this publication began with the Third Edition, published in
1983, when the production process was completely retooled through the change from themetallic typesetting used up to that time to CTS, which makes information processing possible. The streamlining of editing and digitalization of data was realized at the same time.
Progress continued afterward, with the publication of the CD-ROM edition in 1987 and themobile phone edition in 2001, and the technology continues to evolve to this day. DNP’sdigital technology makes the development of cross-media information possible, and ofcourse the publishing industry is expanding the potential of the digital society.

CTS: Computerized Typesetting System. The text data and layout are entered as data commands and processed by the computer, after which printing is performed
using fully-automated phototypesetting equipment.

The duty of a manufacturing company toward realizing a sustainable society
The DNP Group was at the forefront of the industry in establishing the Environmental
Department (currently the Environmental Safety Department) in 1972. DNP next set up ourown Environmental Management System using “Eco-Report” in 1993. Next, we formed the
DNP Group Environmental Committee in 2000, and early on began making proactive efforts
toward the resolution of environmental issues, such as promoting the sales of environmental
conscious products, preventing global warming, and reducing industrial emissions and toxic
substances. In recognition of such steady efforts up to now, DNP has been awarded global
environment awards such as the MITI Minister’s Award and the Environment Ministry’s Minister’s Award. DNP has also always received high marks in evaluations of our environmental
management. We at the DNP Group are fulfilling our social responsibilities as an industry
leader concerning environmental issues in the quest to achieve the sustainable society.

DNP Group CSR Report 2010

8

DNP Group CSR

Our Fundamental CSR Philosophy

DNP Group Vision for the 21st Century
The DNP Group Vision for the 21st Century consists of our Management Concept, Business Vision, and Guiding Principles, andManagement Concept

is an expression of our basic philosophy of co-existence and codevelopment with society and the environment.
Our Management Concept is the DNP Group’s social mission,and is an expression of the most important value held by all DNP
employees. Our Business Vision and Guiding Principles provide

The DNP Group will contribute to theemergently evolving society of the
21st Century.

direction for the business and employee conduct that will enable
us to make our Management Concept a reality.

We believe that the 21st Century society is an emergently

The DNP Group Code of Conduct establishes the behav-

evolving society in which there is a diversity of values held

ioral standards for all activities undertaken in realizing our

by individuals, with the synthesis of these diverse values

Management Concept. The Code is intended to ensure that allin turn creating new values. The DNP Group approach

employees conduct themselves with integrity at all times.

is based on our recognition that the emergently evolving
society is itself leading to a better society for the humanrace, and therefore our Management Concept is foundedon contributing to the emergently evolving society.
Our Management Concept represents the most im-

Management
Concept

portant core value shared by all DNP Group employees,
and represents the social mission which we must fulfill asa good corporate citizen. We therefore seek to fulfill oursocial responsibilities by quickly ascertaining the changes
taking place in an emergently evolving society characterized by a diversity of values, clarifying the wide variety ofissues faced by our customers, consumers, and society,Business Vision

Guiding Principles<P&I Solutions><Five Principles>

Concept Phrase<P&I Solutions DNP>

and seeking to find solutions to those issues.

Interaction

Independentand versatileindividuals andorganizations

DNP Group Code of Conduct
The Code of Conduct that underlines each and every activity aimed
at realizing DNP’s Management Concept. This Code of Conduct is tobe observed by all DNP Group employees.

Emergently Evolving Society
Society that generates unexpectedphenomena one after another, andcontinuously changes.

Unforeseen
phenomena

Effects on
individuals andorganization

What is “Emergent Evolution”?
Unexpected phenomena are generated as a result ofreciprocal influence between autonomous and diverse entities,
and those phenomena in turn stimulated the entities in yet new ways.

9

DNP Group CSR

Guiding Principles

P&I Solutions
We will identify and solve the problems and issues that
consumers and corporate clients face within the emergently
evolving society by fusing our Printing Technologies (PT) andInformation Technology (IT).

The emergently evolving society constantly produces
unforeseen phenomena, and in responding to such phenomena, our clients and consumers face a variety ofdifficult issues and problems. The DNP Group pursues
deeper TAIWA with consumers and our customers so we
can bring to bear the knowledge, experience, skill andknow-how that we have cultivated through our business,
especially our printing technologies (PT) and information
technologies (IT), in offering a variety of solutions to such
issues and problems. This is our Business Vision, anddescribes the DNP way of contributing to the emergently
evolving society.

The “Five Principles” establish the standards for behaviorof each DNP Group employee as they work to realize ourBusiness Vision and contribute to the emergently evolving

Our Fundamental CSR Philosophy

Business Visionsociety.

1. Engage in TAIWA with all persons concerned
Through TAIWA, we can identify the hopes and dreams
of consumers and corporate clients, as well as uncover
our own problems of which we had been unaware. By
pursuing TAIWA on the identified problems and issues
with various members of the company as well as people
outside the company, we will be able to find solutions tothese problems and issues.

2. Work with an independent and collaborativemind-set in order to solve problems
Acquiring specialized knowledge and skills, thereby
becoming independent, allows us to sharpen oursensitivity for perceiving the problems and issues that
surface within TAIWA. We should collaborate on theseissues with other members while recognizing one
another’s sense of values and roles in order to propose
solutions that will meet the satisfaction of our clients.

3. Challenge courageously, even in the face ofdifficult issues

Emergently evolving society

Creating New
Value

Printing technologies(PT)

Information technologies(IT)

P&I Solutions

Knowledge, Experience, Skill, Know-how

As professionals, the expectation and confidence
entrusted upon us are proportionate to the level ofdifficulty of a problem or issue. Therefore, we should
approach problems and issues with a spirit of challenge
and courage, which will enhance our professional skills
all the more.

4. Act with integrity, fairness, and impartiality,
at all times
We are, of course, obliged to abide by the law andconform to social codes. At the same time, we should
also be considerate of others, speak honestly, and act
with integrity. By conducting ourselves in this manner,
we will be able to win the sympathy and trust of society,which will in turn augment the ‘value’ that we provide tosociety.

5. Be responsible for your own decisions and conduct
Each of us should be responsible for our own decisions
and conduct. A strong sense of responsibility will not only
lead to our colleagues’ greater trust in us, but will alsoenable us to make objective and appropriate evaluationsof our own work processes, which will assist us in
making greater strides at our next opportunity.

DNP Group CSR Report 201010

DNP Group CSR

Our Fundamental CSR Philosophy

DNP Group Code of Conduct

Related information

Endorsement of the Global Compact

The DNP Group has established the DNP Group Code of

The DNP Group announced its endorsement of the United

Conduct as the set of principles upon which our efforts toward

Nations Global Compact (GC) in July 2006.

realizing our Management Concept are based. The Code of

The GC covers 10 principles in four categories: Human

Conduct is founded upon strong ethical principles in accor-

Rights, Labor Standards, Environment, and Anti-Corruption.

dance with our own rules as well as the law of the land, and is

Corporations endorsing the GC engage in voluntary efforts

built around themes we consider to be of mutual importanceto advance these 10 principles, with the goal of achieving a

to both the DNP Group and society as a whole. The conductsociety capable of sustainable growth. We are working to en-of business with integrity at all times in accordance with thishance our image as an honest company by promoting the 10

Code of Conduct is the foundation of our CSR activities.

principles of the GC in tandem with our DNP Group Code of
Conduct.

DNP Group Code of Conduct

Contributing to the development of society
Social contribution as a good corporate citizen
The 10 Principles of the UN Global Compact

Compliance with the law and social ethics

Human Rights
Businesses

Respect for human dignity and diversity
Environmental conservation and the realization of asustainable society
Realization of a ‘universal society’
Ensuring the safety and quality of our products andservices
Ensuring information security

Principle 1:should support and respect the protection of internationallyproclaimed human rights; andPrinciple 2: make sure that they are not complicit in human rights abuses.

Labor
Businesses
Principle 3:should uphold the freedom of association and the effective
recognition of the right to collective bargaining;

Principle 4: the elimination of all forms of forced and compulsory labour;
Principle 5: the effective abolition of child labor; andPrinciple 6:

the elimination of discrimination in respect of employment
and occupation.

Environment
Proper disclosure of information
Realization of a safe and vibrant workplace

Businesses
Principle 7:

Businesses are asked to support a precautionary approachto environmental challenges;

Principle 8:

undertake initiatives to promote greater environmental
responsibility; andPrinciple 9:

encourage the development and diffusion of environmentallyfriendly technologies.

Anti-Corruption
Businesses
Principle 10:

11

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http://www.dnp.co.jp/csr/2010/11e.pdf

should work against corruption in all its forms, including
extortion and bribery.

DNP Group CSR

Related information

It is impossible to imagine that DNP could have maintained athat they take the initiative in providing accurate information inhistory of over 130 years of steady growth without establish-

daily interactions with our stakeholders. By doing so they ful-

ing a relationship of trust with our shareholders, customers,

fill our duty of accountability and improve the transparency of

employees, trading partners, regional communities, and other

DNP activities, which helps us achieve our goal of remaining

stakeholders. We emphasize that our employees must learn

a trusted company.

Our Fundamental CSR Philosophy

For Corporate Transparency

the opinions of stakeholders by engaging in real TAIWA, andDNP Group Stakeholders

Corporate value improvement/
Information disclosure

Customers(consumers)

Shareholders

TAIWA

Employees

TAIWA

Discover latent issues/
Offer solutions

TAIWA
TAIWA

DNP
Employees

Nurturing an emergently evolving
corporate culture
through dialogue

TAIWA
TAIWA
Information sharing/
CSR cooperation/
Mutual competitive strength
trading partners

Click here for related information

Employees

Working toward a sustainable
society and environment

TAIWA
Employees

Trading
partners

http://www.dnp.co.jp/csr/2010/35e.pdf

TAIWA

Regional
communities

Taxation and employment/
Development of local
communities/
Resolution of common issues

DNP Group CSR Report 2010

12

DNP Group CSR

Corporate Governance

Our Basic Philosophy

The Corporate Governance System

The DNP Group believes that the strengthening of our cor-

DNP has established a system whereby its directors, who

porate governance, including our internal control system, is aeach have a wealth of specialized knowledge and experi-

management issue of major importance in meeting the social

ence, participate in management decisions across a broad

responsibilities befitting an emergently evolving company inarray of business areas, execute their work duties, and in

the 21st century. In doing so we can gain the trust of all of ouraddition oversee the work of other directors. This enables our

stakeholders, including shareholders, customers, consumers,company to respond swiftly to changes in the management

and our employees. We strive for comprehensive corporate

environment.

governance by creating and applying the systems that en-

The term of office for a Director is one year, so as to clarify

able oversight and control for appropriate and timely business

management responsibilities during the fiscal year, as well

execution and the proper management decision-making upon

as to enhance corporate governance and the management

which it is based. Comprehensive corporate governance also

structure.

includes raising the compliance awareness of individuals bymeans of thorough training and education.

Diagram of the Corporate Governance and Internal Control Systems
General Meeting of Shareholders
Board of Directors
Audit

Audit

Management Committee

Representative Director

Director in charge

Product Safety Committee

Audit

Environmental Committee
Complaint Handling Committee
Central Disaster Prevention Council
Legal and other main divisions/Departments(environmental safety department, labor department,
technology division, accounting division, management
department, IP division, legal affairs department, others)

Audit
Guidance
Training

Audit

Corporate Social Responsibility Committee

Guidance

Communications
Assistance

Board of Statutory Auditors(Autonomous implementation,
inspection, review, improvement)

Information Security Committee

Audit unit

Group companies

Insider Trading Prevention Committee

Auditors OfficeBusiness divisions

Information Disclosure Committee

Oversight of internal controls

Corporate officers

ReportingOpen Door RoomHead office

Operating units

Accounting Auditors

Audit

Corporate Ethics Committee

Reporting

Audit/GuidanceCommunications
Coordination

Board of Directors Meeting
The Board of Directors is composed of 25 directors, including one outside(independent) director. It is normally convened monthly, with directors reciprocally overseeing the execution of each others’ work duties, which ensures thatproper supervisory functions are maintained. The Officers selected at the Boardof Directors meeting execute the business concerning the items determinedat the meeting, and maintain close dialogue with the Directors via the monthly
Executive Committee Meetings, so that the opinions of those close to the actual
worksites are reflected in management.
In addition, a Management Committee made up of directors of the rank ofSenior Managing Director and above was formed so as to improve management speed and efficiency. This Committee examines and deliberates importantmanagement policies, strategies, and proposals. The directors also meet at themonthly Executive Committee Meetings to exchange information so that management decisions can be made efficiently.

13

Board of Statutory Auditors
DNP is a company with a Board of Statutory Auditors. The Board of Statutory Auditors is composed of five auditors, including three from outside the company (ofwhom one is independent), who possess the appropriate level of finance and accounting expertise. Each auditor conducts audits of the business executed by the
directors, according to the auditing standards and responsibilities determined by
the Board of Statutory Auditors. The auditors maintain close cooperation. The accounting auditor explains the auditing plan to the Board at the beginning of eachterm, while hearings concerning the auditing situation are conducted as needed
during the course of the term, and audit results are reported at the conclusion.
The Audit Unit has been established to provide assistance to the auditors intheir duties, with a special support staff working according the auditors’ instructions.
*Neither the outside director nor the outside statutory auditors have personal, financial
or business relationships or other interests with DNP.

DNP Group CSR

Related information

The DNP Board of Directors determines the basic policy forwide internal control system), which has a significant effect on“the creation of a system for ensuring proper business (internal

overall financial reporting on a consolidated basis, is evalu-

control systems)” as stipulated by the Companies Act. Also,

ated in accordance with the above while conducting properin response to the stipulations concerning the “internal control

consultations with the Accounting Auditors. Taking the results

system for financial reporting” under the Financial Instrumentsof this evaluation into consideration, an evaluation of the ef-

and Exchange Act, DNP has established, in accordance withficacy of the internal control systems that are integrated into

our Internal Control System Basic Policy Guide and Basic

the work processes (internal controls on work processes in-Plan, our own evaluation policies, procedures and methods,

volved in settlement reports and financial statements, sales,

as well as an evaluation system, evaluation parameters,

inventory controls, etc., including controls employing IT) isevaluation schedule, and evaluation record-keeping/retention

conducted. Moreover, we proceed immediately to correct any

policies, plans, manuals, etc.

internal control system insufficiencies that are discovered.

Corporate GovernanceInternal Control Systems

The efficacy of the Internal Control System (company-

Basic Policy Concerning the Internal Control System (extract)
1. A system for ensuring that the work executed by directors and employees conforms to all laws, regulations, and articles of incorporation.
(1) The Corporate Ethics Committee, which consists of the directors in charge of each main head office organization, oversees the establishment and management ofsystems, etc., for ensuring the propriety of operations in the DNP Group based on the DNP Group’s Basic Compliance Management Regulations.
(2) Under the general oversight of the Corporate Ethics Committee, the Information Disclosure Committee, Insider Trading Prevention Committee, Information Security Committee, Product Safety Committee, Environmental Committee, Complaint Handling Committee, Central Disaster Prevention Council, and each head officedivision in charge of specific laws and regulations conduct reviews, provide guidance, and offer training for operating units and Group companies in their areas of
responsibility.
(3) The heads of each head office organization autonomously determine, implement, inspect, review and improve the required systems and procedures for their own
divisions, based on the DNP Group’s Basic Compliance Management Regulations and in light of the specific operations of each division.
(4) As stipulated in the Internal Audit Regulations, the Auditing Department, which is independent of the operating units, conducts internal audits and provides guidance to the head office organizations and group companies regarding the establishment and operation of systems for ensuring the propriety of operations.
(5) The Corporate Ethics Committee has established the Open Door Room as a conduit for the reporting of internal matters, as well as the Supplier Hotline forreporting by materials suppliers and contractors, at the DNP Group for receiving and responding to reports concerning legal violations or similar matters by Group
employees.

2. Loss exposure management regulations and other systems
To manage risks that could have a material impact on business, such as those related to compliance, the environment, disasters, product safety, insider trading andexport management, the Corporate Ethics Committee, other special committees and other head office organizations develop rules, make improvements, and conduct
training in an effort to prevent risk occurrence, and respond promptly to avert or minimize losses to the DNP Group when risks arise. Under the oversight of the Corporate Ethics Committee, risks are regularly inventoried. For any new risks that could have a serious impact on business, the organizations and persons in charge aredesignated to respond properly.

3. Systems for ensuring proper business conduct by the corporation, parent company and subsidiaries which comprise the business group(1) To ensure the proper conduct of business by members of the DNP Group, each DNP Group company shall conduct business in compliance with the DNP Group
Code of Conduct, which governs the conduct of all employees (including directors). Additionally, each DNP Group company shall seek to make all personnel thoroughly familiar with the Code of Conduct, as well as construct and operate systems as stipulated in the DNP Group Basic Compliance Regulations. Moreover, eachGroup company shall establish and maintain their rules using the above as the foundation for establishing and maintaining the various rules and regulations of
their companies.
(2) Each DNP Group company shall determine autonomously the necessary systems and procedures appropriate to the content of each operation, and shall execute,inspect, evaluate, and implement improvements for these systems and procedures, based upon the policy outlined in 1) above.
(3) The Auditing Department, the Corporate Ethics Committee, each Special Committee, and each headquarters organization shall audit, check, and conduct guidance
and training concerning the status of the items described in (1) and (2) above.

4. A system for directors and employees to report to the auditors, a system for other reporting to auditors, and a system for ensuring that
auditors can conduct audits effectively(1) Auditors may at any time they deem it necessary request that directors or employees report on the execution of their business, and DNP Group directors or employees shall respond promptly to such requests.
(2) In the event that a director discovers a legal infraction that could potentially cause another company to sustain a significant loss, the said fact shall be promptly
reported to the auditors.
(3) The Auditing Department and/or the Corporate Ethics Committee shall report to the auditors regularly concerning the audit content and the construction or operational status of systems for ensuring proper business conduct.

Click here for related information

http://www.dnp.co.jp/csr/2010/14e.pdf

DNP Group CSR Report 2010

14

DNP Group CSR

Chart: FY2009 Targets and Results
Theme

Reference
page

FY2009 Targets

Continue to strengthen measures to improve employee awareness of the DNP Group 21st Century Vision and cultivate personnel that contribute even more to the development of the emergently evolving
society, so as improve the understanding of it by all employees both in Japan and other countries,
and connect that to actual activities.

Contributing to the developmentof society

P 21 - 28
Maximize use of the Printing Technologies (PT) and Information Technology (IT) cultivated by DNP
for active product development in the energy and bio-materials field, so as to contribute to the realization of a low-carbon society and improved quality of life.

Compliance with the law andsocietal ethics

Expand education and training of young employees and employees at overseas Group companies toensure a firm adherence to and thorough understanding of corporate ethics throughout the entire
Group.

P 29 - 30
Revise and strengthen risk management and effective education and training, so as to ensure that
corporate ethics efforts retain their meaning.
Maintain, and continuously revise and improve through PDCA, the personal data protection systems and the information security control
systems.

Ensuring information security

P 31 - 32

Protect information assets and increasesociety’s trust by supporting and maintaining
top-notch information
security systems.

Create autonomous checking and improvement structures at all Group
operational bases so as to respond to any new threats or risks.
Implement education and training so as to improve the security awareness of all employees.
Implement and standardize physical security measures at all Group operational bases.

Conduct 3rd DNP Group CSR Procurement Criteria Compliance Survey.

Promoting social responsibility
through the supply chain

P 33 - 34

Promote all measuresconcerning the DNPGroup CSR Procurement
Criteria.

Return evaluation sheets containing evaluation results of the 3rd DNPGroup CSR Procurement Criteria Compliance Survey to each supplierthat responded.
Conduct an on-site inspection of main suppliers.
Convene a “CSR Activity Promotion Explanatory Meeting” for suppliers.

Improve opportunities for communications with shareholders and investors, such as IR Meetings, fora quick response to their needs.

Proper disclosure of information

P35 - 36

Maximize the use of IR tools, such as the DNP website, annual reports, data books, and shareholder
notices, and clearly explain DNP’s activities as well as market and technical trends.

Reassess stakeholder relationships from the perspective of the consumer and promote corporate culture reform by achieving deeper communications both within and outside the company.
Strengthen accountability to stakeholders both within and outside the company, and promote an understanding of DNP.
Develop DNP’s own evaluation methods and monitoring system.

Realization of a ‘universal society’15

P 37 - 38

Put Universal Design
into practice in our own
business.

Promote cooperation with external organizations, such as NPOs andresearch institutions.

FY2009 Results• In the area of energy, established the Energy Systems Operations andstrengthened our photovoltaic cell business. Developed and produced photovoltaic cell components for the practical use of next-generation energy.
• In the biomaterials field, our regenerative medicine-related venture “CellSeed,” which conducts funding and joint research, was listed on the stock
exchange, contributing to an expansion of that market. We endowed acourse at Tokyo Medical and Dental University (in the field of regenerative
medicine), and moved forward with research and development into practical application of this technology.
We expanded self-directed corporate ethics training to the younger ranks ofeach domestic unit. A program similar to the domestic one was started foroverseas sites in FY2008. (The number of times the program was held andnumber of participants was also expanded in FY2009.)
All activities actually planned at the beginning of the term went forward according to schedule. In the area of training and education, the number ofopportunities for individual training for specific persons according to subject
was increased, and the training implemented.

Y2010 Targets• Promote measures such as training to improve employee understanding and awareness of the DNP Group 21st Century Vision, andcultivate personnel who will contribute to the development of theemergently evolving society.
• Make full use of the functions of the Gotanda Building, the entirety ofwhich we consider our company “showroom,” and gain the cooperation of all in-house units and our valued customers so as to provide“venues for TAIWA” where new P&I Solutions possibilities can be derived, so we can contribute to the emergently evolving society throughour business.
• Analyze and ascertain current needs and issues by executing the 5th
Emergent Evolution Questionnaire (survey for monitoring employees andcustomers), and use the results in examining various future measures.
• Maximize use of the Printing Technologies (PT) and Information Technology (IT) cultivated by DNP to develop and expand business in various
fields, especially energy and bio-materials, so as to contribute to the realization of a low-carbon society and improved quality of life.

Chart: FY2009 Targets and Results• Improved employee awareness of the DNP Group 21st Century Vision andcultivated more capable personnel through new employee training, Step Up
Seminars, and new executive training (841 attendees)• Training of personnel so they can realize P&I Solutions through business bymeans of Solution Business Practical Training (100 attendees over a totalof four sessions)

Evaluation

DNP Group CSR

Target achieved or making steady progress toward target
Making active efforts but target not achieved
Efforts insufficient• Strengthen programs for ensuring a greater degree of adherence to andthorough understanding of corporate ethics at related companies in Japan and overseas.
• Revise and thoroughly improve management content so as to increase
the effectiveness of internal controls and risk management.

“Website Standards,” “Education Standards” and associated rules were established and revised, with guidance strengthened.
Implemented inspection and guidance, as well as evaluation and checking, for
response to new risks and other matters at DNP Group sites.
Created and distributed an information security-related brochure, and implemented instruction and specialized information security training for all 41,000
company employees.

• Maintain and renew Privacy Mark personal data protection certificationand strengthen DNP Group Information security control systems.
• Improve the Information security level by fully implementing the PDCA
cycle for data security.
• Enhance Information security training for all employees.
• Implement and standardize physical security measures at all Group sites.

Replaced employee ID Smart cards and installed standardized equipment
such as security gates.
Conducted the 3rd Regular Compliance Survey for monitoring the suppliercompliance situation. Some of the survey content was amended, such aschanging the expression “supplier to large companies” to “small-scale supplier.”
Analyzed the answers on the survey sheets, and sent evaluation sheets to
suppliers in March 2010.
Because no examples of irregularities were found on the supplier side, theon-site audits and “CSR Activity Promotion Explanatory Meetings” were cancelled in FY2009.
In addition to holding 233 IR Meetings over the course of the year (221 held
in FY2008), a number of topic-oriented study meetings, such as for electronic products, were held for investors. Also, in addition to issuing 120 news
releases (87 in FY2008), coverage exceeded that in 2008.

In addition to using the website to offer information in both Japanese andEnglish, we used a variety of communications tools to transmit timely andpositive information useful in understanding DNP.
After deliberation and approval by the Information Disclosure Committee,
important information was disclosed. With regard to insider trading prevention, we implemented a network learning program and put in place an ownstock trading approval system, both run by the Insider Trading Prevention
Committee.
We proceeded with development of methods for scientific analysis of consumer behavior overall, rather than just as regards packaging.
In addition to deepening knowledge about UD through active participation in
the International Association for Universal Design, we are promoting UD
throughout the society at large rather than just in our company. Also, we provided cooperation and support in next-generation personnel cultivation
programs promoting UD through the Accessibility Leader Training Conference.

• Conduct the 4th Regular DNP Group CSR Procurement Criteria Compliance Survey in autumn 2010, and send out the evaluation sheetscontaining the analysis of the survey replies in spring 2011.
• In addition to including our materials suppliers, expand the Survey to include our manufacturing contractor partner companies.
• Conduct on-site CSR inspection, focusing on our main suppliers. Convene “CSR Activity Promotion Explanatory Meetings” so that CSR cantake hold at small-scale suppliers.

• Promote understanding of DNP by optimizing communications tools
such as the website, annual report, data books, shareholder notifications,guides to the company, news releases, and internal publications, and use
these to describe DNP’s business activities and strengths in an easily understood way. Also, conduct IR meetings and topic-oriented study
meetings and take a proactive approach toward providing information toreporters, and seek to create even more opportunities for communications with stakeholders, especially investors, mass media, clientcompanies, and communities.
• Prevent insider trading not only by redoubling controls on important internal information, but also on important information received fromclients.
• Gain an understanding of the relationship with stakeholders from theperspective of the consumer, and deepen communications both within
the company and externally as well as promoting a transformation in thecorporate culture.
• Contribute to realizing the Universal Society through development of ourbusiness throughout the company.
− Develop versatile UD evaluation standards in conformity with DNP’sbusiness domain− Share knowledge that goes beyond the realm of business, and cultivate
the next generation of personnel− Actively provide information about our company’s efforts both within
and outside the company

DNP Group CSR Report 2010

16

DNP Group CSR

Chart: FY2009 Targets and Results
Theme

Reference
page

FY2009 Targets

Ensuring the safety and quality ofour products and services

P 39 - 40

Strengthen product safety control structures and implement thorough employee education; establish
a structure for preventing product accidents through the sharing of quality data amongst production
sites and monitoring of quality control.

Make Female Employee Active Support Meetings a facet of diversity promotion, and continue to conduct them so as to deepen awareness and understanding throughout the entire DNP Group.

Establish and encourage Diversity Promotion Action Programs in all operations and all companies, so
as to strengthen diversity efforts.

Respect for human dignity anddiversity

P 41 - 44

Conduct regular Diversity Promotion Meetings, and seek to improve the diversity level through the
DNP Group while sharing diversity information.
Promote next-generation family care measures through, for example, lifting the limit on the numberof days that can be taken for childcare leave, and increasing the number of days that can be taken forfamily care.
Increase the number of sites holding DNP Family Friendly Day, on which employees bring theirchildren to the workplace, and encourage more employees to participate, so as to cultivate nextgeneration family care and the desire to work of employees.

Promote “transformation of workstyle” in accordance with the joint Group targets established under
the DNP Group Productive Time Resource Project 1st Basic Plan.

Promote efforts related to “Employment, Time, Wages” as basic labor measures for creating a strong
corporate structure in support of future DNP Group expansion.

Realization of a safe and vibrantworkplaceP 45 - 48

Promote risk reduction activities in accordance with the FY2009 targets of the DNP Group 1st Industrial Accident Prevention Basic Plan.

Promote a health improvement plan in accordance with the FY2009 targets of the DNP Group 1st
Health Maintenance Promotion Basic Plan. Also, promote measures against new influenza strains at
each operational site.

Promote the establishment of a BCP in all areas of businessSocial contribution as a good
corporate citizen

P 49 - 53

Implement the following
measures to promote“Just Like DNP” social
contributions.

Cultivate a social contribution mindset amongst employees.
• Take measures such as providing useful data on company intranet sites
and conducting seminars by experts or NPOs, so as to promote understanding and a common purpose concerning DNP’s social contribution
efforts.

Enhance the DNP Group social contribution menu.
• Seek to create a social contribution menu that makes employee participation easier, and promote Group-wide activities that include both laborand management.

Environmental conservation andthe realization of a sustainable
society17

Listed on P 63-64

FY2009 Results

Evaluation

The total number of course attendees was 684 (management 295, female
subordinates 389) for the DNP Group overall, with a cumulative total for female employees of 1,058. 20% of the attendees at the kickoff meeting at 10
sites participated via the teleconference system.

About 80% of the business units and Group companies are running “action
programs for diversity promotion.” About 24,000 employees have participated via network learning (Introduction to Diversity Promotion).

A Diversity Promotion Meeting, at which information sharing and confirmation of 2010 action policies took place, was held in February 2009.
After looking into measures related to next-generation childrearing, beginning in April 2010 the systems related to work-life balance were upgradedand expanded (P44).

Program expanded to include 7 work sites, with 66 families participating.

• Implement on-site inspections with the goal of preventing product accidents that occur in manufacturing processes.
• Continue to execute thorough employee education and strengthen thecontrol system for product safety.

• Strengthen diversity promotion efforts
Continue with the Female Employee Active Support Meetings. Focus on
the 500 employees (female employees and their superiors) in the DNPGroup who have not yet taken the course.
− Continue with concrete measures concerning matters related to diversity promotion at each DNP Group company.
− DNP is expanding mentoring activities as a measure for increasing therate of retention of young female employees in the sales units, and will
create measures aimed at increasing the retention rate for female employees in the technical units.

Chart: FY2009 Targets and Results

In addition to existing product safety programs, began quality indicator monitoring and onsite inspections (Product Safety Implementation Committee)
with the goal of preventing product accidents that occur in manufacturing
processes.

Y2010 Targets

DNP Group CSR

Target achieved or making steady progress toward target
Making active efforts but target not achieved
Efforts insufficient• Promote creation of an environment that enables work-life balance support measures and systems to be effective.
− We held explanatory meetings introductions to the details of work-lifebalance systems for the persons in charge of promoting them in April
2010, with the goal of promoting the penetration of work-life balancemeasures and an increase in the number of employees making use ofthem.
− Introduce “Family Friendly Days” when children can visit the workplaceat 5 or more worksites so as to gain 2012 Next-Generation Childrearing Support Action Plan certification.

Establish concrete action plans in each department and Group company as
the first annual efforts under the “1st Basic Plan.” Develop “transformationof workstyle” efforts with the participation of all employees.
Implemented the following: 1) Promoted the creation of time resources by
each individual, so each can hone their skills to become more efficient atwork and become cross-trained in many skills; 2) Studied and introduced a
new shift system in the production units; 3) Executed a response leading toearly realization of the desired pay scale in the new wage system.
Emphasis was placed on establishing the items in the Industrial Accident
Prevention Basic Plan, with evaluations conducted semiannually. The frequency rate for accidents accompanied by lost worktime was 0.40 (82% ofthat in 2008), meeting our goal.
Progress was made in establishing the Health Maintenance Promotion Basic
Plan, with targets, items to be promoted, a promotion system, and evaluations established based upon the DNP Group Health Maintenance Guideline(regular physical checkup rate for employees of 99.8%).

• In accordance with the DNP Group Productive Time Resource Project
Stage 1 Plan, promote activities for the firm establishment of a “transformation of workstyle” in the corporate culture.
• Promote risk reduction activities aimed at achieving the DNP Group 1st
Industrial Accident Prevention Basic Plan frequency rate for accidents
accompanied by a lost worktime target of 0.35 or less (71% of that for2008).
• Work to strengthen prevention and emergency measures to shore up anti-disaster plans at each workplace, and establish measures for BCPs
(Business Continuity Plans).
• Promote a health improvement plan that brings the number of employees
receiving regular health exams to 100% and reduces persons under observation to 2.2% in accordance with the goals of the DNP Group 1st
Health Maintenance Improvement Basic Plan.

A Group-wide BCP postulating an outbreak of a virulent new strain of influenza
was developed. Overall disaster response was strengthened, and revision ofGroup disaster measures was begun with the goal of creating a “disaster-resistant DNP.” The Basic Disaster Measure Regulations were established, and asystem for specifying disaster plan measures was constructed.

The in-house intrasite was inaugurated in June 2009, and began actively relaying information about social contribution activities. We achieved an upload
rate of an average of one or more new articles per week. The site also provides information about the activities of social contribution organizations
such as NPOs, and promotes enlightenment about such activities within thecompany.

When the Haiti earthquake struck we set up a structure by which employees
can donate relief funds in the event of a natural disaster (P53). We also began providing “fair trade” information via our intrasite so as to help expand
those activities (P53).

• Nurture a spirit of social contribution among employees− Enhance the company intrasite:
Introduce the efforts of all organizations
Post information for the information of employees concerning social
contribution efforts− Invite persons such as experts and NPOs to give talks• Develop a social contribution activity menu for the DNP Group and enhance information provision− Develop and execute employee programs using management resources− Look into horizontal development within the Group of programs executed by each organization

Listed on P 63-64

DNP Group CSR Report 201018

DNP Group CSR

FY2009 Awards & Evaluations
DateAwards & Evaluations

Sponsor

April 2009

48th 2009 JAPAN PACKAGING COMPETITION (JPC)Awards received for 9 products (awards presented to the customers in each case)

The Japan Federation of Printing Industries

May 2009

May Day Model Partnership Award 2009 (Ten Wa Press)

Employment & Employability Institute33rd Kinoshita Prize Newly Created Department Award (Development of microwave oven packaging withJapan Packaging Institutenew features)
July 2009

45th All Japan Blood Donation Drive
Health, Labour and Welfare Minister’s Award for Nara Prefecture blood donation achievement- DNP Data Nara Prefecture
Techno Kansai
SMOKERS’ STYLE COMPETITION 2009
Competition Display Category Excellence Award (DNP Gotanda Building)Japan Tobacco Inc.

September 2009 2009 “Great Place to Work” ranking/Overall ranking: 27th

October 2009

November 2009

Nikkei Inc.

Letter of thanks (for contribution to relief effort) (DNP Kamiya Solutions Center)

Tokyo Fire Department, Akabane Fire Station

Letter of thanks (for contribution to work stability for the physically-challenged) (DNP Precision Device)

Saitama Employment Development Association

Letter of thanks (for contribution to work stability for the physically-challenged) (Hokkaido Coca-Cola
Bottling)

Hokkaido Elderly and Physically-Challenged
Employment Promotion Association

5th Quality Management Survey Ranking/Overall ranking: 8thUnion of Japanese Scientists and Engineers

3rd Hirano Tomiji Prize (DNP Shueitai Development Office)Society of Typography, Japan

2010 Tokyo University Shokumon Prize (For contribution to the preservation of the Tokyo University’s
historical archives)

Tokyo University

51st All-Japan Catalog / Poster Fair 20 pieces received awards (awards presented to the customers ineach case)

The Japan Federation of Printing Industries
Printing & Publishing Institute“Cho” Monodzukuri Innovative Parts and Components Award 2009
(Stackable, ultra-thin (0.15/0.2mm) lead frame for semiconductor packages)

Conference for the Promotion of Monodzukuri
Nikkan Kogyo Shimbun, Ltd.

39th Japan Promotional Marketing Institute Exhibition
Creative Design Award Economy, Trade and Industry Minister’s Prize, JPM Silver Award (awards
presented to the customers in each case)

Japan Promotional Marketing Institute Inc.

Japan Traffic Safety Association Police Commissioner’s Award

Metropolitan Police Department
Tokyo Traffic Safety Association

Good Design Frontier Design Award 2009
Japan Industrial Design Promotion Organization
Project on wild destructive animal damage control, applying micro-capsule (received by Hosei University)
The healthiest company 2009 in the Region Sjaelland (DNP Denmark)Danish Ministry of Health and Prevention

Plaque of Commendation (Tripartite partnership) (Ten Wa Press)

Singapore Industrial & Services Employees’ Union

Letter of thanks (for contribution to fire prevention) (DNP Kamiya Solutions Center)

Tokyo Fire Department, Akabane Fire Station

61th Annual All-Japan Calendar Exhibition/Minister of Economy, Trade and Industry Award- 2 awards;
total of 18 awards (awards presented to the customers in each case)

Japan Printing News Co., Ltd.

13 rd Japan Environmental Management Ranking Survey/Overall ranking: 19th

Nikkei Inc.

Letter of thanks (for contribution to creating a safe community and efforts to stop bank remittance fraud)(DNP/DNP AV Center)

Police Department, Ushigome Police Station

January 2010

6th Industrial Ability Ranking of Truly Able Companies/Overall ranking: 24th

Nikkan Kogyo Shimbun, Ltd.

February 2010

FY2010 Superior Energy-Managing Company Kanto Bureau of Economy, Trade and Industry Award
Printing Business Department (Real/Data Communications Business Department)

Kanto Bureau of Economy, Trade and Industry

March 2010

JAPAN SHOP SYSTEM AWARDS (JSSA) 2010
Honorable Mention New Product Development, New Services, New Technology Category (Pop-Up
Electronic Picture Book)

Shop System Study Society

9th Annual Integrex Survey: “Survey of Corporate Honesty and Transparency (Ethical and Social)”
Overall ranking: 9th

Integrex Inc.

Japan Industrial CSR Management Trend Survey 2009 Company which made progress in socially
responsible management efforts

The Japan Research Institute, Ltd.

April 2010

Top 30 Japanese Corporations Achieving the Highest Standards of Business Ethics in 2009 Overall
ranking: 4Transparency International JapanMay 2010

FY2010 Superior Onsite Handling of Hazardous Materials (DNP Opto Materials)

Mihara City Fire Safety Association

December 2009

SRI indices in which DNP is included:

SRI (Socially Responsible Investment)This is investing that includes a company’s CSR efforts along with financial analysis among investment criteria.

http://www.morningstar.co.jp/sri/index.htm

19

http://www.ftse.com/Indices/
FTSE4Good_Index_Series/index.jsp

http://www.ethibel.org/
subs_e/4_index/main.html

http://www.sustainability-index.com/

http://www.sam-group.com/htmle/main.cfm* The Morningstar Socially Responsible Investment Index, developedby Morningstar Japan K.K., tracks the share performance of 150
selected Japanese companies based on their commitment to CSR.

Contributing to the Development of Society through Our
Business
Special Report: DNP’s information technology takes
the lead in social evolution

21

Special Report: SSFC Solutions for realizing a top
security environment

25

The DNP Group’s CSR Efforts

The look of our “Mentoring Program” for active support of female employees

Compliance with the Law and Societal Ethics

29

Ensuring Information Security

31

Promoting Social Responsibility through the Supply Chain

33

Proper Disclosure of Information

35

Realization of a ‘Universal Society’37

Ensuring the Safety and Quality of Our Products
and Services

39

Respect for Human Dignity and Diversity

41

Realization of a Safe and Vibrant Workplace

45

Social Contribution as a Good Corporate Citizen

49

DNP Group CSR Report 201020

Contributing to the Development of Society through Our BusinessSpecial Report:

DNP’s information technology takes
The history of DNP is the history of the evolution and application of printing and information technologies.
Since our founding in 1876, we have achieved the world’s highest standard of printing technology, and movingfrom the “expansion printing” concept we launched in the 1950’s we have broadened our business domain
through the application of technologies derived from printing to a myriad of fields.
At the same time, information technology, which primarily is technology for expressing information as
accurately as possible, has also continued to evolve.
We have marked major turning points in printing technology, from the development of “Shueitai” during the
Meiji Period through color management, design, and the efforts toward digitalization that began in the 1970’s.
We at DNP have aggressively developed our own technologies in response to the rapid progress if
digitalization and the flow of networking.
By establishing the data security technologies fundamental to today’s society, as well as by making possible
the development of diverse businesses, we are carving out a future in the information networking society of
tomorrow.

Development of “Zasshi Viewer” e-book reading software,
which offers a layout that matches the printed page
“Zasshi Viewer” e-book reading software provides a reading experience for iPhones and other smart phones that duplicates that ofthe printed page. Its ease of operation and smooth page-turning
capability provides a comfortable reading environment.
* iPhone is a registered trademark of Apple Inc.

21

Experience art viewing spaces as they were 220 years ago
Digital reproductions of 55 shohekiga (paintings on room
partitions), such as “Ryukozu,” have been unveiled
Digital reproductions have been made of 55 shohekiga createdby Maruyama Okyo and his pupil Nagasawa Rosetsu, which arepreserved at Muryoji Temple in Kushimoto, Wakayama and aredesignated National Important Cultural Assets. Muryoji Temple has
installed these reproductions in the original abbot’s chambers, thefirst such display in about 100 years.

The DNP Group’s CSR Efforts

Up to now we have been putting our digital data processing and handling know-how to use in dealing withmedia such as CD-ROMs, DVDs, the Internet, and broadcasting.
Our first foray into this field was when we took up the challenge of the digitalization of the printing process in
the 1970’s.
We developed our own CTS (computerized typesetting system), which made typesetting work morestreamlined and labor-efficient, while at the same time opening the way toward the development of singlesource multimedia using digital text and image data.
Afterward, in 1985 we realized the world’s first CD-ROM dictionary, and quickly responded to the challengesof the Internet and digital broadcasting.
In making the change from paper to digital media and networking, DNP is deepening the field information

Contributing to the Development of Society through Our Businessthe lead in social evolution

technology and contributing to ever richer communications among people.

Special Report: DNP’s information technology takes the lead in social evolution

Relaying information through images
Digital signage systems

Digital catalog creation and distribution with enhanced“Search,” “Compare,” and “Share” features

Our “Tall Vision” system connects multiple large displays to present digital images in what appears as a single display. It was first
adopted in the private sector as a permanent installation by Mujirushi Ryohin at Ikebukuro Seibu.

This digital format allows an actual printed catalog to be viewed
and its pages turned on a PC screen, and even includes features
such as “Favorites” and eye-catching keyword display corresponding to searches.

DNP Group CSR Report 201022

Contributing to the Development of Society through Our BusinessTechnology that Makes Information “Easy to View and Easy to Use”
Expressing information, from examination and editing through arrangement and storage
Viewed from a certain perspective, printing is an accumulation of “information
technologies.” During the prepress process, uploaded copy such as text, photos,
illustrations, etc. are examined from the point of view of determining the methods,
sizing, and presentation that will cause them to be clear, easy to read, and expressed with optimal effect. Next, the information is edited and processed, and theprocessed information is then arranged and stored.
This process itself is comprised of information processing technologies, and DNP
is evolving those technologies by dealing with all types of media. At the same time,
we have been working to perfect HMI technology for human interfacing that makes
data easy to handle and makes text and photos easy to view.
E-books are currently are getting a lot of attention, and there is demand for dataprocessing that combines the features of each of the e-book readers. DNP technologies are supporting the process of issuing “electronic books” from “paper books.”

Technology based on the printing process

Related information
PT (Printing Technology)
Materials technology

Patterning technology

Converting technology

Printing process
Manuscript
Text, graphics, video,
sound, etc.

Data processing
Input, digitalization, editing,processing, etc.

Typesetting

Data processing technology

Plate making

Press

Fabrication

Distribution

Information security
technology

HMI technology

IT (Information Technology)23
23

IT (Information Technology)

PT (Printing Technology)

Information processing technologies: Data input/output, conversion, synthesis,
compilation, and transmission technologies.
(Text and picture editing, database compilation, networking technologies, etc.)

Materials technology: Composition of new materials, dispersion andmixing techniques(Ink and adhesives, photosensitive materials, coating materials, etc.)

HMI (Human Media Interaction) technologies: Technologies related to the interactionof humans with information.
(Font design, color matting, language processing technologies, etc.)

Patterning technology: Techniques for forming letters, images, patterns,
etc. in base material(Press techniques, lithography, inkjet technology, etc.)

Information security technologies: Technologies for the accurate transmission of data,
proper storage, and prevention of improper use.
(Code processing technologies, personal data processing and control, biometrics, etc.)

Converting technology: Processing techniques for converting or
combining forms of material(Film forming, coating, laminating, transfer, bag making, molding, etc.)

Click here for related information

http://www.dnp.co.jp/csr/2010/23e.pdf

The DNP Group’s CSR Efforts

DNP Meets Society’s Demand for Information Security Technology
Offering a variety of solutions as the global leader
DNP closely guards the data entrusted to us by our clients, and we have achieved aContributing to the Development of Society through Our Businesshigh level of information security technology in our efforts to ensure careful protection of this information. Additionally, the businesses involved are expanding their fieldfrom certificates, magnetic cards, and business forms to notices, personal DM prints/
enclosures/seals, Smart cards, etc. By offering solutions comprised of combinationsof these we are establishing our position as the global leader.
In 2005, we inaugurated SSFC (Shared Security Formats Cooperation) which
provides joint Smart card access to PCs, all types of OA equipment, gates, etc.
Society has recognized the necessity of this in terms of infrastructure, and we aremoving forward with our efforts in this field (P25-28).
Our success in the safekeeping of the precious copy received from clients and inhandling highly important and confidential printed matter such as bank books andcards has resulted in our gaining the trust of corporations and subsequently consumers, and society’s expectations of DNP Solutions are great.

Business Processes• BPO is an abbreviation of Business Process Outsourcing, which is a comprehensive
corporate business process service with information security at its core.

Smart Card business

DNP’s Information
Security Technology• CDMS is an abbreviation of Card Data Management Service. This is a comprehensive
management service for the transfer of data contained on Smart cards over a network.
• SSFC: See P25-28

Daily living• Mobile phones • Home electronics • Automobiles • Home, etc.
We offer high value-added solutions using multi-function Smart cards and DNP’s uniqueauthentication technology.

DNP’s Information Technology Opens Up New Worlds

Yuichiro Fukuda, General Manager, Media Technology Research Center
DNP at its inception in 1876 began developing its businessusing letterpress printing, which was a leading-edge technology at that time. Since that time, based on the notion of“providing people the information they seek in the format they
demand,” we have always taken up the challenge of employing the era’s foremost technology in processing information ina pleasing, user-friendly form that enlivens communications
among people.
It is said that today we live in a society in which access to
information is “ubiquitous,” i.e., unrestricted by time or place,and in which information is ambient in nature; this conjures up

Special Report: DNP’s information technology takes the lead in social evolution

Developing business with information security technology at its corea view of a world in which anyone can connect to a network
anywhere, and where a multiplicity of services lie at one’s
fingertips. The key to unlocking the potential of this kind ofsociety lies in the development of comprehensive information
technology with information security at its core. This means asynthesis comprised first of authentication technology, alongwith media, content, network and other technologies, and thatis precisely what we at DNP seek to provide. We are seeking
to unlock further possibilities for the information technology wehave cultivated through printing, so as to open up new worlds.

DNP Group CSR Report 201024

Contributing to the Development of Society through Our BusinessSpecial Report: SSFC Solutions forrealizing a top security environment
SSFC is rapidly enhancing office security. DNP is expanding the area of application of this technology toevery aspect of life, so as to contribute to the realization of a safer, more comfortable society.

Since launching our R&D into Smart cards in 1981, DNP has been advancing Smart card manufacturing, personal
data entry and issuance, and software development technology, while consistently remaining the market leader. In
addition to developing MULTOS, a multi-OS with multiple Smart card functionality, DNP has created the world’s first veinauthentication-capable Smart card, marking a rapid advance in ATM and Smart card security.
DNP currently holds a 40% share of the Japanese Smart card market, and has secured in particular an 80% share in themarket for megabank ATM Smart cards.
We have now also inaugurated SSFC (Shared Security Formats Cooperation), an alliance with its Secretariat Office at
DNP, which has the goal of achieving simultaneous physical and personal data security using employee Smart ID cards.

Realizing One Person/One Card Office Security
Overcoming the barriers between manufacturers
Up until now companies have not been able to maintain entirely uniform in-house

Vending
machineand dining
hall payment

security, with employees using different entry/exit cards for each office and special
cards for PC login, etc. SSFC is a setup that makes possible consolidated system
control focused on a single Smart card as the employee ID, which establishes ashared data format for Smart cards and joint specifications for office equipment.

Room entry/exit

PC login

The entire series of actions requiring ID, such as office entry/exit, PC login,printer use, etc., is managed using the ID number on the employee Smart ID card.

●● ●●Smart card

Logs using the ID number are recorded showing each person’s entry into whichroom, their access of which data or use of which piece of equipment, serving toprevent unauthorized use or leaks of data.
The consolidated management of office security requires the cooperation of anumber of specialist companies, with 204 Japanese companies handling items suchas physical security equipment, printers, office furniture, and information systems.

25

SSFC

http://www.ssfc.jp/

Document
control

Everything controlled
by a single card

Locker andcabinet control

SSFC-compatible equipment made by different
manufacturers linked through the SSFC card

●●

●●

Room entry control
using the card

Entry data written to the card
Without a room entry record,equipment in that office cannot be used.

●●●●

Room entry record is written by
the office equipment●●●●

Room exit management using the card

SSFC card containing room entry record

Exit data written to the card

PC login and printer output
Dining hall or vending machine payment is possible

Exit data is combined with surveillance camera images and stored
At the same time, equipment in that room becomes unavailable
for useSSFC Expandability and Potential

Flexible security and expandability are the strengths of SSFC

Toward a more secure and comfortable society

Concern about data management has increased as companies

Examples of SSFC use are being found not only at offices, buthave sought to comply with Act on the Protection of Personal In-

also in the field of logistics, such as in inflow/outflow manage-

formation and to acquire Privacy Mark certification, with security

ment. In one actual system already in use, a forklift driver inserts

efforts at companies becoming more and more serious. SSFC

an SSFC-format Smart card in an onboard device for authentication to start the forklift engine, and the barrier shutters within thea more enhanced security system while meeting the demand forplant open and close automatically while the driver stays on thegreater ease of use. The level of office security is increased byforklift.

making equipment and facilities, such as PCs, printers, lockers,

Uses of SSFC in items other than Smart cards are also ex-

entry/exit gates, etc., made by different manufacturers SSFC-

panding, such as the proving tests for SSFC Mobile, which uses

compatible. Systems operation also becomes simpler and eas-

mobile phones in place of SSFC cards and began in March 2009.

ier, providing a major benefit to companies in terms of data leak

SSFC-format cards can also be used for employee IDs, ticket

prevention and improved management efficiency.

and coupon services, and apartment and hotel keys. We arealso looking into the use of transport-system Smart cards for ridesharing, which is an example of the expanding possibilities of thissystem for providing greater safety and comfort in our lives.

Comments from the Secretariat Office

SSFC is a corporate alliance formed in February 2005 with the goal of realizing advanced corporate information security using Smart cards. The Secretariat Office is located at DNP.

Shigeo Hachiki, SSFC Alliance Secretariat Office
SSFC is aimed at creating a data format for employee Smart
ID cards that is shared among manufacturers as well as thecommercialization of various types of security equipment, OA
machines, office furniture, and similar items compatible withthis shared format. Currently, around 200 companies representing a wide variety of equipment manufacturers, systems
integrators and others are members of this alliance, linking
the equipment they manufacture and thereby enabling con-Special Report: SSFC Solutions for realizing a top security environmentis a shared format for Smart cards developed so as to provide

Contributing to the Development of Society through Our Business

SSFC-Format Smart Cards

The DNP Group’s CSR Efforts

A system that makes it easy to thoroughly control each individual ID

solidated physical and information security, as well as providing safer and more pleasant office security. Up to now about
270 companies have installed this system, with approximately
1.5 million SSFC cards in use.
For our future endeavors we are looking toward expanding into overseas markets and non-office applications. SSFC
represents a world of possibilities, and we at the Secretariat
Office are exerting our utmost efforts to realize its potential.

DNP Group CSR Report 201026

Contributing to the Development of Society through Our Business

An SSFC Consolidated Security System Model

Strengthening data links among systems through comprehensive monitoring of employee activities
Constructing a flexible security system
Kansai Ubiquitous is a core operation of Credit Saison founded in October 2008, which functions as a call center handling credit
card information and registration, review, and customer response.
Tokyo Ubiquitous, which was already operating in 2005, had already constructed Smart card-based systems for handling office entry/
exit, dining hall payments, and surveillance of PCs for unauthorized use. Nonetheless, because each of those functions was handledindependently, linking the systems was difficult, and total monitoring of the activities of each employee presented a problem.
As a solution to this problem, Kansai Ubiquitous constructed a consolidated security system with SSFC at its axis, linking the office equipment with the system.

Kansai Ubiquitous’ security system is comprised of a “physicalsecurity system” made up of linked room entry/exit gates andformat employee Smart ID cards, as well as entry/exit gate

surveillance cameras, consolidated with a “information security

equipment, surveillance cameras, a dining hall payment systemsystem” linking room entry/exit data recorded when a gate has

equipment, and other equipment compatible with the SSFC for-been passed and PC security. Also, a system for the manage-

mat. This system relays the most recent employee data to thement and analysis of use logs provides a daily checking function.

security system without delay in the event of employee transfers,

Combining the Smart cards with various kinds of security equip-

card loss, new part time or temp hires, or when employees leavement and the log management system enables the monitoring of

the company, so that linked data such as that concerning autho-

employees from the time they enter the office until they leave, as

rizations, etc., can be maintained in the most recently updated

well as enabling the surveillance and control of nearly all work-

status.

related activities. This makes it possible to manage the security
In constructing the Kansai Ubiquitous system, DNP provided

Entrance to Credit Saison /Kansai Ubiquitous
Photograph provided by Credit Saison Co., Ltd.

At DNP we are treating this consolidated security system asa model, with the goal of constructing systems for handling evenenvironment as a single entity.

more advanced security environments.

Call center

Customer Comment
By installing a consolidated security system that revolves around
SSFC, we have realized maintenance of the necessary security
level with information linkage. Our corporate culture has always
been marked by an open atmosphere, so we did not want havea system that would make our people feel like they were constantly under surveillance. We also took into consideration SSFC’s
compatibility and expandability, which allow for future security en-27

development of a consolidated control system using SSFC-

Cafeteria

Nobumitsu Nigawara
Manager, Systems Planning Dept. Credit Saison Co., Ltd.

hancement and equipment additions, and were able to construct a
flexible system. Another attractive feature is that by being able tocompare products supported by SSFC we were able to cut costs
by connecting all of the systems. We will provide feedback to DNP
concerning issues that arise at Kansai Ubiquitous, and we hopethat by doing so we will be able to exchange ideas with them andconstruct an even stronger security environment.

The DNP Group’s CSR Efforts

General image of the consolidated security system at Credit Saison/Kansai Ubiquitous
SurveillancecameraSurveillancecameraCard authentication/Camera surveillance

Room entry flag check/Screen lock when away from desk
ID data + room entry flag check• Log activity• Analysis

Log activity

Leaves office• Report• Image taken

Introduction of SSFC-format Smart cards as student IDs

The SSFC card room entry/exit control system: A vigilant 24-hour campus guard
After initiating study of the system four years ago, it has finally become a reality
The Keio University Shonan Fujisawa Campus (SFC) has a number of specialty faculties, such as the Faculty of Policy
Management, the Faculty of Environment and Information Studies, and the Faculty of Nursing and Medical Care, and isrecognized as the birthplace of the Internet in Japan.

Contributing to the Development of Society through Our Business

Warning

PC logoff
Power off

Room entry
flag reset

Building exit gate check

PC login
Use of important cabinets
Combination printer-copier-scanner

Room exit gate check

Check at room entry gate

Arrives at office

Check at building entry gate

Person’s
movements

Writes room
entry flag data

Known as the “24-hour campus,” the lecture halls and researchfacilities that dot SFC operate 24 hours a day, with cutting-edge
research underway even in the middle of the night.

1990 a room entry/exit gate control system using magnetic cards
was installed. The recent need to revamp this system presented
an opportunity to introduce SSFC-format Smart card student IDs.
Keio University Shonan Fujisawa Campus Main Hall

Photograph provided by Keio University

The system introduced in this case consists of SSFC-format

use of these cards will applied to a variety of services currently

FeliCa Smart card student IDs, which can also be used at theusing magnetic cards, first in replacing various types of ID

Mita and Hiyoshi campuses, and a room entry/exit gate con-cards as well as for library access and lending. The deciding

trol system. Approximately 5,000 Smart cards were issued tofactor in choosing this system was the versatility of the SSFC-

students and academic staff, with Smart card readers for room

based Smart cards and systems environment, as well as theentry/exit control installed in about 110 classrooms, such asease with which new applications can be added. At DNP, we

PC classrooms and laboratories. We envision that in the futureoffer SSFC as well as issue the Smart card student IDs.

Customer Comment
We had been using three kinds of building entry/exit control system, primarily magnetic cards, and we wanted to standardize thesystem. Also, the system installed when the SFC facilities wereconstructed was due for renewal, and we chose this opportunity to
install the SSFC-format Smart card system because of its high degree of versatility and because it is easy to add applications using
SSFC. This system made it possible to use SSFC to standardize

Isao Takekoshi

Special Report: SSFC Solutions for realizing a top security environment

The PC classrooms in particular are available for students
to use at any time. Therefore, when the campus was opened inManager, General Affairs Shonan Fujisawa, Keio University

access by students to all of the learning facilities of our “24-hour
campus.” Currently we are using magnetic cards and barcodes
for library access and lending, as well as for issuance of various
kind of ID cards. Our next step is to switch from magnetic cards toSmart cards, and by making future buildings we construct SSFCcompatible as well we hope to make our campus even safer andmore convenient.

DNP Group CSR Report 201028

Compliance with the Law and Societal Ethics

Activities Governed by Laws and Social Ethics
We believe that the continuous demonstration of sincere behavior by each and every one of our employees is the most important factor
in earning the deep trust of society, which is vital to the sustainable growth of the DNP Group.

Our Basic StanceContinuity

We at the DNP Group use three key words to instill a sense

Make ongoing daily efforts thatare a part of everyday work.

of the importance of corporate ethics held by each and every
employee, and shared throughout the entire Group: “SelfInitiative,” “Continuity,” and “Positive.”

Corporate Ethics
Efforts: Keywords

We believe that these keywords clarify the stance toward
corporate ethics required of our employees, and serve to en-

Self-Initiative

Positive

Actively engage issues oneself,
rather than leaving them to others.

Take a forward-looking approach
toward the efforts necessary
to gaining the trust of society.

courage sincere behavior on the part of each.

Structure for Ensuring thorough Corporate Ethics
Organization

TargetRelated information
Check

Evaluation

A
B
C
Corporate Ethics Committee

serious corporate ethics efforts on the part of each individualThis committee is composed of the directors and corporate

employee and to improve results. A

B

officers in charge at each Headquarters division, and is
the Group’s umbrella internal control organization for sup-Self-Inspection of Compliance Cwith Laws and Rules

porting our compliance structure. Its goal is promoting the

The Self-inspection System has been in full operation in the

propagation and thorough understanding of corporate ethics

Group since 1997. Conducted under the motto “Guarding ourthroughout the DNP Group.

own organization ourselves,” in this system each businessCommittee meetings, at which the members consider thedivision checks and evaluates the status of its own compli-

Group’s overall compliance structure policies and action plansance with inspection categories established by Headquarters

and make proposals and decisions concerning them, are held

supervisors concerning laws and rules. When insufficiencies

regularly on a monthly basis. The Committee also comprehen-

are identified the Headquarters supervisors provide support

sively examines and provides guidance concerning the creation

to efforts for improvement.

and operational status of structures based on the action plans,continuously revising the policies and action plans.
The Corporate Ethics Committee has its own secretariat,
while individual Corporate Ethics Committees with secretari-

The inspection categories and methods are reviewed annually with the goal of improving efficiency and results. Someof the categories were revised in FY2009 with the goal of improving inspection accuracy.

ats have similarly been set up within each Business Division,
creating a Group-wide corporate ethics promotional structure.

Compliance Evaluation System
In contrast with the Self-inspection System, in which the busi-

Management by Objective System

the Compliance System, which was inaugurated in 2005, are

Objective System, in which employees are interviewed at the

conducted by the Headquarters supervisors, who examine

end of each term by their superiors and evaluated concerningand evaluate the compliance efforts of the business divisions

the results of their efforts to achieve the targets they have set

from an objective point of view.
The results are reported at the Executive Committee

for themselves.

29

ness divisions check up on themselves, the inspections in

Corporate ethics themes are covered in our Management by

The evaluations from this system are reflected in employ-

Meetings, which allows each business division to see theirees’ Personal Results Assessments, so as to encourage more

compliance status and mark how their own compliance level

Click here for related information

http://www.dnp.co.jp/csr/2010/29e.pdf

One Akiyama, President, Integrex Inc.

Stakeholder Opinion

The DNP Group’s CSR Efforts

The DNP Group has continued to maintain a high level of corporate ethics efforts as it seeks to remain a company that is trusted
by society. I give them high marks for their efforts this year, which
include seeking to enhance their compliance system by newly establishing the Supplier Hotline.
While corporate ethics can be said to be the foundation of
CSR, the “R” in CSR is evolving from “responsibility” to “respect”(i.e., respect for the image a company must have and that it seeks

to have). From now on, corporate ethics should transcend thatwhich is required in terms of “responsibility.” Companies should
consider what they must do to be trusted, and the image theyshould seek to achieve through their contributions to society, so
as to gain the benefits of receiving “respect” from society basedon trust.

Diagram of systems for thorough corporate ethics

A
B
C

Compliance Evaluation System
Corporate Ethics Training

Examination•
Guidance•
Education• Regular training according to rank
• Self-directed ethics training• Training according to individual categories

ReportingOpen Door Room

Education

Corporate Ethics Training• Regular training according to rank
• Self-directed ethics training

Self-inspection of Compliancewith Laws and Rules

Plan

Do

ActionCheck

Consultation

measures up within the Group. In this way, each division is

Consultation and Reporting Systemaware of their compliance grade, inspiring them to work harder

Open Door Roomto improve, thereby improving the level of the Group as a whole.

The “DNP Group Open Door Room” was established in Oc-

Compliance with the Law and Societal Ethics

Supplier Hotline

Management by Objective System

Corporate Ethics Committee

Operating units

Corporate Ethics Committee

Head office

Management by Objective Systemtober 2002 so that employees with concerns about corporate

Corporate Ethics Training (education and awarenessprograms)

ethics can feel secure when consulting or reporting information. We overhauled our “DNP Group Open Door RoomAt the DNP Group we believe a sense of corporate ethics will

Operating Standards” in 2006 in response to the enactment

take a deeper and firmer hold at our company if employeesof the Japanese Whistle-Blower Protection Act, so that people

possessing a strong ethical perspective can think and act forwould be able to consult and report without hesitation. We

themselves. We have developed corporate ethics training

also worked hard to find ways to inform our employees aboutprograms that provide opportunities to cultivate even more

the Open Door Room, such as by putting an animated fea-strongly self-motivated employees.

ture about it on our website. The number of reports has been

In FY2009, we continued the efforts begun in FY2008 toincreasing every year, with around 20 consultations/reports

develop self-directed ethics training at our overseas affiliates

received in FY2009. These were mostly of a general nature,so that a sense of corporate ethics corresponding to that ofand none had an impact on our business.

our Japanese group companies will take a deeper and firmer
hold at those companies as well. We focused on our local
employees in particular in those efforts.

Main Corporate Ethics Training Programs
Entry-level education

Training received by employees when they newly
join the DNP Group

Regular training
according to rankTraining by rank for new management-level
employees

Self-directed ethics
training

The top managers at each business division
serve as the trainers for their subordinates

Training according to
topic

Training according to individual topics, such as
major laws and regulations, etc.

Supplier Hotline
The Supplier Hotline was established in 2009 so as to provide a contact point for our suppliers, whom we consider ourvalued stakeholders, to consult or report about improper behavior on the part of persons associated with the DNP Group.
Similar to the Open Door Room, the Hotline performs an effective consultation and reporting function within our internal
control system, and we are working to make sure that our
suppliers are aware of it and that it operates properly.

DNP Group CSR Report 201030

Ensuring Information Security

Protecting Personal Information
We view our duty to guard information assets, such as the personal data and the information entrusted to us by customers in conducting business, as a matter of course. Information security and personal information protection are among the most importantmanagement issues facing the DNP Group, and we maintain strict, continuous controls through strong management systems and employee training programs

Thorough Information Controls and their Further Expansion

Related information

The DNP Group maintains a Personal Information Protection

concerning document control, computer use, areas from

System and strict, continuous controls on information assets.

which non-DNP employees are restricted from entry, and oth-We also by establishment, execution and check of our security

ers. In FY2009, we created new standards for websites andcontrol policies, monitoring them for any issues that may arise,training. Our system is always on the alert against new threats

and seek to resolve them through IT and other means, employ-and risks, in response to which we rapidly send out notices,ing know-how and technology in our DNP security solutions.

establish or revise our rules accordingly, and we make surethat our employees are thoroughly informed about them.

Strengthening Policies through System Improvements

Personal information protection policy

http://www.dnp.co.jp/eng/about/privacy.html

DNP has established the Headquarters DNP Group

Establishment of a Management System

Information Security Committee and the Information Security
Headquarters as our company-wide control organizations,

DNP has been promoting the establishment of a manage-

which examine the information security measures of our busi-

ment system for full compliance with all laws and regulations

ness operations and Group companies, and provide guidanceat all Group business offices handling personal information,

to them. Also, Information Security Committees have been

pursuant to the Japanese Industrial Standards “Personal

established in each of the business operations and Group

Information Protection Management System Requirements”

companies, which under the direction of the committee chair-(JISQ15001).

persons and persons in charge of personal information control

Also, we are actively making progress toward acquiring thehandle issues such as training and computer measures, andPrivacy Mark and ISO/IEC27001.

are in charge of inspections.

Privacy Mark: A certification system for contractors that have establishedsystems composed of appropriate personal information security measurescompliant with JISQ15001.

Maintaining Internal Procedures and Rules

ISO/IEC27001: Information security control standardsISO/IEC27001

Our personal information protection measures include maintaining the Personal Information Protection Regulations andestablishing joint rules regarding actual standards for information protection within the Group.

Strengthening Security through Human
Resource Development

Concerning information security, we maintain the Basic

We are engaged in raising the awareness of each employee

Personal Information Policy and Basic Personal Information

through efforts such as pamphlet distribution, mass educa-

Rules, under which nine standards have been establishedtion, network learning and other forms of training.

Main efforts in FY2009
DNP Group
Information
Security Committee
Information
Security
Headquarters

Human Resource
Development

31

Committee Chairman Guidance

23 times

Auditing/Guidance

47 offices; Total of 107 times

Compliance evaluations

116 headquarters divisions, operations,Group companies; Total of 290 hours

Information Security Course for Technicians

52 headquarters divisions, operations; Total
Audits of Personal Information Management Systemsof 174 hours
Personal Information Protection Management
System (PMS) Education

July 2009 - March 2010; Total of approximately 41,000 participants

Information Security Course for Technicians (held 5times)
Information Security/Personal Information Protection
Tester/Auditor Education (JISQ15001, ISO/IEC
27001) (Held 2 times)
Nationwide Information Security Conference and Seminarfor Information Security Promotion Office Managers

November - December 2009; Total of 600
participants

Click here for related information

http://www.dnp.co.jp/csr/2010/31e.pdf

November 2009 - February 2010; Total of
95 participants
Held in June 2009 and February 2010

Information security course materials

Stakeholder Opinion

Akihiko Omikawa, Executive Vice President, General Manager, Japan, LAR, APAC Region, Global Marketing , Trend Micro Incorporated
threats, DNP conducted deep TAIWA with the CIOs and CSOsof each company actively participating in the Information Security
CIO Forum, which is sponsored by like-minded companies in theindustry. In addition to introducing the latest technology, DNP
conducts unceasing efforts to strengthen its effective information
security through education and training programs and inspection.
It is my hope that in response to society’s demands DNP willcontinue to execute information security measures that provide asense of security to customers.

Constructing an Office Security Environment

The DNP Group’s CSR Efforts

While ICT is important to the organizational infrastructure interms of contribution to a company’s competitiveness, building
lasting relationships with customers, cost reduction and enhanced
productivity, it is necessary to maintain a balance between it andinformation security/risk controls. While DNP introduces the latest
in ICT and services, the company also demonstrates leadershipthat extends beyond the industry. For example, as part of its
effort to continue to remain up to date about the most appropriate
information security to prevent and protect against ever-evolving

Related information

Strengthening security through new Smart card employee IDs

control for computer rooms in which personal information is

In October 2009,

handled. This accurate system of personal ID confirmation

we completed issu-

prevents intrusion by outsiders.

ance of Smart card
replacement employee IDs to about

Cooperation with Industry Groups

34,000 DNP Group

Desktop security system “TranC’ert”

employees, thereby

Japan Federation of Printing

constructing an office

Industries: We dispatchedsecurity environ-

members to the Personalment that merges

Information Protection Semi-

leading-edge security with convenience. The newly-introducednar, where they assisted in

proprietary DNP Smart card employee IDs are loaded with tworevising the “Personal Infor-

IC chips- a contact IC and a FeliCa 9KB, the first domestic noncontact IC with twice the data capacity of previous models. The

Lecturer provided for seminar at the Japan
Federation of Printing Industries

mation Protection Manual for
the Printing Industry” and inpromoting personal informa-

authentication.

tion protection in the printing
industry.

Biometric authentication using the new Smart card employee IDs (finger vein and palm vein) is used for entry/exit

Security measures based on Smart card employee IDs

ExamplePhysical measures

Digital pen-based visitor reception control

Ensuring Information Security

new card supports the latest coding technology and biometric

We have inaugurated a visitor recep-

Installation of
security gate
system• 18 new sites• Total of 121 sites(including some overseas plants and offices)

ID when using
combination
printer/copiers• Can print only those documents for which one is
authorized• Expands system for preventing leaks due to machine
being left unattended, etc. (through joint developmentwith equipment manufacturers) within the company

tion control system using digital pens
to convert information entered on aform to digital data. Information filled
in by visitors on forms presented
upon entry is immediately digitized.
While this of course allows visitor data
to be monitored, it also reduces thesystems control and entry form (paper

Technological measuresform) storage load, and ties in this• Key control system (locker for important documents)• Safety box• IC tag system for delivery of valuables
Access control• Control system for researcher attendance
using non-contact• IC tag-supported automated library lending system
IC• Work attendance hours control system• Dining hall payment system (deduction from salary,electronic money), etc.

system with the security gate system
Smart cards loaned to visitors.

ExampleWebsite manipulation prevention measures

We conduct twice-annual vulnerability inspections of all DNP Group Internet
servers that handle personal information. Also, we established the Website

Access control
using contact IC• Desktop security system (TranC’ert) (control of PC
boot-up, etc.)• PKI authentication• Security systems for home office PCs employed asanti-influenza measure• System for receipt of important data, etc.

Click here for related information

http://www.dnp.co.jp/csr/2010/32e.pdf

Control Standards in FY2009, and conducted overall checks of the website
as needed to prevent manipulation by “Gumblar,” a malware botnet.

DNP Group CSR Report 201032

Promoting Social Responsibility through the Supply Chain

Sincere Dealings with Suppliers
We believe we can offer safe products and services that are useful to society, starting by fulfilling our social responsibilities such aslegal compliance, environmental conservation, and fair labor practices. We strive to share this approach with our suppliers and work
together with them.

Our Basic Supply Chain Philosophy

Promoting CSR Procurement

DNP works together with suppliers to achieve high-quality

In March 2006, DNP amended our Basic Procurement Policy,

and meet the demands of society across the entire value

and newly established our DNP Group CSR Procurement

chain. The existence of superior goods and services is point-

Criteria. We held explanatory meetings for suppliers so as toless if the production or materials procurement processes

deepen their understanding of our CSR Procurement Criteria,

create social disharmony. We are moving forward with a vari-and conducted regular compliance status surveys.

Related information

ety of management measures with the goal of attaining a highstandard of value creation in tandem with strong complianceGroup Company CSR Procurement
CSR procurement efforts have been underway at Group compa-

awareness.
Value Chain: The continuous process of creating added value in the course ofnies since FY2008, but due to the broad differences in type andthe provision of goods or services by a company to customers, from procure-scale of business among these companies it has been difficult toment to development, production, sales and service, up to and including thedelivery of the said goods or services to the consumer.

http://www.dnp.co.jp/eng/procurement/

Regarding materials procurement

develop these efforts in step. Therefore, in FY2009 we proceeded to monitor the status of the efforts at each supplier, focusing
on the major issues at each Group company. In this way wegained a mutual understanding of the items requiring improvement, and proceeded with concrete improvement efforts.

Continuous Efforts to Make CSR Procurement Take Hold2010 marks the fifth year of our continuous attempts to improve our efforts to increase CSR procurement awarenesson the part of our suppliers. We believe that our continuous
efforts are making CSR procurement take hold across the
supply chain, and we will actively continue to try to expand on
our accomplishments.
ExampleRegular CSR Procurement Criteria compliance status surveys

Survey form (Supplier

33

DNP)

Feedback through the evaluation sheets (DNP

Supplier)

These surveys have been conducted continuously about once annually since

Since the second survey in 2008, DNP has supplied feedback to the suppliers

the first one in 2006, with the third conducted in autumn 2009. These take thein the form of an “evaluation sheet” showing the survey results, in which

form of a self-checking questionnaire, which in the first two surveys dealt with

we seek to have the supplier improve awareness and understanding ofitems noticed by the supplier. We chose not to change the survey items so as

CSR compliance. We created the evaluation sheet ourselves based upon

to ascertain the degree of progress made, but having determined through thethe DNP Group CSR Procurement Criteria, with the evaluation categories

first two surveys that the initial goals had been accomplished, we changed

broadly divided into “Social Aspects,” such as human rights and labor, andthe content of the questions in the 2009 survey so as to deepen understand-“Environmental Aspects.” The goal is to make it possible to see the degree ofing of each of the problematic items.

progress in each area.

Click here for related information

http://www.dnp.co.jp/csr/2010/33e.pdf

Stakeholder Opinion

Josuke Morisawa, Manager, CSR Promotion Office, Corning Japan K.K.
listening to the opinions of all of our stakeholders.
The categories in the CSR procurement surveys of DNP,
which is an important client as well as one of our stakeholders, arealways accurate. Also, the use of the pentagon graph in the evaluation sheets allows us to visualize clearly those areas in which weneed improvement, which is a big help when checking up on our
CSR promotion activities. We plan to continue to make use of thevaluable opinions offered by DNP.

Building a Relationship of Trust with Suppliers

Preparedness for Unexpected Accident

DNP always aims to act sincerely so as to remain a company

A BCP (Business Continuity Plan) is a plan by which a com-that is trusted by society. Therefore, our employees strivepany guards against the stoppage of important work caused

always to engage in activities in accordance with all laws andby the occurrence of, for example, a large-scale natural di-regulations, as stipulated in the DNP Group Code of Conduct.

saster or influenza pandemic, and which provides that the

Furthermore, we have established detailed rules concern-

supply of products and services will resume with an allowable

ing employees engaged in external trading, such as that they

period of time even should a work stoppage occur. Thus,

must comply with all agreements entered into with suppliers

BCPs constitute an important management strategy. Conse-and contractors, may not receive gifts or favors, and may notquently, a BCP must realistically take the entire supply chain

engage in breaches of social ethics.

into consideration, which makes joint efforts with suppliers

The DNP Group’s CSR Efforts

Nowadays, CSR requires that a company take measures in theenvironmental area, such as promoting anti-global warming measures and responding to toxic substance regulations (for example,
REACH), as well as grappling with social concerns such as compliance and corporate governance.
While our company’s CSR activities naturally include conducting business responsibly and compliance with laws andregulations, we also seek to promote sustained CSR efforts while

indispensible.

Establishment of the Supplier Hotline
Large-Scale Earthquake Measures

to create a structure for rapid response in the unlikely event

Since 2005, the DNP Group has been engaged in establish-of unlawful action on the part of any of our employees. Thising BCPs for large-scale earthquake risk for each of our main

Hotline serves as the contact point for our suppliers to inform

operational sites. We specify the important business and work

us of unlawful action (or suspicion of unlawful action) by a DNP

at sites where an earthquake of intensity 6 upper is anticipated,

employee in the course of doing business with the DNP Group.

taking the special characteristics of the business and customer

Thus far no suppliers have consulted with us via theneeds into consideration. We then create a plan consisting of

Hotline concerning any particular problem. We will continue
work on measures that promote fair and honest businessdealings based on a relationship of mutual trust.

measures to restore business within a target time period.
We have also been proceeding with revisions to our company-wide disaster prevention plans concerning large-scale
earthquake measures in the event of an earthquake occurring directly under Tokyo, which prioritizes preserving continuous core

Employee Commentfunctions even when a disaster occurs. We are proceeding with

Hiroshi Asada

these plans which function in tandem with our BCPs as deliber-

General Manager, Purchasing Division

Promoting Social Responsibility through the Supply Chain

We established our Supplier Hotline in November 2009, so as

ate, strategic measures for preventing/minimizing of damage.

DNP deals with a broad range of trading
partners in terms of scale and type ofbusiness, as well as a wide variety ofmaterials and services, in developing our

Influenza Pandemic Response and Countermeasures
We created a BCP in 2009 in response to the influenza outbreakextensive array of businesses with printing technology at the core.

in preparation for its possible spread throughout the company

When I first began explaining about compliance with DNP’s CSR

and the outbreak of an even stronger strain (please see P48).

procurement policies to our trading partners there were as yet very few
companies engaged in such efforts, making it really difficult to gain their

We received many inquiries from customers, in particularunderstanding. I wound up holding numerous explanatory meeting thatat our Packaging Division which is responsible for supplying

began by presenting the basics of CSR.

society with food and medical goods packaging, concerning

While it was difficult, we at DNP view our trading partners not only
as our valued partners, but also as important stakeholders. Consequently, carefully responding one by one to the doubts and problems oftransmission prevention in the event of an influenza pandemic
and our ability to maintain supplies. Our measures in this re-our trading partners is in itself DNP’s CSR, and serves to strengthen ourgard included gaining the cooperation of all elements of the

TAIWA with them.

supply chain, including suppliers, distributors, and customers,

CSR and the CSR procurement concept have by now caught onthroughout the world, and we rarely hear fundamental questions about
the topic. Nonetheless, I intend to continue as I have up to now inin the area of infection prevention. Also, we established measures such as getting accurate information from our suppliers,

making a sincere effort to contribute to the best of my abilities to theas well as their cooperation, in examining inventories prior to

realization of a sustainable society.

the onset of the pandemic.

DNP Group CSR Report 201034

Proper Disclosure of Information

Promoting Prompt Disclosure and Communication
DNP seeks to deepen TAIWA with all of our stakeholders, such as shareholders and investors, client and trading partner companies,
consumers, the mass media, our employees and communities, and to enhance our daily communications with them through the timely
disclosure of information.

DNP’s Corporate Communications

Related information

Promote TAIWA with stakeholders
Feedback within the company

Business
VisionGuiding
Principles

Code of Conduct• Special features/
Editorial content• Media construction/use• Meetings• Other

In-house

Employees/Families/Management
Mass media

External

Customers

Investors

Trading partners

Consumers

Communities, etc.

Sustainable development of the DNP GroupStrengthen accountability

Management
Concept

Establishing DNP as a company trusted by society

Reform the corporate culture

DNP engages in active TAIWA with a broad array of stakehold-more than 130 years ago, and when appropriate we present

ers, and we believe that the importance of mutual respect forthat and other data at our showroom and in other venues.

each others’ philosophies and opinions demands that we disclose appropriate information in a timely fashion as well as fulfill
our duty of accountability. We seek to realize our Management
Concept, which advocates contribution to society, by obtaining
feedback from our stakeholders and reforming our corporate
culture, in addition to increasing our corporate transparency.

Expanding Opportunities for Communication
DNP takes an active approach to information provision by
gaining an accurate understanding of society’s needs andDisplay facility for “Infopark- from letterpress to digital” (Shinjuku Ward, Tokyo)

maintaining close communications with all stakeholders. We
seek to expand opportunities for communication, by providing material and press releases to the mass communication

ExampleMore than 100 news releases annually

outlets as well as by enhancing a variety of communications
tools, such as the design and operation of our company showroom for corporate clients, and strengthening our IR efforts.
DNP is also building our new information media know-how,such the inauguration of our digital signage-based in-house
information sharing system at all major domestic sites. Thisknow-how is being put to use in improving services for our
corporate clients.

Retention and Disclosure of Company Data

35

Our news releases summarize DNP’s broad array of new products and ser-

DNP collects and retains corporate data and a variety of related

vices in an easy-to-understand way. We also produce more than 200 articles

data which enhances our communications efforts. We have ac-for distribution to reporters each year, focusing on popular themes.
When accidents, fires or other incidents occur we release accurate andcumulated much data possessing strong cultural value over ourtimely information about the cause, measures being taken, and background,years of social contribution since the founding of the company

and exert our maximum efforts to prevent the spread of damage to others.

Click here for related information

http://www.dnp.co.jp/csr/2010/35e.pdf

Takayuki Arai, Secretary, Nippon Keidanren Business Services Internal Communication Center

Stakeholder Opinion

in comparison with monthly or bi-monthly publications, despite
the fact that design, editing and other tasks are time-consuming.
Nonetheless, each edition of “DNP Family” has been excellent. It
displays the well-balanced, stimulating layout and color scheme one
would expect from a printing company. As the name suggests, themagazine takes into consideration not only employees but also theirfamilies. The cover illustration theme of “A Splendid Future To Be
Lived As A Family” of each edition showing employees gathered
together with their families is a pleasure just to behold.

Enhancing IR (Investor Relations) Efforts

Strengthening Communications Using Tools

Related information

We work to maintain our relationship of trust with each of our

DNP conducts information disclosure according to our Disclo-stakeholders by planning communications strategies that takesure Policy, so as to ensure timely and accurate disclosure of

the special characteristics of each into consideration and by

information to all shareholders and investors based upon trans-

conducting appropriate information disclosure using the opti-

parency, fairness, and continuity. Our disclosure efforts are

mal tools.

led by the Information Disclosure Committee, which gathers

External communications tools

corporate data and determines disclosure methods and otherWe revamped the DNP homepage in October 2009, improv-

considerations, with the goal of executing prompt disclosure.

ing its ease of use and enhancing the content. We also offer

We pour our efforts in our IR activities into expanding oppor-

our “DNP News Channel” focusing on business topics andtunities for communications with investors by holding individual

events on our homepage. In addition, items such as guides toIR meetings, factory tours, etc., so as to provide detailed re-the company (Japanese and English) and the “DNP Report”

sponses to investor demands. We are working to enhance ourshareholder bulletin are available for printing and as PDFs.

various communications tools so as to present DNP’s strengths
and strategies in an easily understood manner.

In-house communications tools
Our Group magazine, “DNP Family,” is distributed to about
40,000 DNP employees, and covers the activities of theCommunications with shareholders and investors

Group as a whole, with the goal of instilling our business

Expanding opportunities for communication

vision. We have also launched new efforts, such as the inau-• More than 200 individual IR meetings annually• Factory tours, strategy and technology seminars concerning business ofparticular interest• Meetings conducted via telecom networks (for overseas shareholders andinvestors, etc.)• General shareholder meetings (introducing DNP’s efforts through displays
and video)

gural issue of “Discover DNP” and information transmission
using digital signage.
Proper Disclosure of Information

Enhancing communications tools• Expanding IR information on the homepage• Publishing annual reports and shareholder bulletins• Introducing exercising of voting rights via the Internet• Offering consolidated financial report summaries and news releases in both
English and Japanese

ExampleThe DNP Group’s CSR Efforts

Since 1966 the Nippon Keidanren Business Services InternalCommunication Center has selected a superior in-house corporate
publications to receive our annual “Nippon Keidanren Recommended Company Magazine” award.
The DNP Group company magazine “DNP Family” has received
high marks from us in recent years, taking the “Overall PerformanceAward” for comprehensive superiority from design through layout
in 2008 and a “Special Award” in the Visual category in 2009.
Quarterlies have a tendency to be somewhat lacking in content

Group magazine, “DNP Family”

Creating the most appropriate tools with stakeholders in mind

DNP homepage (dnp.co.jp)

Information journal, “Discover DNP”

Digital signage

Our homepage introduces the businesses of ourThis is an in-house publication introducing DNP’s

Large displays have been installed at somethree main segments in an easy-to-understand way,consumer products and services. It was launched

DNP sites for presenting information to employ-and by improving the site’s search function we arein February 2010 with the goal of promoting theees and visitors.

increasing the number of times it is accessed.

understanding and use of DNP’s business.

Click here for related information

http://www.dnp.co.jp/csr/2010/36e.pdf

DNP Group CSR Report 201036

Realization of a ‘Universal Society’

Efforts to Realize a Safe and Convenient Society
The need for Universal Design is increasing as society changes and values diversify. The DNP Group is working to make the products
and services we offer easy to use for as many people as possible.

The DNP Group’s UD

Related information
The upgrading and im-

DNP UD Mark:This mark symbolizes the attempt toincorporate UD as
promoted by the
DNP Group

Next-Generation Human Resource Development
Advancing UD

provement of products and

DNP is engaged in programs for advancing UD which include

services from a consumer

evolving our in-house efforts as well as working in coopera-

perspective is essential totion with external organizations.

realizing a universal soci-As part of our in-house efforts we are continuing to operate

ety that is safe and convenient for all. At DNP, the realization

network learning focusing on new employees, so as to im-of Universal Design (UD) in all of our products and services isprove understanding of the UD philosophy and programs andan important issue in the daily work of all employees.

make them take hold among all of our employees. As we did

In FY2009, we continued to move this concept forward byrevising the 2008 UD Declaration and principles while promoting tie-ins with external organizations.
Universal Design: The design of items such as appliances, buildings, and living spaces that from the outset takes into account usability by as many people
as possible.

in 2008, we continued to invite outside experts to conduct UDawareness seminars.
Our work in cooperation with external organizations includes joining the International Association for Universal
Design in 2003 as a trustee and directing company, in which
we have been at the center of development of a number of

5 Universal Design Principles
DNP Group UD begins with our determination to consider ev-

projects. We will continue to actively develop programs forpromoting UD that go beyond efforts within our own company.

eryone. The DNP Group’s 5 Universal Design Principles havebeen established to make our UD efforts more fruitful. The

ExampleAccessibility Leader CampDNP Group offers a broad array of products and services,and we strive to make them easy to use by applying these
Principles in all of our fields of business.

Principle 1: Make it clear
Label properly according to the circumstances of the information recipient.

Principle 2: Make it intuitive
Design so that usage is easy to understand, enabling intuitive handling.

Principle 3: Make it flexible
Design to enable diverse users and usage methods.

Principle 4: Make it safe

In March 2010, DNP began cooperative efforts with the

Design so that even if misused there is no danger.

Accessibility Leader Training Association by becoming a
corporate host of the Accessibility Leader Camp program

Principle 5: Make it easy
Design for comfortable handling with minimum force.
The DNP Group 5 Universal Design Principles are based on the “7 Universal Design Principles” of Dr. Ronald Mace, an American who coined theterm “Universal Design.”
DNP Universal Designfor training personnel to take the lead in a “people-friendly”
society. At the event, 21 students and teachers, mostly from
Hiroshima University, held a UD Evaluation Workshop at ourTokyo Human Research Laboratory.
Accessibility Leader Training Association: This Association was established in

http://www.dnp.co.jp/ud/

June 2009 through a combined effort led by Hiroshima University, Microsoft
Corporation, and the Japan Student Services Organization, with the goal ofdeveloping “Accessibility Leaders” at public and private universities throughout
Japan to promote improved accessibility in academic, work, and living environments using IT and other means. “Accessibility” means ease of use andaccess to information, services, products, the environment, etc.
http://alp.hiroshima-u.ac.jp/

37

Click here for related information

http://www.dnp.co.jp/csr/2010/37e.pdf

Stakeholder Opinion Mariko Fujita-Sano, Assistant Director of Accessibility Leader Training Association/ Professor, Graduate School of Integrated Arts and Sciences of Hiroshima University

UD Efforts in Businessticipating students were able to gain valuable experience which
greatly stimulated their motivation, and I expect they will use thatexperience in bringing UD to society. I sincerely hope that DNP
will continue to be active in developing this program.

The DNP Group’s CSR Efforts

Our Association seeks to train leaders in accessibility promotion
at universities, companies, and in communities throughout Japanby conducting our Accessibility Leader Program, which consists ofstudy courses, qualification certification, internships, and training
camps.
At our March 2010 Accessibility Leader Camp, DNP, ourhost company, introduced excellent leading-edge UD efforts andevaluation methods at its Human Research Laboratory. The par-Related information

Efforts by Usability Verification Facilities

Efforts in the Information Communication Field

Both the Tokyo Human Research Laboratory and the Osaka

We have been actively licensing our DNP original font,

PUL (Packaging Usability Laboratory) are, in addition to“Shueitai,” to outside parties, so that more people can bepackage evaluation,

able to enjoy the easy-to-read font that has been in use for so

engaged in devel-

many years. Morisawa & Company launched its sale as a font

oping methods ofproduct in November 2009, and we hope that will lead to evenscientific analysis of

more widespread use

all facets of consumer
behavior.

At digital content producer DNP Digitalcom we havelaunched the GOGO Design Renewal Pack service, which evaluates client company websites

Human Research Laboratoryfrom a variety of perspectives.

Efforts in Lifestyle and Industrial Supplies Segment

By conducting eye tracking and

DNP’s UD efforts in packaging, which is used daily by con-color image analysis we cansumers, are focused on the package development work of our

make website content easier toPackaging segment. When purchasing a product, consumers

understand and improve mes-demand that not only the contents but also the package besage expression.

GOGO Design Renewal Packof high quality, as well as strong. We conduct labeling andpackage design in an effort to develop packaging that is more

Eye tracking: This is a method of website use analysis that employs sight line

attractive and easy to use. We also dispatch employees toanalysis to measure “how long” and “along what path” a user gazes at “which

participate in projects conducted by external organizations, so

locations and regions” on a web page.

ticipate in the promotion of UD in society.
ExampleMagnified textbooks for sight-challenged children

Employee Comment

Kenji Tsuchimura

Planning Division, Packaging Operations

What makes a “burn warning” label intuitively understandable by most people,

Realization of a ‘Universal Society’that they can both increase their knowledge and actively par-irrespective of gender, age, or nationality? We have grappled with this problem
together with other project members at the International Association
for Universal Design since 2006. Consumers spend only a short timelooking at the information on packages, so one very effective way ofOriginal textbook

Magnified textbook

Sight-challenged children possessing a visual acuity of 0.3 or less have diffi-

relaying information is through pictograms. After examining more thanculty using textbooks, even when they use corrective eyeglasses. DNP Group

100 design proposals, we released a “burn warning” pictogram with en-

Kyoiku Shuppan has developed magnified textbooks for use by such children.

hanced understandability and decipherability in 2010. We are currently

We convert the text to large Gothic font, and adjust the diagrams andphotos. Inserted illustrations are also re-rendered. The content of a single

promoting its widespread use.

page in a regular textbook is magnified to take up 3~4 pages, and in somecases it is necessary to use a different approach from the regular textbook
design in producing some of the pages in a magnified textbook. We at the
DNP Group believe that the experience gained in this way provide clues tofinding methods that make it easy to express information to diverse people
Results of the International Association for Universal Design “UD Project forFood” research

Click here for related information

http://www.dnp.co.jp/csr/2010/38e.pdf

in differing situations, and we hope that by sharing and developing this knowhow we can bring universal design to the field of information transmission.

DNP Group CSR Report 201038

Ensuring the Safety and Quality of Our Products and Services

Offering Products and Services Trusted by Society
As a provider of products and services, the DNP Group remains aware that quality and safety efforts are one of its main responsibilities. Our entire Group is united in working to provide consumers with safe, easy-to-use products and services.

Our Basic Quality and Safety Philosophy
At the DNP Group we base our quality and safety efforts

The DNP Group is united in our efforts to make repeatedon imagining the location where a product or service will be

improvements from the consumer perspective at every stage,

used, and considering from the consumer perspective how itfrom design proposal to delivery. In this way we seek to offer

can be used safely and what is required in terms of quality.

products and services that satisfy our clients and consumers.

We then repeatedly make improvements accordingly.

Maintaining the World’s Top Standard of Quality

Related information

DNP Group Quality Policy

forts that match up to each particular business field, as well as

The DNP Group created our “DNP Group Quality Policy” into accurately ascertain the needs of society and our customers

2005, with the goal of maintaining and improving our manu-

and gain a thorough synergistic effect.

facturing at a level that produces safe products with thehighest standard of quality in the world.

tions so as to continue making steady progress in quality
improvement. We are continuing to acquire certification, such

http://www.dnp.co.jp/csr/theme07.html

Quality Policy

We are making all efforts to acquire a variety of certifica-

as ISO9000 series certification for quality management, as

DNP Group Quality Management

well as ISO22000 for food safety and quality certification

The DNP Group is involved in a broad array of businesses, andby our Packaging segment, IT security certification (ISO/as the products and services handled differ, so do the quality

IEC15408) information management, “privacy marks” forcontrol methods vary according to the business. We engage inpersonal information, and Information Security Management

cross-Group efforts and employee training in aiming for quality

Systems (ISO27001/ISMS). (P31)

management in the Group overall, so as to conduct quality efChart: DNP Group Quality Management System

DNP Quality Management System
Managers’ commitment

Production/Overall optimal effort

Action plan efforts(Cost structure reform)(business structure reform)

Efforts across the entire Group

Efforts of each business department

Effort flow-up

Education andtraining/OJT

Collective
training

Planning/sales

Business
departments
Research labs

Headquarters
Research labs

Section committee
efforts

Quality training and personnel development
Customer quality
warranty

Horizontal
development

Standardization and control system
On-site control

Onsite control and improvements
Customer response and quality warranty

39

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New product development

Stakeholder Opinion

Shigeru Ishino, JAB Certified Auditor/Representative, Advanced Management Laboratory
safety management system. Having attended this Committee as athird-party observer, I got a sense of the strong commitment of thepeople in charge at each site to conducting risk evaluation, antirisk measures, verification, and improvements so that absolutely
no product accidents would occur. It is my hope that this strong
commitment will be sustained, resulting in further improvements tothe product safety management system and quality assurance ofthe highest standard in the world.

Product Safety Efforts
ExampleEfforts across the entire group based on quality
management

The DNP Group’s CSR Efforts

Each DNP operation and Group company has a Product Safety
Committee and has established operational guidelines for productsafety, so as to ensure the safety of the products and services
offered to customers. Even if a thorough system has been put
in place, if it does not function effectively the level of protection
against product accidents is reduced. To counter this, in 2009
DNP established the Product Safety Practices Committee to conduct on-site verification of the operational status of the product

Related information

DNP Group Product Safety Policy
We established the DNP Group Product Safety Policy in 1994
so as to offer products that go beyond customers’ productsafety needs and expectations, and we continue to work to

Production 21
This is a project in which all DNP Group operations and employees participate
to create a muscular manufacturing structure responsive to changes in themarketplace. While actively improving our manufacturing operations, we seek

ensure the safety of our products.
Product Safety Policy

http://www.dnp.co.jp/csr/theme07.html

to optimize the entire structure, from order-taking through distribution anddelivery. We therefore are making efforts in planning and development, sales

Product Safety Control Systemand other areas, and are taking the customer’s perspective in strengthening

The DNP Group Product Safety Committee establishes rules

our activities.

and guidelines concerning product safety, and informs theGroup about them. The Product Safety Committees in each

Quality training

operation and Group company then establish product safetycontrol systems based upon these rules and guidelines, andconduct safety efforts.
Given the importance of continuous product safety efforts,
we conduct regular (twice annual) checks of the product safeupon the results, we make revisions to the control system,
alter product design, or make improvements to the manufacturing processes, so as to ensure a greater level of safety.

A s t r o n g qu a li t y a n d s a f e t y
consciousness on the part of
employees is essential to thecreation of high quality products
and services. We seek to improve
employee consciousness by conducting network learning programs
and practical training to cultivate
professionalism in our personnel.
Group leader training

Example• Product design• Manufacturing process plan
• Creation of product safety
standards sheet• Build safety assurance system• Product design change• Manufacturing process
improvement• Product safety standards
sheet revision• Safety assurance systemrevisionDNP Group
Product Safety
Regulations• Manufacturing andcontrols based on productsafety standards• Checking of product safetyassurance system• Risk evaluation of product line

Ensuring the Safety and Quality of Our Products and Services

ty systems, and risk evaluations of all product lines. Based

Product Safety Practices Committee at a factory
The Product Safety Practices Committee performs
onsite confirmation of product safety accident
countermeasures conducted at manufacturing
sites, as well as their application status. In addition to the manufacturing facilities and work
procedures, the Committee looks for any problems existing throughout the overall management
system and seeks to make improvements. The
Committee inspected five factories in FY2009.

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http://www.dnp.co.jp/csr/2010/40e.pdf

DNP Group CSR Report 201040

Respect for Human Dignity and Diversity

Realizing a Pleasant and Energetic Workplace
The DNP Group places the greatest importance on human dignity, so we respect diversity, recognizing the uniqueness of each individual. We encourage each employee to develop a workstyle that corresponds to his or her individual characteristics within a diverse
workforce, and by using time efficiently we can realize a pleasant and energetic workplace.

Respect for Diversity

Related information

Diversity Promotion Efforts

Mentoring Program

In FY2009 we drew up a concrete action plan for resolving is-This program was started in 2009 so that younger female

sues at each Group company concerning our goal of gaining

employees (in the Sales Division) could consult with more ex-Group-wide understanding of the DNP Group philosophy ofperienced and knowledgeable senior employees about their“Respect For Diversity,” and to create a workplace in which

concerns and problems, and get support in finding their own

every employee is able to work to his or her fullest potential.

solutions. This program is working as a support measure to

In real terms this meant retraining all employees concerning

enable female sales staff to continue to have active careers“harassment,” which constitutes an infringement upon respecteven as they face life events.

for human rights and diversity, with about 24,000 employees
taking our “Diversity Promotion Course” and our revamped“Sexual Harassment Prevention Course” via network learning.

Support system for the Mentoring Program
Mentees
11 female sales staff in theirfourth year at the company

Active Support of Female Employees
Female Employee Active Support Meetings

Mentors

10 senior female sales staff

Consultation

Consultation

SupportSupportAdvisors

Sales Division General
Manager

These meetings were created to nurture a spirit of challenge(Has the role of advisor
to the mentors)

among female employees by assisting in forming a support

Program details Conducted over a 6-month period, with 1~2 hours of direct consultation

network of senior female employees and alleviating the ca-

September 2009 Kickoff campreer insecurities and concerns faced particularly by women,

September November

Team mentoring (1)Mentoring activities through a team system, with three mentors and three mentees.
Expand the mentees’ company network, and build a relationship of trust between thementors and mentees.

November 18

Mentor meeting
Mentors share information and work on skills.

November January

Pair mentoring (2)Mentoring activities pairing one mentor with one mentee

February 2010

“Mentoring Report Meeting” at the final session
Mentors and mentees confirm the progress they have made and issues encountered,and together with the advisor make proposals concerning future efforts to be made in
their department.

so as to create an organizational culture in which our female
employees can display their skills to the fullest.
At the same time, we are aware of the need to create awork environment in which men and women can work actively, so we are attempting to change the attitudes of malesuperiors about women at the workplace. By March 2010,
1,058 female employees had participated in the Female Employee Active Support Meetings since they began in 2006.
Employee Comment

Keiko Muroi

Sales Division, Ichigaya Publication Printing
Operations

I participated in the Female Employee Active Support Meetings, conducted under thetheme of “Create A Career That Suits You!,”

View of the final meeting.

Video

http://www.dnp.co.jp/movie/100311/index.html

as a senior employee panelist. I was able tohear what female employees working in a variety of work environments
had to say, which provided an excellent reference point for considering

We have established a Life Plan Consultation Office offering

employees within the DNP Group.

individualized consultation for every age group, so that our DNP

A “Female Employee Survey” was conducted through a cooperativelabor/management effort at the Ichigaya Publication Printing Operations.

Group employees can lead full lives at the company. For exam-

A lot of different opinions were received concerning how a woman canple, employees are assisted in revising insurance indemnities,build a career and continue to work while successfully balancing one’s

such as life and medical, taking into consideration payments

own life plan with work. Based upon this, the “Female Sales Staff Ac-

through social insurance guarantees and the company benefits

tivity Committee” was formed to examine a variety of measures to be
used to expand the active participation of female employees.

41

Individual Response to Life Plans

how to promote diversity and gain more active participation by female

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package. This has resulted in a number of examples of employees saving money on their insurance premiums.

The DNP Group’s CSR Efforts

Support for Next-Generation Childrearing
Related information

Well-Established Hiring of the Physically-Challenged
DNP respects the spirit of “normalization,” and is making

Kangaroo Club

progress in creating a pleasant work environment at all of

We hold our “Kangaroo Club” return-to-work seminar for em-

our operations. Our hiring of the physically-challenged is pre-ployees who have taken leave for childbirth or childcare andmised upon them becoming long-term employees, and wetheir partners. At the February 2010 meeting, senior employ-hope for them to build experience and knowledge in exactly

ees conducted a panel discussion and group work, with thethe same way as our able-bodied employees. The majority

participation of 70 people from within and outside the com-are indeed hired as full-timers. Working conditions and place-pany. In addition to female employees, male employees who

ment are also the same as for the able-bodied, except when

had taken advantage of leave for childcare were also invited

particular considerations are necessary. Our physically-chal-

to be panelists, and examples were introduced of initiative

lenged employees work mainly in operations jobs or in sales

taken in housework and childcare, as well as harmonizing

staff support, where we seek to make them the right personchildcare with work. The group work emphasized future ca-

in the right place according to the type and degree of physicalreers and work habits, with discussions about “what we canchallenge and aptitude.

do now, and what we must do.”Normalization: A way of thinking by which the goal is for the physically-challenged and the able-bodied to live in the same way without discrimination.

ExampleSign Language Seminars at workplaces employing thehearing-impaired

DNP Family Friendly Day
DNP has established “DNP Family Friendly Day” (“bring yourchild to work day”), when family members are invited to the

The fundamentals and ap-

workplace. These were held at 7 locations (including Group

plication of sign language

companies)- Ichigaya, Kuki, Shiraoka, Tsuruse, Sayama,

are taught annually, mainly

Gotanda, and Osaka - during the period August 19~25, 2009,at workplaces where thehearing-impaired are em-with a total of 66 families participating. Each location held its
own special events, which were well-received. We intend to

into beginner and intermedi-

expand this program throughout the Group, so as to nurture

ate levels and conducted forinterest in work among the next generation. It is our hope thatsix-month terms. People who have taken the courses make positive comments
such as “Even if one’s signing ability is limited, it is very effective in providing

this program will help foster communications between parents

an opening to communication.” Physically-challenged employees themselvesand children.

have remarked that “It is really great that the people taking the course are trying
to understand what it means to be physically-challenged,” suggesting that theVideo

http://www.dnp.co.jp/movie/090908/index.html

course provides a good opportunity for developing mutual understanding about
physical challenges and to get a sense of that experience. In addition to Tokyo,
these seminars are held in Warabi, Kamifukuoka, and Akabane, and by June2009 a cumulative total of 250 persons had participated.

Respect for Human Dignity and Diversity

ployed, with classes divided

Employee Comment

Satoru Takuma

Manager, Sales Division, Ichigaya Publication Printing Operations

My family took part in a 2009 DNP Family Friendly Day. A result wasthat broadened my communication among the family, with my children in particular afterward talking about work more often with me.
By inviting my family to “our workplace,” of which I am proud, they were able to have somefun conversation with my colleagues. I always feel that I would like my family to become the number 1 fans of DNP. I hope that my children will want to work where Dad does when they grow up,
and it would be wonderful if they were to follow as the second generation of our family at DNP.
Meeting the people where Father works

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DNP Group CSR Report 201042

Respect for Human Dignity and Diversity

Realizing a Pleasant and Energetic Workplace

Creating a Creative and Energetic Corporate Culture
Transformation of Workstyle(= a transformation of work procedures)

Related information
measures are being pursued under a three-year plan by which
each employee is to examine his or her own way of working

Realization of the sustainable development of the DNP Groupand work procedures. It has been launched as Group-level

along with rich and rewarding lives for our employees, as

project for optimizing productivity and efficiency in all work

well as a creative and energetic corporate culture, requires “afunctions corresponding to the flow of work and products.

more highly efficient and productive, self-starting workstyle inwhich the desired role and desired results of each individual
are met, so our people attain even fuller personal lives.”

The Achievement and Firm Establishment of a“Transformation”

At the same time, the business environment in which theBy achieving a “transformation of workstyle” with each indi-

DNP Group operates is changing greatly, and building a com-vidual employee creating time resources for his or her own

pany with the resilience to support future growth requires theuse, employees can sharpen their skills and sensitivity andachievement of a “transformation of workstyle (= a transfor-

enhance their personal lives. This can lead them to challenge

mation of work procedures),” which entails innovative chang-

new tasks and create new value, and at the same time help

es from old workstyle, with all DNP Group employees “making

each to achieve a good work-life balance. We seek to firmly

a sweeping review of everything” and remaining conscious ofestablish this “transformation” in the DNP Group corporate cul-

the added value created through one’s own work.

ture through these efforts in FY2010.

DNP Group Productive Time Resource ProjectThis project was developed by the DNP Group Labor-Management Committee with the goal of encouraging more effective
use of time resources throughout the entire Group. A variety of

ExampleWorkstyle commendation system encouraging
personal growth
On every Monday since February
2010, all Operations Group staff
have gathered at the Information

Conceptual diagram of the ProjectCommunication Operations for their“Morning Communications Meeting”

Realization of the Vision for the 21st Century

to present “Transformation Awards”
to employees from every line of work

Perpetual growth, energetic workplace

Work-life balance, self-realization

who have brought about a benefit by revising work flow or workstyle, or created time resources.

Achieving work goals during scheduled working hours

Transformation of workstyle (= transformation of work procedures)

Employee Comment

Each Operation/Company Productive Time Resource ProjectNozomi Nishitani

DNP Group Productive Time Resource Project
Company

Held once every six months

Labor union

employee and the small day by day con-• Monitor situations, executemeasures, check progress• Propose measures“transformation of workstyle” constitute aPlan and execute measures

tributions they make toward promoting thegreat driving force in the Operations Group as a whole. Therefore, I de-

Themes for discussion and execution
Make well-known/
encourage awareness

Sales Division, Information Communication
Operations

I believe that the consciousness of every

Role of labor and management• Monitor situations,plan measures, execute

Held once a month

Check and follow-up

vised the “Transformation Awards” for the younger staff at the “Morning
Communications Meeting.” These are geared toward creating sustained
growth at the Operations Group by helping each employee achieve a

Project Joint Policies(1) All employees shall be encouraged to submit ideas and plans forachieving the “transformation of workstyle.”(2) Managers shall provide leadership for each individual to revise theirapproach to work and unite in resolving issues.
(3) The entire organization shall join together to promote “work streamlining” to realize an efficient and effective work flow.

strong work-life balance and encouraging personal growth. Recipientsof the award announce their efforts themselves at the “Morning Communications Meeting,” and by sharing the benefits of their efforts withall employees and increasing fellow-feeling among them I hope that
we can create a forward-looking consciousness about “transformation”
among even more of the staff.
* In April 2010, the Commercial Printing Operations became the Information Communication
Operations

43

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Naoki Atsumi, Director, Diversity and Work-Life Balance Research Department, Toray Corporate Business Research, Inc.

Stakeholder opinion

Work-Life Balance Support

its systems for support of employees engaged in childcare andcaregiving, by newly establishing a work from home system andcaregiving leave, and in addition eliminating the number of times
childcare leave can be taken. I believe that there is nothing more
important to the printing industry, which produces goods so closely
linked to daily living, than the feeling the consumer gets whenhandling those goods. I hope that DNP will continue to deepen its
efforts with regard to diversity and next-generation childrearing
from a management strategy perspective.

The DNP Group’s CSR Efforts

Work-life balance is difficult in the printing industry, which is anindustry characterized by the idea that “every process is the final
process.” After conducting interviews at 650 companies bothwithin and outside Japan, as well as analyzing the financial data of
3,000 companies, I found that “Companies often considered to be
the kind that would find it difficult to achieve work-life balance are
the ones which correspondingly receive great benefits from taking
the lead such efforts, and experience improved performance in themid- to long-term.” In this regard, the DNP Group has enhanced

Related information

We engage in a variety of measures at the DNP Group so that

Background and Special Features of the System Revisioneach of our employees can achieve a good work-life balance.

After considering that an increasing number of people are us-

We revised our work-life balance support systems in Apriling our childrearing-related systems, we conducted surveys

2010, so that our internal systems would reflect the needs ofof the people using these systems and interviewed managers

the employees taken up by those efforts as well as the de-with the goal of creating a more pleasant work environment,mands of society.

especially for people in the childrearing years. The results

Work-life balance: A way of working in which each employee is motivated tofocus on work and to create higher value than before, while at the same timeleading a full life outside of work.

were reflected in the system. We sought to revise the system
so as to create an environment in which male employees aswell as females would find the systems easy to use.
We also believe that by using this revision of the childrearing-related systems as an opportunity to deepen
understanding of these systems, we will be able to use thesesystems to create an environment in which it is easier for employees to make use of these systems.
We have also introduced a leave system that supports

Work-life balance support system concept
Self-awareness/Social contribution

Flexible approach to work

• Support for participating instudy outside the company(life support leave)• Support for participation insocial contribution activities(life support leave)• Work system corresponding tojob characteristics• Leave system (half day leave/hourly leave)

a more flexible approach to work and a leave system forvolunteer activities, so as to help individuals achieve a goodwork-life balance in addition to engaging in childrearing andcaregiving.

Main points in the revision of the work-life balance support system
Work-life balance
support measures

Health support and promotion

Compatibility of work with life events• It is possible to take paid leave in half day units (up to 12 annually) orhourly units (up to 5 work days)

2 Makes engaging in social contribution activities easy
• “Volunteer activities” added to grounds for life support leave

3 Supports returning to work after an illness• Period applicable to rehabilitation leave system extended to 3 months• Established a “return to work/post-return to work support period,”
for more fine-tuned support

Employee Comment

Miyuki Sakagami
Accounting Division

My son is currently in the second grade, so
I am taking advantage of the Abbreviated

4 Makes it easier for males to take childrearing leave

Respect for Human Dignity and Diversity• Health management• Personal accident and sickness
holiday/Personal accident andsickness leave system• Rehab work

• Childcare / Caregiving support(Leave system/Abbreviated work
hours system/Work from homesystem)• Family care leave/Caregiving
leave, etc.

1 Pushes through a “transformation of workstyle”
through flexible paid leave• 5 of the childrearing leave days are paid
• Can be taken even the spouse does not work

Hours for Childrearing System. This systemused to apply only to parents of first graders,so I was worried about how I would combine
full-time work with looking after our home, but the available period was

5 Enhances support for balancing work and childrearing/caregiving

lengthened in response to demand from employees, so I was able to• The Abbreviated Hours for Childrearing System can be used from thethird month of pregnancy through the 4th grade.

continue working. For me, having the time to be at home to greet my• Work from home system introduced.

son when he shouts “I’m home!” and to hear about his school day is ter-

• Newly established caregiving leave (from five days annually)

ribly important, so I am really grateful for this system. I also feel a lot of• Expanded family care leave to 10 days annually.

gratitude for the support I get from my colleagues.

Click here for related information

http://www.dnp.co.jp/csr/2010/44e.pdf• Supplements for nursery and babysitter fees.

DNP Group CSR Report 201044

Realization of a Safe and Vibrant Workplace

Creating Pleasant Workplaces that Increase Group Dynamism
Responding to the desires of our diverse individual employees, who are the source of the DNP Group’s strength, and supporting their
growth encourages the creation of value in new fields and the realization of energetic workplaces. Also, by building safe and healthy
workplaces we can offer an environment in which our employees can work confidently.

Promoting Human Resources Development

Related information

lished based upon the DNP Group 21st Century Vision (see

Focus on Basic Education during the Two Years after
Joining the Company

P9). Our basic policy is for each of our employees to acqiuire

The DNP Group considers the first two years after joining

knowledge and skills, so they can maximize their roles as

the company to be very important to building the foundation

self-starting individuals, and also so they can experience per-of our personnel in terms of being a citizen and a company

sonal growth and self-realization. We are executing a variety

employee, as well for creating a foundation for implementingof measures and establishing human resource development

the DNP Group Vision for the 21st Century. Therefore, we

and personnel systems, as well as work environments, so as

consider those two years to be the basic training period, andto realize this vision.

conduct our guidance and training with targets at two-months,

Our Human Resources Development Vision has been estab-

one-year, and two-years after joining DNP.
Collective training

Two Organizations for Education and Training
DNP is moving forward with education and training by combining

This is introductory training with post-first-year, and post-

two kinds of organization, the Headquarters Training Department

second-year follow-up training, conducted respectively by

and the Operations/Group Company Education Committees.

the Headquarters Training Department and the Operations/Group Company Education Committees. That conducted by

Headquarters Training Department
This organization focuses on all Group employees, mainly

the Headquarters Training Department is a high-requirementwith the goal of basic knowledge and skill development. It

curriculum conducted jointly companywide, while the Opera-

conducts programs such as collective training, network learn-tions/Group Company Education Committees create originaling, correspondence learning, etc.

programs with curricula directly connected to actual jobs.
OJT

Education Committees
In cooperation with the Headquarters Training Department,

OJT is conducted for six months to two years after a new

the Education Committees in the Operations and Group com-

recruit is assigned to an operation. A coach from the opera-

panies create independent programs focusing on assignedtion to which the recruit was assigned conducts one-on-one

employees and aiming to provide acquisition of more practicaltraining based on the “training targets/objectives sheet” andknowledge and specialized techniques. They conduct practicalthe “guidance/training category sheet,” with the entire organi-training, primarily OJT, as well as seminar participation, etc.

zation, especially superiors, providing support to the coach.

OJT (On-the-job Training): Employee education and training conducted

Also, the coach engages in constant TAIWA with the recruit

through actual onsite work.

based on the “work reports” and “review sheets” regularly
submitted by the recruit, and when necessary consults withthe superiors and conducts further guidance and training.

DNP Group Training Systems and Organizations
Various research programs

New employee basic training program
Two years after
joining DNP

Collective training
Headquarterssponsoredtraining

Network learning/Correspondence
learning

Tie-inTraining
sponsored byOperations/Groupcompanies

45

Third year follow-up training (sponsored by each unit)

Headquarters
Training Department

New post training/Training fortransfer to new job typeOne year after
joining DNPEducation
Committees(Operations/Group
companies)

Outside seminars

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Follow-up training in First year after joining DNP GroupFirst year follow-up training (sponsored by each unit)

OJT
ollective training/Practical training

Follow-up training in third year after joining DNP GroupOJT
Assignment
Employeejoinscompany

DNP Group introductory training
Introductory training (sponsored by each unit)

The DNP Group’s CSR Efforts

Efforts of Information Communication Kansai Operations

ExampleOriginal education program system at Operations

Concept: “Become the hardest-studying Operations Group”
Revenue increase &improvement program

Program for cultivatingcompliance and the DNP mindset
Division General
Manager
General Manager
Manager
Assistant Manager*Changed name to Information Communication Operations from FY2010

Structural Improvement
Committee

DNP Mindset Training

Planning & sales force
cultivation program

Quality
Committee• Vision for the 21st Century• Compliance

Productspecific study
groups• Promotional marketer
qualification acquisition
promotion

TAIWA/
Full
acceptance

General employees

New employees

Strategy
Committee• Account planner training• Code of conduct• Corporate ethics

Specialist knowledge
acquisition program

TAIWA/
Full
acceptance

Basic sales training(Education Committee)
Follow-up training programs

DTP expert training

Introductory training program

With the appearance of diverse new media, especially the Internet, companies are being forced to innovate their business, and their communications

Original training programs at Operations
We have constructed 4 categories of original training program at our Opera-

strategies are changing. Information Communication Kansai Operations istions so that all of our Operations Group employees will comply with laws andconstructing new business models in response to these societal changes, andsocial ethics and exemplify openness, fairness, and the spirit of challenge. Of

we are also making efforts as an Operation to enhance our training systems

these, two- “Account planner training” and “Promotional marketer qualifica-

for our personnel, because cultivating “human resources” who can support

tion acquisition promotion”- are conducted focused on the sales and planning

our new business models is a pressing issue.

units. They are characterized by the goal of cultivating personnel who cangrasp the issues and needs of clients and propose comprehensive strategic

Comments of a Director in chargeof Operations

Akira Yokomizo
Director

consulting solutions.

New efforts in new employee training

New efforts in new employee training
Sales

Society is rapidly changing, and if comthey will cease to exist. Our Operations
unit is no exception, and we cannot expect to grow if we don’t shed our basic
media-reliant business model. We are right at this moment in a time oftransformation, which requires serious study on our part.
New “perceptions” are born through familiarity with a variety of areas, especially customers and the industry. Absent such perceptions,Technical

Follow up training

Two years after
joining DNPOJT at actual assignment

Actual assignment (four months)
One year after
joining DNPOJT at provisional
assignment

Follow up training

First year collective training

Practical trainingat plant

Provisional assignment (six months)
Employee joins company

Introductory training (4~5 months)

not only will we not know how we must change, but we will not knowwhat to propose to customers. The reason we reformed our training

Extension of period of actual assignment (Previous: Six months after introductory

system under the motto “Become the hardest-studying Operations

training

Group” is because we aim to create a corporate culture with the will to

During the period of extension, provisional assignment for OJT to different

transform ourselves.
Also, our people are our assets, so our future depends on cultivating our “human resources.” Therefore, no one is more important thanFour months in the second year)

departments occurs during the first and second half. The new employee is
expected to broaden his or her knowledge by gaining experience in different

Realization of a Safe and Vibrant Workplace

panies can’t respond to those changes

Clerical staff

departments.

our new recruits. We seek

Twice-monthly collective training over the course of one year, sponsored by the Edu-

to broaden the perspec-

cation Committee.

tives of our new employees

Conducted covering a broad curriculum, from basic knowledge about the DNP

through the newly begun

Group product line through practical training, with the goal of providing follow-

training program we began

up on OJT.

in FY2009. We want tocultivate personnel who will

This training is fine-tuned based on customized “New employee training plan-

design a new world.

ning sheets” and “Training category requests” used by Operations, so as tocultivate human resources that will support us in the future.
DNP Group CSR Report 201046

Realization of a Safe and Vibrant Workplace

Creating Pleasant Workplaces that Increase Group Dynamism

Worksite Safety
We overhauled our DNP Group Health & Safety Promotion
System and Basic Regulations in FY2008, and enhanced theTrends in Industrial Accident Occurrence Rate
(accidents accompanied by lost worktime)system by having the persons responsible at all units possess-

DNP Group

Printing industry
overall

All industries

2006

0.55

1.45

1.90

2007

0.47

1.52

1.83

the “1st Industrial Accident Prevention Basic Plan,” so as to

2008

0.49

0.94

1.75

achieve uniformity in such measures in the DNP Group.

2009

0.40

1.18

1.62

2011

0.30 DNP Group target value

ing research or production facilities take a six-month course
in major risk and management measures in connection with

Our three-year Basic Industrial Accident Prevention Plan
begins anew in FY2009, with all units moving forward with theirrespective plans.

ExampleMoving Forward with the Three-Year Basic Industrial
Accident Prevention Plan
The Operations Group, Group companies, and all worksites
will establish promotion items and targets in line with the Plan,
and conduct a progress evaluation and improvements eachhalf-term. These activities will be conducted as a cycle over the
first year. The DNP Group Health & Safety Liaison Conference

After the DNP Group Health & Safety Liaison Conference is held once every six
months, in order that the findings are thoroughly shared throughout the Group,
the DNP Group Health and Safety Coordinators Conference, made up of thepersons responsible for effecting health and safety measures, is convened separately. 150 participants, including those who do so via teleconferencing, from80 units nationwide attend to exchange ideas. Particular efforts and reference
examples are showcased at each meeting, with the goal of developing theseGroup-wide.
Packaging Operations Group: Develop-

will conduct an overall Group evaluation once every six months

ing safety measures for all equipment
An explanation of the equipment

based upon the progress evaluations of each organization, andsafety measures extended towill analyze any causes of delays in progress and clarify issues

all Operations equipment was

including countermeasures, prioritizing them in its work.

presented, and policies for similar

Our goal henceforth is to improve health and safety stan-

accident prevention measures

dards by creating worksites where no risk is overlooked. One

were confirmed.

way to accomplish this is to strengthen Group ties throughIchigaya Publication Printing Opera-

more active exchanges of ideas based on accident reports

tions Group: Risk assessment progressfrom each worksite.

A proposal was made for a struc-

Progress status of the three-year Basic Industrial Accident Prevention Planrisk sampling for each operation

FY2009 results

and notation in the operating proce-• Generally on track for uniform Group-wide efforts under the three-year Basic
Plan• On track for achievement of the numerical target for frequency rate ofaccidents accompanied by lost worktime (61% of the 2008 rate by 2011),
having achieved reduction to 82%• Sharp reduction in ratio of machinery-related accidents as a result ofprogress in risk-reduction efforts based on risk assessments
FY2009 Trends

Main efforts in FY2010• Sudden rise in accidents due
to falls• High incidence of accidents
caused by untrained persons• Increased severity of accidents
involving older persons• Continuation of major risk countermeasures• Proceed with measures based on the
newly-established “Guideline for preventing work accidents involving older
employees”• Pedestrian traffic flow risk assessment• Make education based on danger experience simulation more widespread

Risk assessment: A series of procedures including specifying dangers andtoxicity at the worksite, risk estimates, priority setting, and determination andrecording of risk reduction measures.

47

From the DNP Group Health and Safety Coordinators
Conferenceture for risk registration, including

dures. This was recommended asa method for worksite risk control.

ExampleFalling Accident Prevention Study GroupThe primary cause of accidents by
category nationwide is falling, and preventing falls is a major issue confronting
our Group as well. In response, eightof our units participated in the Falling
Accident Prevention Study Group convened by the Japan Industrial Safety
and Health Association, which looked
into strengthening countermeasures.

Stakeholder Opinion

Tadahiro Aochi, Chief Researcher, Business Risk Dept., Tokio Marine & Nichido Risk Consulting Co., Ltd.
DNP has been making progress in establishing BCPs, suchas that prepared in the event of an outbreak of a virulent influenza
pandemic in 2009, maintaining close ties between the Central
Disaster Prevention Council and each Operations unit. I give themhigh marks for calling on each Operations unit to appoint a BCP
coordinator and engage in autonomous business continuity efforts.
Henceforth, I would like to see DNP improve effectiveness throughdrills, and move forward with continuous improvements throughmeasures such as self-checking and internal audits.

Promoting Health Maintenance Improvement
Activities Related information
DNP Group Health Maintenance Guideline spells out ourCreating a System for Preparedness for
Related information
Unexpected Accident
Promoting Business Continuity Plans (BCPs)

health maintenance policies with the goal of improving the

Since 2005, the DNP Group has been engaged in establish-

health maintenance of our employees and their families. From

ing BCPs for large-scale earthquake risk for each of our main

FY2009 on we have been engaged in continuous planned ef-

operational sites. The Ichigaya area is where our core func-

forts, establishing targets, a promotion system, items to betions, such as our Headquarters and main Operations, arepromoted, etc., based upon the three-year DNP Group 1st

concentrated, and we are currently strengthening plans to go

Health Maintenance Improvement Basic Plan. Our focus is on

into effect in the event a large-scale earthquake occurs di-individual employees, with particular emphasis on establishingrectly under Tokyo.

structures for health maintenance improvement that meet their

The DNP Group’s CSR Efforts

We have been supporting the creation of the DNP Group’s antidisaster measures and business continuity management (BCM)
since 2004. We have examined nearly all operational sites
and given proposals for improvements from the standpoint ofearthquake disaster prevention. A high volume of toxic solvent isused in the printing process, so DNP is an industrial leader in its
fire prevention measures, in particular anti-static measures. The
company has improved on its risk awareness concerning its once
insufficient earthquake measures, and is moving quickly ahead
with anti-seismic measures.

We created a BCP in 2009 in response to the influenza
outbreak in preparation for its possible spread throughout theindividual needs.

company and the outbreak of an even stronger strain. We first

Main efforts in FY2009

set about creating BCPs for Headquarters and for our Packag-

Goal

Aim for “Awareness Promotion” among DNP Group
employees, continuing to transform employee
consciousness concerning health improvement.

DNP Group-wide
events• Health Challenge Campaign• Health-building event: Healthy-D• Walking event

Disease prevention
continuous support
measures

Promote measures against lifestyle diseases (such as
metabolic syndrome) and heart health through tie-ins
with company medical clinics nationwide and external
treatment facilities.

ing Division, which is responsible for supplying society with foodand medical goods packaging. BCPs were completed for ourother main Operations and Group companies by November.
BCPs (Business Continuity Plan): A plan by which a company guards against
the stoppage of important work due to shortages caused by the occurrence of,for example, a large-scale natural disaster or influenza pandemic, and even if
a work stoppage does occur provides for its restart as soon as possible. It is
one management strategy for guarding against a reduction in enterprise value.

Influenza Pandemic Countermeasures
We established a Response Headquarters at the end of April
2009 based on our already existing Influenza Pandemic
Countermeasure Network and Influenza Pandemic Basic
the outbreak of bird flu, and conducted efforts throughout thecompany, including overseas. We always obtained the mostrecent data, and sought to inform our employees of decisions
that had been made while looking into flexible responses.
While the recent outbreak did not become a major problem, it
was a valuable chance for us to be aware of the importance

Health Challenge Campaign pamphletof daily health maintenance and risk management.

Site of the “Healthy-D” health-building event

Click here for related information

Realization of a Safe and Vibrant Workplace

Action Plan, which had already been created in response to

Walking event reception

http://www.dnp.co.jp/csr/2010/48e.pdf

DNP Group CSR Report 201048

Social Contribution as a Good Corporate Citizen

Efforts as a Good Corporate Citizen
Just as it does in its business, the DNP Group is developing its social contributions from a variety of angles in way that is “Just Like
DNP,” with the goal of contributing to the realization of a rich society and its sustainable growth.

The DNP Group’s Social Contribution Activities
Related information
The DNP Group Code of Conduct requires “social contribution as a good corporate citizen,” insisting that as a beneficial

Maintaining a love for nature

corporate citizen we give back to society by seeking to resolve
the various issues which confront it as well as make culturalcontributions. In 2007, we established the DNP Group Social

Environmental
conservation

Contribution Policy and the Five Social Contribution Themes.
The DNP Group is advancing our “Just Like DNP” social

Conservation of the southernmost habitat of the Ehime iris,

contribution activities for a rich society and its sustainablea Special Protected Species

growth.

Mihara Plant: DNP OptoMaterials, DNP Precision Devices

Social Contribution Policy

http://www.dnp.co.jp/csr/theme10.html

Numatanishi, Mihara City in Hiroshima Prefecture is where our Mihara
Plant is located, and it is also where the southernmost habitat of the Ehime
iris, an endangered Special Protected Species, is found. Employees of

The Five Social Contribution Themes

our Mihara Plant join forces with a local conservation group in conducting
brush clearing in this habitat in March of every year. This is an important
activity in that clearing away the dried grass allows the sun to warm theMaintaining a love for nature
Environmental
conservation(Category: Environmental conservation)

bulbs making it easier for the sprouts to poke out, helping to save theEhime iris which blooms at the end of April.

Maintaining a broad perspective
Contribution to local
communities:(Category: Contribution to local communities andthe international community)

For next-generation development
Next-generation
childrearing(Categories: Academia, education, development of
the next generation; development of the information society)
Ehime iris

For a society rich in culture(Category: Promotion of the arts and culture)
Arts and culture

From the standpoint of humanity(Category: Humanitarian aid and disaster relief)
Humanitarian aid

Support for Social Contribution by Employees
Voluntary participation by our employees in social contribution
activities not only benefits society, it also results in the employees’ own personal growth as human beings and leads to selfrealization. Therefore, the DNP Group supports such activities
by our employees. We revised our system in 2009 so that
employees could take leave to take part in volunteer activities(life support leave in place since April 2010).

49

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http://www.dnp.co.jp/csr/2010/49e.pdf

Clearing brushThe DNP Group’s CSR Efforts

Maintaining a broad perspective
Contribution to local
communities

For next-generation development
Next-generation
childrearing

Giving back to society through technology and know-how

DNP employees offer lectures about printing to university students

DNP Digitalcom

C&I Operations, DNP Art Communications

We are developing our very own CSR project, called the “Hummingbird

DNP employees are offering lectures about printing at Tokyo Kasei Gakuin

Drop Project,” which is our way of passing back to society the technology

University. The lessons meet 14 times including practical training, withand know-how we have developed through our business. One aspect of“DTP” and “Archive theory” as subjects, covering information expression

this is our cooperation in the Shinagawa Silver University set up for thefrom paper media through the development of cross media. Excursions toresidents of Shinagawa Ward in Tokyo (the location of DNP Digitalcom),the Louvre - DNP Museum Lab, which offers a new way of appreciating thewhich offers Internet-based courses to senior citizens. These courses were

art in the Louvre collection, and to the Shueitai Exhibition Hall, which ex-

held a total of 20 times in the spring and fall, with 40 students ranging inhibits historical valuable typefaces such as Shueitai, are also provided asage from 60- to 80-year-olds. DNP employees provided guidance in theextracurricular activities.

students’ learning how to safely make use of the Internet.

Internet course for senior citizens in Shinagawa Wardaround our Indonesia plants

Social Contribution as a Good Corporate Citizen

Donating notebooks to primary school students in the neighborhoods
LectureDNP Indonesia
As part of the regional support efforts of the Karawang International Industrial City Tenant Association, of which DNP Indonesia is a member,
every year primary school students from neighboring communities receive
donations of DNP-made notebooks. About 30,000 were delivered to 7,000
students in 2009. The Association also brings in middle school students
for plant tours, and provides scholarships to middle school students in its
efforts to support education in local communities. They have also inaugurated a system whereby all tuition fees are paid for three years for students
ambitious to learn but unable to afford to attend high school.
Excursion to Shueitai Exhibition Hall

Donation ceremony

Primary school students with their notebooks in hand
DNP Group CSR Report 201050

Social Contribution as a Good Corporate Citizen

Efforts as a Good Corporate Citizen

For a society rich in culture
Arts and culture

DNP Group Cultural Activities

Related information

The DNP Group seeks use cultural activities to create mutual
acceptance of diverse values and encourage more people tohave vision and imagination. We believe that engaging withsuch people creates a “culture of TAIWA” which produces asynergistic effect, uncovering new perspectives and solutions.

Promoting the advancement of graphic design
DNP opened the Ginza Graphic Gallery (ggg) in 1986 in
Ginza, where our predecessor, Shueisha, was located.
This gallery has since held more than 280 exhibitions, andreceived one million visitors. At the “ggg” we seek to stimulate
imaginative richness in those viewing our exhibitions ofgraphic design, which is referred to as “a mirror of the age,”

Getting in touch with the artistic cultures of a variety of regions

and to offer opportunities to get to know the spirited designers

and periods gives one a feeling for diverse ideas and values,

by presenting talks about their work.

and is one of the most effective ways of understanding them.

We have also expanded our regional activities by opening

For example, the feelings experienced when one appreciates a

the “ddd” Gallery in Osaka and the CCGA (Center for Con-

work of art are shared with others who have done the same, andtemporary Graphic Art) in Fukushima, while at the same time

the gaining of unexpected perceptions cultivates a rich imagina-

developing international exchange graphic design programs,

tion and deepens the TAIWA between oneself and others.

mainly in Europe. We are also involved in archiving so as to

The DNP Group seeks to encourage the spread of artistic

pass on graphic design as a cultural asset for future genera-culture under our motto of “Living side-by-side with our trade,”tions. Management of these cultural facilities was transferred

focusing on “promoting the advancement of graphic design,”

to the DNP Foundation for Cultural Promotion, established in“expanding opportunities to encounter art,” and “encouraging

2008, which continues to expand on such efforts.

rich sensitivity in people.”

Graphic design galleries managed by the DNP Foundation for
Cultural Promotion

283rd Exhibition at the ggg: “The Posters of Tanaka Ikkou”

51

Click here for related information

http://www.dnp.co.jp/csr/2010/51e.pdf

Stakeholder opinion

Tsukasa Mori, Director of Tokyo Artpoint Project, Tokyo Metropolitan Foundation for History and Culture Tokyo Culture Creation Project
noticed. It also shows us how to do so, so in this sense, art is acompass pointing toward an unseen future. I would like to give
kudos to DNP for continually providing this compass to society.

Expanding encounters with art

Encouraging rich sensitivity in people

We opened the Louvre - DNP Museum Lab, a joint project

The primary actors in the emergently evolving society arewith Louvre in France, in the DNP Gotanda building in 2006.

individuals who understand a variety of values and respect a

In addition to displaying pieces from the Louvre collection, it“culture of TAIWA.” Our attempts to nurture such individuals

provides a venue for new methods of art appreciation as wellthrough cultural activities start with our DNP Group em-

as opportunities for talks with Japanese and French staff.

ployees. Developing more employees with that kind of rich

In 2003, we opened the Maison des Musées de France

sensitivity who can themselves engage in interaction with(MMF) to increase encounters with art in daily lives. The MMF

their surroundings and the community and relay/develop theprovides information about French art museums as well as

concept of the “culture of TAIWA” provides the foundation for

selling art goods.

shaping the society over time and advancing the emergently

Also, our “artscape” Web magazine not only provides in-evolving society.

formation about museums and exhibitions throughout Japan,

We seek to encourage rich sensitivity in individuals and offer

but also gives a variety of perspectives and opinions fromsociety opportunities and places for cultivating the “culture ofresearchers and opinions in both Japanese and English.

TAIWA,” as well as the “human resources” for driving it forward.

ExampleArt appreciation system employed at the Louvre

The DNP Group’s CSR Efforts

DNP provides a variety of both graphic design and general art
information. One way it does so is through exhibitions, but DNP
employs the Web to this purpose as well. This helps make for aricher life for all of us, while at the same time offering a means tobecome aware of the new age and for opportunities to awaken
consciousness of the issues that confront us. Design is a wayof beautifully portraying a story, so in terms of imparting a richer
sensitivity it shows what must be overcome and what must be

ExampleBroadcasting gallery talks

The ggg and the ddd offer gallery talks by exhibiting artists for both the generalvre - DNP Museum Lab for use in its “Venetian Masters” exhibition held in autumn

public and students. We consider talks by front-line designers and art directors

2009 and made it available to the public. The system simulates the experience

to be very effective in cultivating the “culture of TAIWA,” and in addition to broad-of actually entering into the composition of the piece. It received high marks for

casting our gallery talks to universities and other educational institutions, we are

deepening the understanding of visitors of the works of art.

also presenting them in-house via our teleconferencing system.

Multimedia art appreciation system installed at the Louvre

Ginza gallery talks broadcast to regional DNP sites
Upper left: Sendai/Lower left: Ichigaya/Upper right: Gotanda/Lower left: Nanba

DNP Group CSR Report 2010

Social Contribution as a Good Corporate Citizen

The Louvre installed an art appreciation system developed and used at the Lou-52

Stakeholder Opinion

Kaori Nakajima, Secretary, Fairtrade Label JapanIn Europe, where the “fair trade” concept is widespread, it has become commonplace even for companies that do not engage in fairtrade procurement or product development to make the switch to“fair trade” coffee and tea at their workplaces. In contrast, amongthe 20 developed countries in which “fair trade” certification
labeling organizations are active, Japan has the lowest rate of acceptance. Nonetheless, DNP was one of the first to introduce “fairtrade” coffee in its dining halls and for visitor reception in 2006. It

is likely the case that DNP was the first corporation in Japan tolaunch full-scale efforts in this regard. I am hopeful that DNP, as apioneer in introducing “fair trade” coffee in Japan, will continue toexpand this effort, and serve to influence a good many other corporations to follow DNP’s lead.

From the standpoint of humanity
Humanitarian
aid

Relief effort after the Haiti earthquake

Providing 100,000 cups of “fair trade” coffee

DNP Group

DNP Group

In January 2010, a 7.0 magnitude earthquake struck the Republic of Haiti in

We have offered “fair trade” coffee in our Ichigaya and Gotanda employee

the Caribbean, resulting in massive casualties including more than 230,000

cafes and for customer reception since 2006. “Fair trade” coffee has gradu-

dead. The DNP Group placed donation boxes at 51 of our sites nationwide

ally been becoming better-known, and by FY2009 the amount consumed hasfrom January 25 through February 10, and together with matching funds fromreached 100,000 cups. Also, in May 2010 we approved the “Fair Trade Million

the company we raised a total of ¥1,071,210 in donations. Employee dona-

Cup Campaign” sponsored by the non-profit organization Fairtrade Label Ja-

tions also took the form of contributions from the Labor-Management Jointpan, and began participating in sales of “fair trade” products at our employee

Fund and the labor union.

dining halls and stores.

These donations were applied to the following relief efforts through theWe will continue to give our support to producers in developing countries

offices of the Japan Red Cross: 1) Health and medical; 2) Rescue supplies; 3)

by encouraging sales of “fair trade” products within the company and expand-

Water and sanitation; 4) Safety confirmation; 5) Reconstruction.

ing knowledge about “fair trade” by providing information about it outside thecompany.

C&I Operations employee hands over funds to Director Mitsui of
the Japan Red Cross“Fair trade” coffee is offered at our reception areas.

Deserts made with “fair trade” coffee on offer at our dining hall during the campaign period.
Donation boxes placed at 51 sites nationwide.
Upper left: Warabi/Lower left: Oji/Upper right: Akabane/Lower left: Izumizaki

53

Fair trade: The “fair trade” structure is an attempt to support producers in developing countries through stable and sustainable trading.

Special Report: Realizing a Society in Symbiosis with
Nature55

Environmental Conservation andthe Realization of a Sustainable Society
Environmental Controls through Management Systems

57

Chart: Targets and Results

63

Achieving a Low-Carbon Society

65

Efforts to Reduce Environmental Pollutants

68

Building a Recycling Society

69

Activities at Overseas Bases

75

Cleanup of Kyoto’s Arashiyama(Packaging Operations Kansai, DNP Technopack Kansai and their trade unions have conducted cleanups twice a year since 1979.)

DNP Group CSR Report 201054

Environmental Conservation and the Realization of a Sustainable Society

Special Report: Realizing a Society in
Symbiosis with Nature

The human race receives the blessings of an ecosystem which supports a diversity of life.
Yet, society still does not fully appreciate the importance of the ecosystem.
The DNP Group’s operations are premised upon a rich global environment, and we are aware that our business depends on it.
Therefore, we seek to fulfill our responsibility to conserve the ecosystem and to help create a sustainable society.

Hills in Binh Dinh Province, Vietnam
DNP is conducting forestry operations through a joint venture with Oji Paper and Sojitz Corporation.

Biodiversity Declaration
DNP’s fundamental philosophy: Realizing asociety in symbiosis with nature
The United Nations declared 2010 to

DNP Group Biodiversity Declaration
We, the DNP Group, based on our appreciation for nature’s bounty and recognition that out
business activities impact the environment, will help build a sustainable society by fulfilling
our society responsibility to protect biodiversity.

be the International Year of Biodiversity, and will hold the 10th Meeting of
the Conference of the Parties to theConvention on Biological Diversity in
Nagoya in October 2010.
The DNP Group enacted our DNPGroup Biodiversity Declaration in
March 2010 in response to the need to
implement active efforts to build a society which cultivates biodiversity.
We pledge always to consider the
impact our business has on biodiversity.

1. We view protection of biodiversity as an essential issue to be considered in all of our business activities, including business planning, research, project planning, productdevelopment, design, production and sales.
2. We will evaluate, understand, and analyze how we affect biodiversity through such actions as
using energy and water resources, procuring raw materials, and disposing of chemical substances.
3. In order to broaden our biodiversity protection activities, we will share our understandingof related issues with customers, supplies, local community members and other stakeholders, and promote cooperative action with them.
4. We will enhance understanding and awareness of biodiversity-related issues among all of
our employees, and strive to make them more conscious of the importance of protecting
biodiversity.
Enacted March 16, 2010, by the DNP Group Environmental Committee

55

Stakeholder Opinion

Naoki Adachi, Doctor of Science, CEO of Response Ability, Inc.

Forest Certified Paper

sidering the scale of the DNP Group’s business, they have thepotential to make a very great contribution in this area. One issue
henceforth will likely be the extent to which, in terms of volume,these kinds of efforts can be expanded. I hope the PDCA cycle
can be used for management based on numerical targets, andthat as called for in the Declaration, the DNP Group will involve all
facets of their business, as well as the broad range of stakeholders, including all employees and suppliers, in these efforts.

Related information

ExampleSale of “Yoshi Paper”

Promoting distribution and procurement of pulp and wood products from healthy forests
The DNP Group’s procurement policies proceed from the standpoint that the important issue in paper use is not just using recycled paper, but how much we canEnvironmental Conservation and the Realization of a Sustainable Society

I give the DNP Group high marks for making a strong declaration concerning upholding the preservation of biodiversity as animportant issue in the drive to realize a society in symbiosis withnature. This is surely due to the DNP Group’s self-awareness that
their business has an especially strong connection to forestry resources, namely paper.
DNP also works to contribute to sustainable forest management by using paper from wood obtained through forest-thinningand offering the use of FSC-certified paper to customers. Con-

contribute to sustainable forest management. We work not only to include this concept in product development, but also to gain the understanding of customers inthese efforts. While it is already an aspect of our Green Purchasing, we are making
efforts to encourage the use of paper from wood obtained through forest-thinning,
beginning with the use of “Morino Chonai-Kai Forest Thinning Support Paper.”The DNP Group is making efforts to acquire FSC/CoC and PEFC/CoC certification and expand purchasing of products certified by them, and to actively propose to
our customers that they use them. Also, we are making certain of compliance withcertification standards in the manufacturing forest-certified printing products, with non-From the top: Yoshi Paper products, harvesting work in
Yoshihara

forest-certified pulp from FSC-mix products described instead as “managed pulp.”
DNP Trading is selling “Yoshi Paper” made from

Development Plans for the “Ichigaya Forest”

DNP’s predecessor, Shueisha, was founded in 1876, and ten years later constructeda plant in our current Ichigaya Kagacho location in Tokyo’s Shinjuku Ward. During the
120 years since, this area has served as the stronghold of Japan’s printing culture.
The DNP Group is taking the next step in our “P&I Solutions” business vision bycarrying out our redevelopment plans for the surrounding area so as to expand ourenvironmentally conscious product. The reeds
draw a lot of nitrogen and phosphorous from thesoil and water, which improves the water quality.
Nevertheless, if left as they are to dry out, thenitrogen and phosphorous returns to the riverwhich negates the benefit. Therefore, the reeds
are harvested, which contributes to environmental conservation. Also, a great many creatures
reside in the Udono Yoshihara, and supporting

operations. These plans call for using this location to the fullest in concentrating thethe health of the Yoshihara by harvesting thefunctions of our Planning & Development and Sales units and Headquarters here,

reeds helps to protect the ecosystem.

while transferring the existing Ichigaya plant functions to more environmentally-friendly printing facilities. In addition, we are also constructing sports and cultural centers

In addition to selling the Yoshi Paper, DNP
Trading employees also volunteer in the harvesting of the Udono Yoshihara reeds.

for the use of people in our local community.
These facilities will be surrounded by a large-scale green zone we are calling the“Ichigaya Forest,” with a total area of 14,000 m2, and a length of around 500 meters.
The Ichigaya Forest will use the long configuration of the site to provide continuous*Yoshi Paper is used in the end portion of the“DNP Group CSR Report 2010 Survey (JapaneseSpecial Report: Realizing a Society in Symbiosis with Nature

Preparing a green zone and creating multi-functional spaces

reeds (yoshi) harvested from the YodogawaUd ono Yo shiha r a a r e a o f O s a k a a s a nversion) .”greenery from east to west, with the trees along the roadway forming a buffer zone
between our facilities and the neighborhood. The northern side of the site will mostly
contain indigenous trees, with our goal being create a natural setting for enjoying
seasonal scenery such as new spring leaves, autumn foliage, and falling leaves.
We are planning a variety of other functions for this area, such as creating “coolspot” for countering the “heat island phenomenon,” placing the trees in such a waythat retains visibility providing for safety and security, and by mixing a variety of tree
species of differing heights so as to improve biodiversity. Our goal is to create spacesthat contribute to the life of the community by providing a place for relaxation and in-

Perspective drawing of completed Ichigaya Forest

teraction. We began action on this plan in 2009, and aim for completion by 2018.

Click here for related information

http://www.dnp.co.jp/csr/2010/74e.pdf

DNP Group CSR Report 2010

56

Environmental Conservation and the Realization of a
Sustainable Society

Environmental Controls through Management Systems
We are developing constant environmental controls based on practical environmental management systems that take business content, customer trends, and the situation at all DNP Group companies into account in establishing policies and targets.

DNP Group Environmental Action

Related information

As a manufacturer, the DNP Group is constantly considering

Our environmental management system consists of the DNP

how we can coexist with the global environment. We value

Group Environmental Committee, which is in charge of thethe gifts of nature, and strive for coexistence with it so we canmanagement of the entire Group, and Operations Grouppass those gifts on to the next generation. Our efforts to do

Environmental Committees for each area of business. Eachso are of primary importance to us now in the 21st Century,committee has its own promotional office.

which is called the “Environmental Century.”

DNP Group Environmental Committee

We do our best for the planet day in and day out, as re-This is made up of the directors of the basic organizations atquired by our DNP Group Code of Conduct, which states thatcompany headquarters, who are responsible for the environ-“We shall strive to use resources effectively without destroy-

ment. The Committee deliberates and makes decisions

ing or polluting the global environment, so as to pass on aconcerning the environmental policies, objectives and plans

beautiful planet to the generations that follow.”of the entire Group, and monitors the progress of the plans
and the status of the achievement of those objectives.

Environmental Management Structure

Operations Group Environmental Committees

The DNP Group emphasizes environmental conservation and

The decisions made by the DNP Group Environmental Com-the efficient use of resources throughout the entire company.

mittee are developed by the Operations Group Environmental
Committees after considering the special characteristics of

DNP Group Environmental Management Structure

the particular sphere of business.

President
DNP Environmental Committee
10 members

Promotion Office
27 members

Environmental Committee in
Each Operation
247 members

Promotion Office
112 members(1) Deliberate and decide on environmental policies, targets and plans of the DNP Group(2) Approve environmental policies, targets and plans of the Operations Environmental Committee(3) Check and follow up on the progress being made in the plans of the Operations Environmental Committee, and the statusof the achievement of those objectives(1) Propose the DNP Group Environmental policies, targets, planning, and submit reports to the committee(2) Convey the environmental policies, targets, and plans of the DNP Group to all Operations Environmental Committees,
check its progress, and support activities(3) Report to the Environmental Committee regarding the progress (results, progress of the measures, etc.) achieved by the
Operations Environmental Committee(1) Deliberate and decide on the environmental policies, targets and plans of each operation(2) Check and follow up on the progress of plans by the Operations Environmental Committee, and the progress being madetowards the targets(3) Periodically hold committee meetings(1) Submit the environmental policies, targets, planning, and report to the Operations Environmental Committee(2) Convey environmental policies, targets, and plans of divisional groups decided by committee to all sites, check andfollow up on its progress(3) Report to the committee regarding the progress (results, progress of the measures, etc.) being achieved by all of thesites

Technical and Manufacturing Group

Environmentally Conscious Products Development GroupRegional Measures Group

Environmental Conservation and VOC Group

Office and Work Environment Group

Industrial Waste Reduction Group
Energy Conservation Group

Each Site of the Operations

57

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http://www.dnp.co.jp/csr/2010/57e.pdf

Cumulative total, 847 members

Environmental Conservation and the Realization of a Sustainable Society

Sustainable Society
Recycling Society

Society Co-existingwith Nature

Low-Carbon Society

DNP Group

Switch to low-CO2 emissions
energyResponse to chemical
substance (RoHS, REACH)

Reduction of greenhouse gas
emissions

Environmental conservation
management based onvoluntary standards

Introduction of renewableenergyRational use of energy

Introduction of hybrid vehicles

Distribution efficiency

Promoting modal shift

Promoting green purchasing

IN

OUT
MarketingSales Promotion Division

Research
DivisionControl of chemicals inmaterials
Installation and improvement of
low-environmental impact
facilities (wastewater treatment
facilities, odor reduction
equipment, solvent collection
equipment)

Development ofenvironmentally conscious
products

Promote sales of environmentallyconscious products and environmental
awareness

Practicing LCA

Separation and collection of office paper

Use of recovered heat

Environmental accounting

Recycling

Waste

Re-useUse of recovered solvent

Undesiredmaterials

Environmentally conscious products

Distribution
Division

Offering value to society

Materials

Energy/Water

Production
Division

Environmental Controls through Management Systems

Reduction of atmosphericemissions of VOCs

Soil

Reduction of air and waterpollutants

Water

Reduction of emissions of
PRTR-listed substances

Air

Reduced production ofundesired materials throughimproved production efficiency

Promoting zero emissions

Use of recycled water
Establishment of voluntary plans

DNP Group Environmental Management System
Eco-report

Site Eco-reports

Internal environmental audit (Eco-Audit)

Environmental education

DNP Group CSR Report 201058

Environmental Conservation and the Realization of a
Sustainable Society

Environmental Controls through Management Systems

Environmental Management System

Related information

The DNP Group created our own EMS (environmental man-2009 Eco-Audit Performance

agement system) in 1993, prior to the publication of ISO14001.
Our EMS uses the twin tools of eco-reports and site ecoreports, and executes the “Plan-Do-Check-Action” cycle every
six months, setting the pace for the DNP Group environmental
management efforts.

Number of sites audited: 62 sites

Cumulative auditor numbers:124 persons

Number of attendees at sites: 493
persons

Cumulative auditing hours:
291 hours

Eco-Audits
While some “areas needing improvement” cited in the audits

We began implementing “Eco-Audits” in 1996, so as to makeour EMS more effective. When an audit discovers that correc-

constituted infringement of the law, such as insufficient reportingtive measures are necessary, a Correction Measures Performedat specific sites, we confirmed that the necessary improvement

Sheet is issued to the site involved, and the response report ismeasures are being taken in each case.
The areas indicated as requiring improvement are underreferred to the DNP Group Environmental Committee for ap-

analysis and actions are being determined, with follow-up Eco-proval.

Audits scheduled for FY2010.

Outline of the DNP Group Environmental Management System
Management Concept
Code of Conduct

DNP Environmental Committee
Environmental Vision
Site
Eco-Report
Action Policy• Setting Group Environmental Targets• Determining Site Eco-Report Formats

PLAN

Improvement
indicated

ACTIONDNP Group
Eco-Report

Operations Environmental
Committees
Each site (58 sites)

PLAN

Eco-Report
evaluation/
Next-term plan

DO

Improvement
indication

CHECK
Confirmation
by Committee
Chairman

Submissionof SiteEco-Report

Site Environmental Committee
Execution

ACTION

Click here for related information

http://www.dnp.co.jp/csr/2010/59e.pdf

Site EcoReport

CHECK

DO

Site Eco-Reportenvironmental
targetEnvironmental
actionSite Eco-Report
Next Term Action Report

Confirmation bycoordinator

Eco-Report explanation

59

Setting site targets

Internal environmental audit (Eco-Audit)

Compiled
environmental
regulations

Related information

Environmental Conservation Measures

Soil and Groundwater Contamination

The DNP Group monitors trends in environmental regulations

The DNP Group conducts soil inspections based upon theand publishes regular Eco-Reports, as well as conducting

guidelines we have established. When soil contamination is

Eco-Audits, so as to ensure full compliance with all laws anddiscovered through our inspection, we file a report with theregulations. Our compliance efforts also include establishment

office of the governor or mayor in charge of that prefecture orof and strict adherence to our own voluntary standards (air,city, and upon receiving instructions from the local authorities,
we implement appropriate measures for removing the contamination. In addition to continuing the purification of pumpexceed what is legally required.

water at one site in FY2009, we also implemented the updat-

The DNP Group handles a wide variety of chemicals in its
production processes. We have drawn up a Chemical Sub-ing of tank equipment, leak inspections, and levee building so
as to prevent soil contamination.

stance Management Guide for chemical substance handling,and have set up levees and emergency shut-off systems to

PCB Storage

prevent liquids from over-flowing and installed two-tier holding

PCBs are currently in storage at 25 sites, with a total of 214

tanks for the prevention of accidents at plants handling chemi-

condensers and 11 transformers, for a total of 225. The PCBs

cals. We also stock up on materials that can be used during

are contained in electric equipment that was used in sub-emergencies and hold emergency response drills to ensure thestation facilities formerly used in our plants. The PCBs areproper response in the event of an occurrence.

stored in special containers in special storage rooms at eachsite, and are managed under the strictest of conditions in accordance with applicable regulations to ensure prevention ofleakage or loss. It will gradually be disposed of as required byEnvironmental Controls through Management Systems

water, noise, vibration, odor) and voluntary guidelines (chemical
substance management, soil contamination measures), which

Environmental Conservation and the Realization of a Sustainable Society

Environmental Risk Management

law according to the disposal plans for each region.

Status of Legal Compliance
While we make all efforts to comply with environmental laws
and regulations, over the past three years we have experienced four incidents in which water quality standards for wastewater were exceeded. There are no ongoing legal disputes involving environmental issues. We have unfortunately had somecomplaints from areas neighboring our plants concerning noise
Holding tank replacement (two-tier construction, anti-leak sensors installed)

and odors. Whenever we receive such complaints, we respondpromptly by launching a thorough investigation into the causeof the problem and working to make improvements.
The authorities conducted a water quality test in FY2009,and informed us that pollution levels exceeded their standards. We have been working to comply with the standards
by installing kitchen grease traps, etc.
An outflow of ink from a site also occurred due to a flow
meter malfunction, and we have instituted recurrence prevention measures such as strengthening our observation system.

Grease trap

Grease trap: This is a device for temporarily holding raw sewage, grease, andother pollutants contained in effluent from kitchens after separating and collecting
it, thereby preventing discharge into the sewer. Work kitchens are required to be
outfitted with grease traps (Construction Ministry Notice No. 1597)

Click here for related information

http://www.dnp.co.jp/csr/2010/60e.pdf

DNP Group CSR Report 201060

Environmental Conservation and the Realization of a
Sustainable Society

Environmental Controls through Management Systems

Current Status of Environmental Impact
The DNP Group manufactures a variety of different products

Main materials (Unit: 1,000 tons)

closely related to the everyday lives of consumers, with mainmaterials such as paper, film, plastic, metal (iron, aluminum,etc.) and ink, as well as electronics.

• Information Communications Segment: Mainly manufactures
magazines and other printed material through offset printing,uses a great amount of paper.

• Lifestyle and Industrial Supplies Segment: One of the big-

2008

2009

Paper

2,031.7

1,855.6(8.7% decrease)

Film

126.5

121.7

(3.8% decrease)

Plastic

87.8

93.1

(6.0% increase)

Metal

48.5

43.5 (10.3% decrease)

Ink

53.4

51.0

Others139.3

117.7 (15.5% decrease)(4.5% decrease)gest users of solvents in the DNP Group as it manufactures

Percentage distribution by individual segment for paper (Unit: %)packaging, construction and other industrial materials and uses

2008

solvents for its gravure printing, coating and lamination.

• Electronics Segment: Uses and discharges a great amount

2009

77

11

12

a

b

c

77

11

12

of water in proportion to the rest of the Group in manufacturingcolor filters and lead frames through its etching and photolithography technologies.

Main secondary materials (Unit: 1,000 tons)
2008

2009

Solvent

23.2

21.2

(8.6% decrease)

The DNP Group has evaluated our environmental efficiency

Acid and alkaline

19.9

14.8

(25.6% decrease)by using JEPIX. We improved our environmental efficiency inPercentage distribution by individual segment for solvent (Unit: %)FY2009 by reducing greenhouse gas emissions, VOC emis-

2008

DNP Group Environmental Efficiency

sions, and landfill waste from FY2008 levels.

1
a

2009

90

9

b

d

90

10

Environmental efficiency trend
Bar graph: Environmental impact point (Unit: EIP 1 billion)

Utilities

Line graph: Environmental efficiency (Output/EIP Unit: %)
2001
2002
2003

39

11.3
48
7.5
85

5.6

2004
2005

4.5

2006

4.6

2007

4.0

2008

3.8

2009

3.4

2009
1,356.7

City gas (million m )

127.6

115.7

(9.3% decrease)

LNG (million kg)

11.1

13.8

(24.3% decrease)

LPG (million kg)

9.9

6.8

(31.3% decrease)

Fuel oil (kl)

6.1

3.2

(47.5% decrease)

Steam (TJ)

390

436

(11.5% decrease)

Kerosene (kl)

850

710

(16.5% decrease)

15.9

16.1

(1.3% decrease)

3

9.5
62

2008
1,392.7

Electricity (million kWh)

110
105
119
110

122

JEPIX(Environmental Policy Priorities Index for Japan): This is a single-index
environmental evaluation system developed in Japan, which measures generalenvironmental impact levels according to a single “EIP” (environmental impact

3

Water (million m )Percentage distribution by individual segment for water (Unit: %)2008

point) index. The JEPIX Forum, in which DNP participates, was established in2003 for the implementation of JEPIX methods, as part of the MEXT 21st Century
COE Program Committee (International Christian University).

61(2.6% decrease)

2009

8

15

65

12

a

b

c

d

7

13

68

12

a
Information Communication
Books and periodicals, commercial
printing, business forms

tons-CO2)

912

896

(1.8% decrease)NOx emissions (tons)

735

673

(8.4% decrease)

SOx emissions (tons)

16

12(25% decrease)

10,5709,011(14.7% decrease)

Atmospheric emissions of
VOCs (tons)bLifestyle and Industrial Supplies

Percentage distribution by individual segment for GHG emission
amounts (Unit: %)Packaging, decorative materials,
industrial supplies

2008

c

2009

Electronics
Displays, electronic devices

22

36

32

10

a

b

c

d

22

34

34

10

Emissions into bodies of water

OUT PUTdI NPUT

2009

BC (Brother Companies)
Ink, beverages, etc

2008

2009

Water discharged (million m3)

13.1

13.6

(3.8% increase)

COD*3 emissions(tons)

45.4

51.4

(13.2% increase)

Nitrogen*3 emissions (tons)

13.2

16.2

(22.7% increase)

Phosphoric*3 emissions (tons)

0.7

1.7

(143% increase)

Environmental Controls through Management Systems

2008
GHG*2 emissions (1,000

Environmental Conservation and the Realization of a Sustainable Society

Emissions into the air

Product Manufacturing Process

Percentage distribution by each segment for water discharge (Unit: %)Current Status of Recycling in the DNP Group
2008

2008
2009

Recycled solvent (1,000 tons)

5.3

4.8

Usage ratio *1

1.23

1.22

Recycled acid and alkaline(1,000 tons)

6.0

3.4

Usage ratio

1.30

1.24

Recycled water (million m )

527.5

530.6

Usage ratio

33.2

34.0

183,100

178,700

3

Vapor generated from waste
heat recovery (tons)*1 Usage Ratio: This is a calculation of (input+ recovery andrecycling)/input. It does not include vapor or solvent in ink.
*2 GHG: Greenhouse Gases*3 Water discharge channels to which the Water Pollution Control
Act applies.

2009

6

13

11

70

a

b

c

d

5

12

72

11

Undesired materials generated (Unit: 1,000 tons)
2008

2009

Total amount of undesired materials

410.6

375.7

(8.5% decrease)

Waste emissions

70.6

62.7

(11.2% decrease)

Landfill waste amount

5.5

4.2

(23.6% decrease)

Percentage distribution by individual segment for undesired
materials (Unit: %)
2008
2009

44

11

26

19

a

b

c

d

44

27

17

12

DNP Group CSR Report 201062

Environmental Conservation and the Realization of a
Sustainable Society

Chart: Targets and Results

Topic

Reference
page

Targets through 2010

To reduce GHG emissions by 10% from the 2005 level (fiscal 2020).
Global warming prevention

P 65 - 66
To reduce per unit CO2 emissions by 15% from the 1990 level (fiscal 2010).

Reduction of environmental impact
incurred during transport

P 67

To reduce per unit fuel use for transport (amount of fuel used/sales) at 1% perannum, and 4% by fiscal 2010 compared to fiscal 2006.

VOC

P 68

To reduce emissions of VOCs by 70% compared to 2002 by fiscal 2010.

To reduce per unit waste emissions (waste emissions/production) by 50% fromthe 2000 level (fiscal 2010).

Reduction of industrial waste

P 69

To reduce undesired material generation by ratio (undesired material
generation/total material input) at all sites by more than 3%, 35% from the2000 level (fiscal 2010).
To achieve a 98% recycling ratio (recycled amount/total amount of undesired
material generation) in the disposing of main raw materials (fiscal 2010).

To achieve zero emissions for the entire DNP Group (fiscal 2010).

Development and sales ofenvironmentally conscious products

P 71 - 72

To increase the level each year by 10% (over the previous year), and achieve
300 billion yen (fiscal 2010).

To increase the rate of the products purchased according to the green
purchasing standards of DNP, to 40% (fiscal 2010).
Green purchasing

P 74
To increase the purchase rate of environmentally certified products, such as
those labeled with the Eco-Mark, of the total supplies (office supplies andequipment) to 50% (fiscal 2010).
To keep the maximum concentration of air emissions subject to emissions
regulations at 70% of the required standard or less.
To keep the maximum concentration of wastewater discharges subject towastewater regulations at 70% of the required standard or less.

Environmental conservation

P 60

To keep the maximum concentration of odors at our site perimeters at 70% of
the required standard or less.
To keep the maximum level of noise at our site perimeters at 95% of therequired standard or less.
To keep the maximum level of vibration at our site perimeters at 95% of therequired standard or less.

63

Office environment

P 70

To increase the rate of the fractional recovery of waste paper to 70% of that for
general waste.

Environmental management system

P 59

To perform Eco-Audits at all sites.

2009 results

Evaluation

Emissions in 2005: 1.066 million tons
Emissions in 2009: 0.896 million tons
Per unit in 1990: 252 tons/100 million yen
Per unit in 2009: 247 tons/100 million yen
Per unit in 2006: 2.15 kl/100 million yen
Per unit in 2009: 1.65 kl/100 million yen
Emissions in 2002: 21,312 tons
Emissions in 2009: 9,011 tons
Per unit in 2000: 0.312 tons/million yen
Per unit in 2009: 0.151 tons/million yen
Generation rate of undesired materials in 2000: 17.7%
Generation rate of undesired materials in 2009: 13.7%

15.9% decrease from that in 2005

2.0% decrease from that in 1990

23.2% decrease from that in 2006

57.7% decrease from that in 2002

51.6% decrease from that in 2000

22.6% decrease from that in 2000

paper 99.8%, plastic 95.9%, metal 99.3%, glass 65.1%

Recycling rate in 2009

paper 99.8%, plastic 96.4%, metal 99.3%, glass 61.6%

Chart: Targets and Results

Recycling rate in 2008

Landfill waste rate in 2008: 1.3%
Landfill waste rate in 2009: 1.1%
Sales of 308.1 billion yen in 2008
Sales of 312.1 billion yen in 2009

Environmental Conservation and the Realization of a Sustainable Society

Target broadly achieved
Conducted activities but target not achieved
Achieved target or in steady progress toward target
No sufficient activities

1.3% increase over that in 2008

42.5% green purchasing rate for materials in 2008
41.5% green purchasing rate for materials in 2009
48.2% green purchasing rate for materials in 2008
51.2% green purchasing rate for materials in 2009
95% achievement rate of targets for 2009 (voluntary target)
96% achievement rate of targets for 2009 (voluntary target)
93% achievement rate of targets for 2009 (voluntary target)
73% achievement rate of targets for 2009 (voluntary target)
100% achievement rate of targets for 2009 (voluntary target)
84.8% rate wastepaper separation in 2009
Eco-Audits conducted at all sites in 2009DNP Group CSR Report 201064

Environmental Conservation and the Realization of a
Sustainable Society

Achieving a Low-Carbon Society
People throughout the world are using knowledge and effort in applying measures against global warming, so as to protect our irreplaceable Earth. We at the DNP Group are taking this up as a vital issue in all aspects of our business, including planning, design,purchasing, production, and distribution, so as to reduce greenhouse gas emissions.

Greenhouse Gas Emissions Reduction
Greenhouse Gas Emissions Volume and Per-unit CO2 Emissions

yen, a 2.0% improvement over fiscal 1990.

The DNP Group’s overall greenhouse gas emissions in FY2009

Our main efforts to reduce CO2 emissions included conserv-

were 896,000 tons. This breaks down as follows: energy

ing energy used for air conditioning and power, switching to low

source CO2 emissions, 865,000 tons; non-energy source CO2

emissions fuels, improving production line operations, efficient co-emissions 27,000 tons; methane converted to CO2 emissions
equivalent, 30 tons; N2O emissions, 630 tons. There were noemissions of SF6, HFCs or PFCs. Also, transport-related emissions were 3,200 tons.

generation, etc. In FY2010, we will continue our aggressive efforts
to limit greenhouse gas emissions by continuing with the switch
to low CO2 emission fuels, introducing energy-saving equipment
such as inverters, and improving production efficiency.

Per-unit CO2 emissions amounted to 24.7 tons-CO2/billion

Unit greenhouse gas and CO2 emissions
Line graph: CO2 emissions unit (Unit: tons-CO2/¥1 billion)
Bar graph: Unit greenhouse gas emissions (Unit: 1,000 tons CO2)

From left

25.2

2005
(Base year)

Non-energy source CO2 emissions

Other

Target value to be achieved in 2020 (unit greenhouse gas emissions) 962

Target value to be achieved in 2010 (unit CO2 emissions) 21.4
1990
(Base year)

Energy source CO2 emissions

565

22.7

1,066

2007

25.0

2008

25.7

912

2009

24.7

896

1,083

Greenhouse gas emissions volume: Electricity use, fuel use/combustion, burning of waste at plants, atmospheric emissions of HFC/PFC/SF6 at plants, as well as
greenhouse gas emissions due to the fuel use and running of DNP Logistics trucks are calculated according to the “Greenhouse gas emissions calculation andreporting manual Ver. 2.1” (Published June 29, 2007; Ministry of the Environment and Ministry of Economy, Trade and Industry). The coefficients used for FY2009 calculations use the values contained in the “Act on Promotion Global Warning Countermeasures” (March 31, 2010). Coefficients used for conversion of emissions due
to electricity for FY2008 and FY2009 are according to FY2008 values (after adjustment) published by the Ministry of the Environment on December 28, 2009; for otheryears those published in the environmental reports of the electric companies are used, with all emissions volumes converted to CO2. Also, the “Guideline for Greenhouse Gas Emissions Calculation for Businesses (Draft Ver. 1.6)” (July 28, 2005, partially revised; Ministry of the Environment) is followed in recalculating the baseyear greenhouse gas emissions due to the change in our aggregate accounting range resulting from M&A.
Per-unit CO2 emissions: This is direct CO2 emissions volume from plants through energy use divided by production output. Production output indicates business activity, and added value is distributed to the direct amount according to the ratio of the energy amount for direct emissions and the energy amount for indirect emissions.

ExampleEfforts that Information Communication Operations Akabane Plant
In February 2010, the Akabane Plant received the
Kanto Bureau of Economy, Trade and Industry “Energy Management In Business Superiority Award.”
The award recognizes the updating of the inefficient

Employee Comment

Hiroshi Fujimoto

Manager, Technical Division
Information Communication
Operations

Our Information Communica-

absorption-type chiller with the latest high-efficienttion Operations employ theelectrically-powered model, which enabled the con-offset printing method, mainly producing catalogs, fliers,

struction of a system that can respond flexibly to

direct mail ads, etc. We have been using city gas forthermal load fluctuations, conserving energy and reducing costs.

these processes, but we have uncovered losses by employing energy visualization, leading us to take measures

Also, the plant entered into a “natural” (environmentally-friendly) energy agreement with anenergy supplier, so as to cover some of the electrical power used in production processes withsuch as updating with efficient equipment and taking action to conserve energy.

natural energy as part of our global warming prevention efforts.
* In April 2010, the Commercial Printing Operations became the Information Communication Operations.

65kerosene, and similar high-CO2 emissions petroleum fuels into

The DNP Group is making progress in the switch to low-CO2

low-CO2 emissions utility gas and LPG (liquefied petroleum gas)emissions fuels so as to reduce emissions of greenhouse gases

since 1990, and plan to continue to do so.

such as CO2. We have been making the switch from diesel,

Environmental Conservation and the Realization of a Sustainable Society

Switching to Low CO2 Emissions Fuels

Changes in fuel composition
Total use

From left

fuel oilkeroseneutility gas

LPG

LNG

steam

electricity(Unit: kl)

1990

285,000
2%

2000

455,000
0.5%

2005

517,000

15%

2%

0.2%

29%

5%

31%

6%

0.4%

2009

Example

26%

2%

3%

4%

67%

64%

0.9%

2%

62%
Achieving a Low-Carbon Society

0.6%
0.1%

13%

66%

519,000

Efforts at the DNP IMS Shiga Plant
Our Shiga Plant, where we mostly produce thermaltransfer ink ribbons, is located on the SE shore

Employee comment

Hiroyasu Shinde

Technical Division, DNP IMS
Shiga Plant

of Lake Biwa, in a beautiful natural environment
surrounded by the Suzuka and Shigaraki Kogen
mountains. In December 2009, we made the switchfrom A-grade fuel oil to city gas as one aspect of
our anti-warming measures. We calculate that thisenables an annual CO2 emissions reduction of
about 600 tons. Also, the switch to gas cuts ouremissions of sulfur oxides, a cause of acid rain, tozero, and so contributes to protection of the naturalenvironment. We will continue to engage in efforts
to prevent global warming by eliminating waste andconserving energy.

I joined the DNP Group as an employee of the Shiga
Plant in December 2007. We knew about the DNPGroup’s plans to reduce CO2 emissions, and about
the global warming problem, so we took up the rapid
switch to low-CO2 fuels as our mission and worked
hard to get it done ahead of schedule. We will continue to work to reduce CO2 emissions by conserving
energy throughout our Shiga Plant.

Gas meter

DNP Group CSR Report 201066

Environmental Conservation and the Realization of a
Sustainable Society

Achieving a Low-Carbon Society

Efforts in Transport

We continued to implement distribution-related environ-

In FY2009, the Group’s overall transport volume was 392 million

mental impact reduction measures such as the optimization of

ton-kilometers. 26,200 kiloliters of energy (converted to crude oil)transport routes, improved efficiency through digital tachom-

was used in shipping, with CO2 emissions of 65,800 tons. Per unit

eter installations, an idling-stop campaign, a modal shift to rail

fuel use for transport (amount of fuel used/sales) was 1.65 kiloli-transport, and the introduction of hybrid vehicles.

ters/JPY100 million, a reduction of 10.3% over FY2008.

Anti-Global Warming Measures at Offices and Homes
The DNP Group has been engaged in efforts to reduce CO2

Energy usage volume and per unit fuel use for transport

emissions both at the office and at home since 2005. In FY2009

Line graph: Per unit fuel use for transport (Unit: kl/¥100 million)
Bar graph: Energy usage volume (Unit: kl converted to crude oil)
Target value to be achieved in 2010
2.0 (per unit fuel use for transport)

2006(Base year)

2.15
1.98

2007
2008

2009

Example1.84

33,00032,000

cities around the globe turned off the lights on the same day at
the same time as part of the WWF’s (World Wildlife Fund) “Earth
Hour,” part of its “Global Climate Change Initiative,” and the Japanese Ministry of the Environment also sponsored a “CO2 Reduction/Lights Down Campaign.” DNP’s seven facilities participatedin both.

29,2001.65

26,200Efforts at DNP Logistics

ExampleEfforts at the Gotanda Building

We handle most of the DNP Group’s

Our company’s “total showroom” was opened in September 2006 as ourlogistical needs, and are conducting our

Solutions Business base. This environmentally-friendly building was designed

business in an environmentally-consciouswith energy conservation in mind, with sunlight-load reducing electronic blinds,way. We are engaged in a variety of CO2

a glass-aluminum composite exterior, a nighttime electricity use-reducing heatemissions reduction efforts, such as aaccumulation system, human sensor-controlled lighting, and high-efficiency

modal shift to rail transport, improved fuelelectronic fixtures contributing to reduced CO2 emissions thanks reduced

conservation by installing digital tachom-

power usage.

eters, the idling-stop campaign, and the
optimization of transport routes throughthe use of automatic transport vehicle support systems. We have set a goal for this
Digital meter-installed vehicles

term of a 10% reduction in comparison to

Employee Comment

Kazuo Tanaka

Officer, DNP Facility Services

the same term last year. Also, we have

We participated in the WWF “Earth Hourbeen gradually switching to hybrids for our sales fleet, strengthening our anti-

2010,” which was intended to highlight the

global warming measures which focus on reducing greenhouse gases.

importance of preventing global warming
through daily power saving and energy

Employee Comment

Tomoatsu Hirabe

General Manager, Planning Division, DNP Logistics

conservation efforts, by switching off the Gotanda Building’s exterior
signage for a day. This effort serves as an appeal to our stakeholders toengage in anti-global warming efforts, and to breed new desire for environmental conservation

As the DNP Group’s distribution unit, weefforts on our part asare engaged in energy conservation froma member of the DNP

a transportation standpoint. While we ofGroup.

course seek to reduce CO2 emissions, weare also working aggressively to reduce the packaging materials we use
in distribution work, such as stretch film and wood pallets, as well as byusing packaging made of recycled materials. We will continue to makeshipping more efficient.

67

Left, lights on; right, lights out

Environmental Conservation and the Realization of a
Sustainable Society

As a manufacturer we are constantly thinking about how to coexist with the global environment. We avoid polluting the global environment, and work hard for environmental conservation and environmental pollutant reduction, so as to pass on a beautiful planet to thegenerations that follow.

Reducing VOC Emissions

Reducing Air Pollutants

Inks, solvents, and adhesives used in the printing process con-

The Air Pollution Control Act regulates substances such as

Related information

tain toluene and other VOCs (Volatile Organic Chemicals). The

toxic air pollutants and ozone depleting substances, including

DNP Group’s anti-VOC measures not only seek to regulate

sulfur oxide (SOx) and nitrous oxide (NOx), as well as volatileconcentrations as required under the Air Pollution Control Act,

organic compounds (VOC). These substances have an im-

but also to reduce emissions overall. We have been switching

pact on health and the global environment, causing problems

to substitute products with a lower environmental impact andsuch as urban ozone formation and ozone layer depletion.

installing equipment for VOC treatment and collection. These

We at the DNP Group are working hard to monitor and reduce

efforts have resulted in FY2009 in a 57.7% reduction, to 9,011

emissions of such substances.

Environmental Conservation and the Realization of a Sustainable Society

Efforts to Reduce Environmental Pollutants

tons, in comparison with 2002 (the base year).

Reducing Water Pollutants

Trend in atmospheric emissions of VOCs (Unit: tons)
From left

VOCs covered by PRTR

2002
(Base year)

3,521

Related information

We detoxify and reduce the pollution load of the wastewater

VOCs not covered by PRTR

from our industrial processes and dining halls by using purification tanks and wastewater treatment equipment. We continued

2007
2008

21,312
1,123

10,104processing equipment, improving the wastewater treatment in

11,227890

the kitchens, and reducing the organic materials in rain runoff,

10,214but there was an increase in COD, nitrogen, and phosphorous.

11,104
1,012

to conduct measures in FY2009, such as changing out thefiltration membranes and absorbent materials in wastewater

COD: Chemical Oxygen Demand

9,558

10,570
868

8,143

2009

List of PRTR-Regulated Chemicals

9,011

Related information

Efforts to Reduce Environmental Pollutants

2006

17,791

Major atmospheric pollutants: Measures and results
Substance name

Use/Source

Measure(s)Results

Dichloromethane

Printing process cleanser

Switch to water-based cleaners

94% reduction from FY2001 volume (53 tons)
FY2009 atmospheric emissions volume: 3.2 tons

Dioxins

Burning of waste

Total elimination of small furnaces,
for which burning control is difficult

6 large-scale furnaces currently in operation (responsive to2002 regulations)
FY2009 atmospheric emissions volume: 1.2 mg-TEQ

Hydrochlorofluorocarbons:
HDCF-141b (1,1-dichloro-1-fluoroethane)

Use in cleansers

Switch to substitutes

Reduction of 42.9% since FY2008
FY2009 atmospheric emissions volume: 2.8 tons

Sulfur oxides (SOx)

Burning of fuel oil and kerosene
containing sulfur

Elimination of boilers

Nitrous oxides (NOx)Burning of fuels

Installation of low-NOx burners

Click here for related information

http://www.dnp.co.jp/csr/2010/68e.pdf

Reduction of 25% since FY2008
FY2009 atmospheric emissions volume: 12 tons
*Calculated using more accurate methods than those used in FY2008

Reduction of 8.4% since FY2008
FY2009 atmospheric emissions volume: 673 tons

DNP Group CSR Report 201068

Environmental Conservation and the Realization of a
Sustainable Society

Building a Recycling Society
We seek the effective reduction of environmental impact by selecting and purchasing materials according to our Green Purchasing
Policy, and by working to reduce undesired material output through the effective use of resources in our production processes. DNP is
taking part in the production of more and more environmentally-conscious products as the demand for such products increases; we areengaged in designing easily recyclable products, making more use of biomass materials, etc.

Use of Recycled Resources

Related information

Reduction of Undesired Materials in Production
Processes and the Use of Recycled Materials

resents an improvement over 0.169t in FY2008. This is mostly
due the reduction of waste volume due to value extraction. At the

The DNP Group is working to “improve resource productivity” andsame time, the undesired materials production ratio was 13.7%“promote the reuse of undesired materials” so as to contribute todue to the switch to small lots and other factors, which is worse

the building of a recycling society. These efforts require that thethan the 13.4% in FY2008.

materials input in production processes be used without waste,

We use the recycling rate as the indicator for undesired ma-

and that resources be used effectively by re-using to the greatest

terials reuse promotion, with the goal being zero emissions. Zeroextent possible any undesired materials that are produced.

emissions means efforts to bring the landfill waste amount ( J +We use waste per unit of production (waste emissions ( E +K)/production volume) and the undesired materials produc-

less, and while the rate for the Group overall is 1.1%, 45 out of 58

tion ratio (volume of undesired materials/materials input volume)sites have achieved zero emissions. We have also achieved aas productivity indicators, and incorporate it in “Production 21”.

recycling rate of 99.2%, despite low rates for waste plastic (96.4%)

Waste per unit of production in FY2009 was 0.151t, which rep-and glass waste (61.6%).

F)/undesired materials production volume ( A ) to 0.5% or

Production output: This shows the output from our business activities, and uses the added value amount.
Volume of undesired materials: The volume of undesired materials, which excludes undesired materials originating as primary raw materials not used by the Electronics
Segment and DNP Data Techno.
Recycling rate: Ratio of effective use through the processing of undesired materials originating as primary raw materials [( C + G + H )/ a ]; however, the amount of
paper and plastic for which volume has been reduced through intermediary use in on-site processing equipment (heat recovery furnaces) ( D - F ) is added.

Diagram: Breakdown of undesired materials production volume
metal 2%other 2%AA

sludge 14%aUndesired materials
production volume375,700 t (100%)

waste oil 4%
paper waste
63%

A

liquid waste
2%

Total materials
input volume2,282,600 t

BB

waste plastic
13%

C

C Valuable waste

Waste
121,700 t

metal 2%liquid waste
1%
waste plastic
6%

paper waste
89%C

254,000 t(32.4%)

other 5%waste oil 2%(67.6%)

paper waste 11%

metal 1%B

sludge 43%

DDwaste plastic
28%
liquid waste
3%E

waste oil 8%
paper waste
8%
waste plastic
15%

other 1%D

sludge 76%

Waste notsubject to on-site
interim processing
53,700 t (14.3%)

FF

Volume of waste
subject to on-site
interim processing
68,000 t (18.1%)

other 14%
sludge 8%waste oil
17%
liquid waste
4%

Waste after on-site
interim processing
9,000 t (2.4%)

paper waste
89%

metal 1%GH

paper waste
3%

other 10%
metal 2%

Volume outsourced

waste plastic
16%

sludge 16%

I
paper waste
14%

other 11%
Residue 5%
sludge 11%

EF

waste plastic
37%

GG

HH

Materials recycled
as resources
46,200 t(12.3%)

Materials recycled
as thermal
8,200 t(2.2%)

liquid waste 6%

Click here for related information

Interimwaste processing
outsourced
4,500 t(1.2%)

KK

waste oil 16%

69

II

Final disposal
volume (indirect)
500 t(0.1%)

http://www.dnp.co.jp/csr/2010/69e.pdf

JJ

waste oil 18%

Final disposal
volume (direct)
3,800 t(1.0%)

other 8%Residue 34%

waste plastic
41%

liquid waste
35%
paper waste 3%

J

K

waste plastic5%liquid waste1%
sludge 49%

Use of Recycled Water
We are working hard to conserve water resources by re-carded from offices. Our rate of office paper recycling was

cycling the water we use in cleaning our products, heating

84.8% in FY2009, meaning that we are continuing to meetand cooling our production equipment, and air conditioning

our targets.

our buildings. The majority of our plants save water by us-

The business of the DNP Group is deeply connected toing a closed system for repeatedly using water rather thanpaper, and we have been collecting data about paper separa-discharging it. We used 530.6 million m3 of recycled water intion and collection for some time. Data was gathered at 32

FY2009. Our water usage ratio was 33-fold.

sites in FY2009.

Environmental Conservation and the Realization of a Sustainable Society

Office Paper Recycling
We make serious efforts to separate and collect paper dis-

We are also making effective use of rainwater in our officebuildings and other areas. We used 10,200 m3 of rainwater in
FY2009 for toilet flushing and watering our grounds.
Recycled water: The total volume of water that flows through the heat ex-

Paper Collection Trends

change or cleaning equipment in our closed-cycle system in one year.

Line graph: Used paper collection rate (Unit: %)Bar graph: Amount of used paper collected (Unit: tons)

Water Input-Output
1,298

2006

71.2

1,299

2007
2008

73.1

2009

84.8

Evaporation 2,460,000m3

1,214
1,223

1,297

Wastewater
13,600,000m3

Flow of processes that use
the water recycling system
530,600,000m3
Flow of processes that do not
use the water recycling system
13,800,000m3

Product
162,000m3* Hokkaido Coca-Cola Bottling and DNP Fine Chemical use it in products.

Employee Comment

Masahiro Koori

Assistant Manager, Manufacturing Division
DNP Fine Electronics

We acquired ISO 14001 certification in March

Trends in recycled water use (Unit: 1,000m3)
532,100

2005

559,700

2006

2004 at the Kamifukuoka Plant, where we

2007

517,000

manufacture photomasks and lead frames,

2008

527,500

2009

530,600

and achieved “zero emissions.” Nonetheless, ferric chloride effluent andsludge from our etching process make up about 90% of our waste emissions, and reducing this is a major issue confronting us. We placed a

Building a Recycling Society

Water
consumption
16,100,000m3

INPUT

76.7

OUTPUT

2005

74.4

coordinator responsible for reducing these emissions in the manufactur-in etching, copper and iron, but by thorough separation during emission
we are able to extract the copper for value. Since April 2009, we haveTransition of the amount of rainwater used (Unit: m3)

increased the number of buyers for this, and by extracting value from all

2006of the copper-base ferric chloride effluent we have greatly reduced our2007

waste emissions. As a result, we have achieved a 34% improvement in
per unit emissions volume in comparison to FY2008.
Henceforth, we will continue to try to extract value from the iron-based
ferric chloride effluent, and work to reduce sludge emissions, with the goalof achieving more efficient resource use together with cost reduction.

5,140

2005

5,200

蒸発量 2,800 千m 3

8,870

2008

2009

排水量
15,200 千m 3

8,970

循環システム利用工程流量

517,000 千m 3

OUTPUT

ferric chloride effluent there are two kinds of base materials processed

INPUT

ing unit three years ago, and strong efforts were pushed through. In the

10,200

非循環工程流量
水使用量* The
Gotanda Building also began using rainwater in FY2007.
15,400 千m318,200 千m 3

製品量
200 千m3
DNP Group CSR Report 201070

Environmental Conservation and the Realization of a
Sustainable Society

Building a Recycling Society

Development and Sales of Environmentally Conscious Products¥312.1 billion in FY2009 (¥308.1 billion in FY2008). Sales of opti-

The DNP Group created the Environmentally-Conscious products

cal film for displays and printed materials using non-petroleum-

Development Guidelines to direct from the design stage the cre-based inks increased.

ation of environmentally-conscious products, so as to reduce theLifecycle: This covers every aspect of the lifetime of a product or service, fromenvironmental impact of our products throughout the lifecycle.

the point where the material resources that go into its manufacture are ex-

Our sales of environmentally-conscious products reachedtracted from the Earth through production, distribution, use and finally to when
any waste is returned to the Earth.

Environmentally Conscious Product Development Guidelines
Reduction of environmental
pollutants

Resource and energy
conservation

Sustainable harvesting ofresources

Long-term usability

Elimination of ozone layer-damaging

Reduce the use of metals and fossil

Utilize natural resources in a sus-

Consider the ease of repair andsubstances, heavy metals, volatilefuels, Energy-conserving products

tainable way.

parts replacement, length of main-organic compounds, and prevention

and systems.

tenance and repair service, and the
expandability of functions.

of release into the environment of nitrous oxides and other substances.

ExampleBM Color Filters

Elbow Pouch

HI-CUP

Safmalle

These are color filters using a black

Our Elbow Pouch is a refill-use

This is an insulated two-layer cup

Safmalle is our line of olefin-based

matrix(BM) made of resin instead ofpouch with improved opening andmade up of the cup itself and adecorative sheets for construction

metal. Development of this productpouring features. It is useful insleeve. Post-use volume is re-or decorative use, which meet thehas resulted in reduced environ-saving bottle resources, and post-

duced, and it can employ recycled

need for “healthy,” “hygienic,” andmental impact and cost.

refilling volume is reduced.

paper.

“safe” living space creation.

BM

Sectionalview

71Total sales

2005

256.6

2006

265.8

2007

315.4

2008

308.1

From left
16.1

Information Communication
89.0

25.1

113.1

86.2

28.1

93.1

30.5

Electronics

Other segments

38.4

110.3

44.2
144.9

108.0

35.0

2009

Lifestyle and Industrial Supplies

49.2

115.9

112.9

Environmental Conservation and the Realization of a Sustainable Society

Sales of environmentally conscious products (Unit: 1 billion yen)

53.7

118.5

45.7

312.1

Reusability

Recyclability

Use of recycled materials,
etc.

Ease of treatment anddisposalIn the case of sites and parts, con-

Are the materials used in the

Use as many collected and recycled

Attempt to place as little burden as

siderations regarding disassembly,

product easy to recycle? Does thematerials and parts as possible.

possible on incinerator facilities andcleaning, and refilling; establishment

design allow for easy breakdown,of a collection and reuse system thatdisassembly, and separation ofis easy for the purchaser to use.

materials? Is there a collection andlandfill sites.

purchaser to use?

Peel-off Shipping Labels

Environmentally Conscious
Calendars

Magazines and Pamphlets
Using Recycled Paper

IB (Innovative Barrier) Film

These are shipping labels that are

These calendars are made with

These are printed materials that use

This packaging-use clear cling fi

easily peeled off of packing paper

recycled paper and low environ-composites of used paper, such aslm which cuts dioxin use because

or cardboard. The labels are one-mental impact ink. No metal orused magazines and newspapers.

it is non-PVC. It is widely used inply, saving paper, and they makeplastic need be removed post-use,

Not only do they require fewer paper

the packaging of food, toiletries, or

the recycling of cardboard andbecause neither is used in theirresources, but the use of low envi-

daily items requiring a barrier.

other packaging easy because they

production.

ronmental impact soy ink and non-peel off cleanly.

Building a Recycling Society

recycling system that is easy for the

VOC ink is increasing.

ExampleDNP Group CSR Report 201072

Environmental Conservation and the Realization of a
Sustainable Society

Building a Recycling Society

Development of Products Using Life Cycle Assessment

tors in-house, andSociety has in recent years come to demand that companies

establishing a sys-

clearly show how they are reducing environmental impact.

tem for calculation

DNP has introduced LCA (Life Cycle Assessment), whichthat matches METI’s

evaluates the kinds and degree of environmental impact of ademands.

single product over its entire lifecycle, and seeks ways to make
LCA/CFP Research Seminar

improvements. The LCA system has been incorporated into
product development.

Life-Cycle Assessment (LCA): This is a method for quantitatively ascertaining
and evaluating the environmental impact of a product over its entire lifetime,from resource extraction through distribution, consumption, and disposal

Carbon Footprint

Related information
DNP participated in the establishment of PCRs (Productthrough recycling.
Carbon Footprint (CFP): The CFP expresses as CO2 volume the total emissions of greenhouse gases of a product or service over its entire lifecycle. By

Category Rules) for publishing/commercial printing, packaging,labeling the product (visualization), a business can demonstrate its anti-global

etc., and in looking into verification schemes within METI’s

warming measures to consumers, who can then make product or service
choices which take CO2 emissions volume into consideration. Calculation of

Carbon Footprint System. We have also been preparing andthe CFP employs the LCA methodology.

gathering production data and conducting training of coordina-

Example: Lifecycle of printed materials calculation of carbon footprint
Subject range

Outside the range

Materials procurement stage

Shipping covered

Production stage
Plate making

Paper

Plate processing

Ink

Printing

Adhesive

Bookbinding/completion

Packing material

Packing

Distribution andsales stage

Use, support, andmanagement stage

Disposal andrecycling stage

DNP
Headquarters

Reader

Disposal andrecycling

Waste from each process

CTP plate

Shipping not covered

Waste
disposal• CO2 emissions volume at the printing and bookbinding stages iscalculated according to the electricity consumption of the equipmentused. With regard to materials such as paper, ink, CTP plate, etc., themanufacturer’s label value, verified CFP value, or published specific unit.
• For shipping, ton-kilos are calculated based on distance and volumetransported.
• CO2 emissions volume during use and waste recycling are not covered
within the calculation range.

Example of carbon footprint calculation
Paper
Ink
CTP plateEtc.

7,176 kg
363 kg60 copies

Materials
procurement

7,815
kg-CO2(When 20,000 copies have been produced)
Printing

2,660 kWh

Bookbinding 156 kWh(Including air conditioning
and lighting)(Including air conditioning
and lighting)Plate processing/
printing

Bookbinding/completion

1,287
kg-CO275

kg-CO2

Materials 272 ton-kilos
65 ton-kilos
Delivery

Click here for related information

1%

1%

Shipping

14%

Printing

Shipping

62kg-CO2*Green electricity used in printing and bookbinding (2,816 kWh)73

Bookbinding/completion

http://www.dnp.co.jp/csr/2010/73e.pdf

9,240 kg-CO

2(4 per copy 462g)

Materials
procurement84%

Related information

Environmentally Conscious Materials Procurement
Promoting Green Purchasing

Environmental Label Certification

We engage in Green Purchasing in selecting and buying

We have acquired Environmental Labeling Certification, such asparts, materials, provisions and equipment, and office supplies

Eco-Mark, CoC certification, EPD, etc., and are working to ex-that cause the least possible environmental impact from thepand the sale of products with this labeling. This is one method

upstream production processes on, so as to reduce the envi-of providing accurate information about our products (goods

ronmental impact of DNP’s products. We also give priority inand services) to consumers through the items we sell, packag-

materials and equipment purchasing to suppliers that take aning, advertising, etc.

aggressive approach to environmental conservation.

Environmental Conservation and the Realization of a Sustainable Society

Providing Environmental Information

Environmental Labeling: This is broadly divided into three types: Type 1, such
Eco-Mark (third party certification); Type 2, in which a company itself makes
the declaration (self-declaration); and Type 3, in which environmental information is provided on the label, such as the Eco-Leaf (environmental information
labeling), with each having specifications under ISO or JIS.

Purchasing rate for environmentally conscious products (Unit: %)Reference information: “Environmental Database” of the Central Environment

General supplies

Council of the Ministry of the Environment

2005

41.6

27.5

2006

Main certification acquisition results

Acquired for mugs made ofrecycled plastic

43.3

37.4

2007

Eco-Mark (Type 1 environmental label)This environmental label is attached to products
recognized as having low environmental impact
throughout their lifecycle, from “production” through“disposal,” and as being useful to environmental
conservation.

Raw materials

39.3

2008

42.5

2009

41.5

47.0
48.2

51.2

* Data for 37 sites under the direction of the DNP Purchasing Division are included in theaggregate calculation.

CoC Certification

As part of DNP’s efforts to improve product safety, in response tolaws and regulations such the RoHS Directive and REACH RegAcquired by a total of 19
units

ulations adopted by the EU, as well as client demand, we monitor
and manages chemicals contained in the materials we purchase.
In 2004, we conducted a study of the amounts of chemicals
contained in materials we purchase from suppliers and used

EPD (Type 3 label)the results in creating a chemical content database. This has al-

EPD is an environmental declaration program
developed by Sweden’s Environmental Management
Committee for the disclosure of life cycle assessment
data (environmental impact across a product’s lifetime)reviewed by a third party.

Building a Recycling SocietyManagement of Chemical Substances in Product Materials

CoC (chain of custody)
This is a certificate of control throughout each stage ofprocessing and distribution, by which wood products
and materials (including paper products) taken from
FSC-certified forests contain a fixed percentage
or greater of certified material, and have no wood
products or materials derived from illegally harvested
sources mixed in.

lowed us to monitor the chemicals used in each product, thereby
DNP has acquired thisfor fused thermal transfer
materials and dye-sublimationtransfer materials.

strengthening our controls. In addition, it has created a mechanism for the manufacture of products according to establishedstandards.
We require a report from the supplier in the form of an examination slip with every new purchase; in addition, when we start
trading with a new supplier we explain the use of the chemical
content examination slip when the trading account is opened,
and request that one be submitted with each delivery.
RoHS Directive: Directive on the restriction of the use of certain hazardous
substances in computers, communications equipment, home electronics, andother electrical and electronic equipment.
REACH Regulations: Regulations requiring the registration of chemical substances made and used in the EU.

Click here for related information

http://www.dnp.co.jp/csr/2010/74e.pdf

DNP Group CSR Report 201074

Environmental Conservation and the Realization of a
Sustainable Society

Activities at Overseas Bases
We operate our Management System and Overseas Surveillance at our overseas bases as well, engaging in activities for achieving
targets and enhancing environmental management.

Efforts at Overseas Sites
We implemented the Eco-Report System (P59) at our overseas

We promote compliance with all local laws and regulations

sites as well beginning in 2005. We will continue to work to

at our overseas manufacturing sites, as well as environmental

enhance our environmental management. Our Headquarters

conservation measures such as setting targets for energy con-

Promotion Office also visits all overseas manufacturing sites

servation, waste reduction, and recycling. We also promote theand offices, checking on the environmental management situ-

setting and achievement of targets for items such as energy

ation and giving guidance through our Overseas Surveillance

conservation, reduced use of copier paper, and recycling at ourprogram.

overseas offices.
Overseas Manufacturing Sites

Environmental impact status at overseas
production sites

1

6 tabulated between April 2009 and March 20107

8 tabulated between January 2009 and December 2009DNP Photomask Europe S.p.A. (Agrate)

Manufacturing photomasks

DNP Denmark A/S (Carlslund)CO2 emissions(Unit: CO2 tons)

Final amount ofwaste disposals(Unit: tons)

VOC emissions(Unit: tons)

5,860

36

less than 1 ton

Manufacturing projection television screens

710

0less than 1 ton

DNP IMS America Corporation (Concorde)

Manufacturing information media supplies

2,170

313

less than 1 ton

DNP Electronics America, LLC (Chula Vista)

Manufacturing projection television screens

690

2less than 1 ton

Tien Wah Press (Pte.) Ltd. (Singapore)

Offset printing and binding

9,850

288

98

Tien Wah Press (Pte.) Ltd. (Johor Bahru)

Offset printing and binding

5,130

0

95

DNP Indonesia (Progadon)

Gravure printing and offset printing

17,820

1,528

2,520

DNP Indonesia (Karawang)

Gravure printing and offset printing

20,770479

4,149*CO2 emissions volume is calculated using coefficients from the GHG Protocol and the US

Department of Energy.
Data for 9 DNP IMS America Corporation (Pittsburgh), 10 DNP IMS Netherlands B.V. (Amsterdam), 11 DNP Photomask Technology Taiwan Co., Ltd. (Hsinchu), and
12 DNP Plastic Molding (Shanghai) Co., Ltd. (Shanghai) are not included because they are new sites.

75

Environmental Conservation and the Realization of a Sustainable Society

Independent Review Report Comments by an Independent Institution(Third-party review: Ernst & Young ShinNihon Sustainability Institute Co., Ltd.)

Activities at Overseas Bases

On site audit
Mihara Plant, DNP Opto-Materials

On site audit
Izumizaki Plant, DNP Technopack

On site audit
DNP Hokkaido

On site audit
Mihara Plant, DNP Precision Devices

DNP Group CSR Report 201076

Third Party Opinion

To me, just how to go about getting a handle on and describing
the DNP Group’s CSR is a fascinating subject. After all, DNP is avenerable company about to greet its 135th year, which is trusted
by society and holds contribution to society as its core businessconcept. As I read this ambitious report and again attempt todescribe my take on it, it occurs to me that CSR is about building
thorough systems that provide for each employee to have a clear
understanding of their responsibilities to society, so that they will
make unceasing efforts to maintain society’s trust.
As President Yoshitoshi Kitajima describes it in this year’s
report, the three responsibilities are “value creation,” “Integrityin Conduct,” and “Transparency (accountability),” while theCode of Conduct for fulfilling these responsibilities consists of
10 items, including “contributing to the development of society,”“social contribution as a good corporate citizen,” and “compliance with the law and social ethics.” The company then follows
up on these objectives by setting clear annual targets for them,

Saburo Kato
Chairman, Japan Association of Environment andSociety for the 21st Century
President, Research Institute for Environment
and Society

and assigning itself a “pass or fail” grade depending on the degree of achievement. A look at this “report card” shows what the
DNP Group considers important and where it is making efforts.
The five principles representing the guidelines for the conduct ofeach employee in executing these responsibilities are “TAIWA,”“independent and collaborative mind-set,” “challenge,” “integrity,”and “responsibility.”This report not only describes the concepts or approaches

Upon graduating from the Faculty of Engineering of

behind the company’s actions, but also describes the systems

the University of Tokyo in 1966, joins the Ministry ofand technical aspects. One such fascinating example from thisHealth and Welfare. Takes charge of Pollution andEnvironmental Administration at the Environmental

year’s report is the adoption of the SSFC card system. By using

Agency after its establishment. Appointed as the first

the SSFC system, a single IC-format employee ID can manage

Head of the Global Environmental Department in

employee room entry/exit control, document control, PC logins,1990. After participating in the Global Summit and thecreation of the Basic Environment Act, leaves office inand dining hall or vending machine payment. This provides for a1993. Establishes the Research Institute for the Envi-

breakthrough security system that does away with the old sys-ronment and Society in the same year, of which he iscurrently President. Serves concurrently as Chairman

tem that required the use of a number of cards by consolidatingof the Japan Association of the Environment andall the functions onto one. While DNP of course uses this sys-

Society for the 21st Century (formerly, Association fortem in-house, it is also gaining broad acceptance of this system

the Study of the Environment and Society in the 21stCentury). Major published works include Thoughts
About The Environment (2010, PRESIDENT Inc.);
The Power of the Environment to Create Wealth (2005,
Goma Shobo); The Power of the Environment (2003,
Goma Shobo); The Environmental Century (2001,
The Mainichi Newspapers); Conditions for Creating
the Recycling Society (1998, Nikkan Kogyo Shimbun),outside the company.
While I have always had the sense that the DNP Group takes
good care of its employees, reading this report has left me withan even deeper impression of their caring attitude. One especially notable example is the mentoring program experienced

The Environment and the Future of Culture (1996,

senior staff they have started to ease the concerns and worries

PRESIDENT Inc.).

of employees, especially women, about the burdens of childbirth,childrearing, nursing care, etc. I am looking forward to finding out
the results of this program. The DNP Group has shown warm
consideration for its employees in the past through its “Kangaroo
Club” and programs for the physically-challenged, and along withthose efforts this new one will get a lot of attention.

77Third Party Opinion

The DNP Group makes efforts not only for its own people,
but for people outside the company as well. For example, while
the status of a variety of social contribution and cultural efforts
are described in this report, the DNP Group has also initiated a• This report has been designed in consideration of theenvironment and Color Universal Design.

new effort to build a relationship of trust with its large, medium,and small suppliers through the “Supplier Hotline.” The Hotline
is aimed at helping resolve any issues that might occur between
DNP employees and the company’s outside suppliers, and serves
as a means to improve trust in business relationships. Other efforts during the past year that demonstrate DNP’s kind attitude tothose outside the company include the donations made throughthe efforts of the company, the labor union, and the employees to
the Red Cross for victims of the Haiti earthquake.
The DNP Group’s CSR Reports always include details about
the company’s environmental conservation efforts, but this timesuch efforts take a particularly noteworthy form in describing the
DNP Group’s “Biodiversity Declaration,” made in anticipation of
the International Convention on Biological Diversity (COP10) in
Nagoya in October 2010. The Declaration is a concrete expression of DNP’s fundamental philosophy of realizing a society insymbiosis with nature. Japanese companies, especially manufacturers, have not so far engaged in the kind of conscious
efforts about biodiversity as they have in their global warming
measures, but DNP is taking some important first steps throughsolid efforts such as promoting the use of Forest-Certified and“Yoshi” paper. In terms of its medium- to long-term efforts, DNP
is redeveloping its birthplace, the Ichigaya area, which of course

Green Power: We have started using
Green Power (1 million kWh annually).
The printing of this report was poweredby “natural” energy (2,816kWh).

means the construction of its Headquarters skyscraper andconcentration of its company buildings there, but the company isalso giving consideration to the general public in the spaces thatthose efforts will free up. This includes the construction of sports
and cultural facilities for community use, as well as the planned
creation of the “Ichigaya Forest” green zone. Establishing the
Ichigaya Forest represents a desire to contribute to preserving
biodiversity in midst of a great city.

CUD: Approach to Color Universal
Design: This report was designed using acolor scheme that the majority of readers
will find easy to understand. It has beencertified by the Color Universal Design
Organization, a non-profit organization.

The DNP Group is also continuing to take active environmental conservation measures of the traditional kind, and theirachievements in this area are noted in the list of results for past
year. Nonetheless, as I pointed out in regard to the 2009 edition,
DNP must try to make more of an effort in regard to broadly cutting CO2 emissions. While I don’t understand why, although forthe past couple of years there have continued to be policy steps
taken both domestically and internationally for financial reasons
regarding global warming, climate change itself is still occurring
at a rapid pace. A strong company such as DNP must engage
with this issue aggressively and with foresight, in anticipation ofa major strengthening of regulations in the not-too-distant future.
DNP Group CSR Report 201078

Dai Nippon Printing Co., Ltd.
Corporate Social Responsibility Office
1-1, Ichigaya Kagacho 1-chome, Shinjuku-ku, Tokyo 162-8001, Japan
Tel: +81-3-3266-2111
Fax: +81-3-5225-8083
http://www.dnp.co.jp/
Next issue scheduled for release in June 2011.
Published: June 2010 © 2010 DNPPRINTED IN JAPAN