Dai Nippon Printing Co., Ltd.
Corporate Social Responsibility Office, Corporate Communication Division
1-1, Ichigaya Kagacho 1-chome, Shinjuku-ku, Tokyo 162-8001, Japan
Tel: +81-3-3266-2111
Fax: +81-3-5225-8083
URL: http://www.dnp.co.jp/eng/
Published: June 2014 © 2014 DNP
Next issue scheduled for release in June 2015

DNP GroupCSR Report 2014
CONTENTS
01

Corporate Profile, Business
Segments, Editorial Policy

03

Top Message

05

CSR at DNPSpecial Feature

09“Today’s Innovation isTomorrow’s Basic”

15

FY2013/14 CSR Management
ReportAnnual CSR Topics

21
25
29

Environmental Activities

Corporate Profile

Head Office

1-1, Ichigaya Kagacho 1-chome,

Information Communication

Shinjuku-ku, Tokyo 162-8001, Japan
Tel: +81-3-3266-2111

Books and magazines, commercial
printing, smart cards, network
businesses, etc.

Established

October 1876

Percentage of total sales:

Incorporated

January 1894

Paid-in Capital¥114.464 billion

Number of
Employees

39,524 (Consolidated)Group
Companies

Consolidated subsidiaries: 119

Financial Data

Net Sales(FY ending March 2014)¥1,448.5 billion (up 0.1% year-on-year)

10,827 (Non-consolidated)

Equity-method affiliates: 12

Operating Income¥50.0 billion (up 40.0% year-on-year)

Social Contribution
Activities

Net Income

34

A Message from the
CSR Committee Chairman

About the cover design¥53.2 billion (up 32.2% year-on-year)“honto”
hybrid bookstore network

SIM cards“Receipi!”
household budget application

Packaging

Residential interior materials

Optical film used for displays

LCD color filters

Semiconductor photomasks

Reader/writer modules

Lifestyle and Industrial
Supplies
Packaging, lifestyle materials,
industrial supplies, etc.
Percentage of total sales:

36.5%

Electronics
Display components,
electronic devices, etc.
Percentage of total sales:

11.7%

Beverages
In addition to bottling and selling beverages, Hokkaido Coca-Cola Bottling develops new and original products with its Coca-Colabrand advantages.

Beverages
Percentage of total sales:

3.8%

Editorial Policy

Closer communication
with consumers

Last year’s report adopted a seed motif as a symbol of asustainable society based on responsible resource use.
Now, the seeds planted by DNP’s CSR activities have grown
and flowered for the future. DNP’s “flowers” are its diverse
human resources, its technology and accumulated expertise, and more. Combined into beautiful bouquets, the synergistic combination of these strengths will, we hope, further
contribute to a sustainable society for the benefit of all.
Norito Shinmura, graphic designer

01

48.0%

¥25.6 billion (up ¥33.4% year-on-year)

DNPenguin* is a friendly character whose goalis closer communication with consumers. His
job is to make it easier for consumers to understand DNP products, services, and corporate
activities.

Born in Yamaguchi in 1960, Shinmura graduated from Osaka Designers’
College. After working at the design firm of renowned designer Shin
Matsunaga, Shinmura established the Shinmura Design Office, where hehas worked on projects for Shiseido, the Muji Campground, McDonald’s
Japan, SSP, Shinmura Suisan, and the successful Tokyo bid for the 2020
Olympic games. Shinmura has won a number of awards, including theJapan Graphic Designers’ Association New Designer Award, top honors
in the Mainichi Design Award, the Environmental Advertisement Contest
Grand Prize, the New York Art Directors’ Club ADC Awards Silver Prize,
the International Biennial of Graphic Design Brno Gold Prize, and theTokyo Art Directors’ Club Prize.

Printing
Our printing operations comprise an extensive range of businesses aimed at offering solutions to consumers and corporate clientsin a variety of sectors through application and advancement of printing and information technologies.

Dai Nippon Printing Co., Ltd.

Ordinary Income

Third Party Opinion

Business Segments

CompanyNameOverseas CSR Initiatives

33(as of March 31, 2014)

To provide stakeholders with a clear picture of DNP, it is vitalthat we provide appropriate information relating to the company’s finances and other business matters.
The DNP website is a vast database of all such information.
Our goal is a high degree of transparency, and we will disseminate information that especially requires disclosure through avariety of channels.
Non-financial information, including information concerning
activities to support society and the environment, is disseminated each year in this report and on an ongoing basis on our
website.

Details on P8
This DNP CSR Report 2014 includes a Special Feature profiling our activities under the banner of “Today’s Innovation isTomorrow’s Basic” from a CSR standpoint; a FY2013/14 CSR
Management Report that profiles the current progress of our
CSR activities; and Annual CSR Topics, which offers an indepth look at some of the key elements of our CSR practices.
It is our aim to present DNP’s activities in reader-friendly terms
in each section of this report, and to deliver information of immediate interest to a broad readership.
Detailed information on our environmental performance isavailable in the Environmental Report, which is available as a
PDF file on the company website.

Period covered by this report
This report focuses on activities carried out in the period ofApril 1, 2013 to March 31, 2014 (FY2013/14). However, reporting is not confined to this period regarding some importantmatters.
Scope of report
This report applies to all companies and divisions of the DNPGroup. In this report, “DNP” indicates the DNP Group, as distinct from Dai Nippon Printing Co., Ltd. The designation “DNP
Group” shall be used in contexts where we emphasize theGroup as a whole.
Stakeholders’ views
Comments from DNP stakeholders are provided to add context to the report’s content and to bring objectivity to the assessment of our activities. One Akiyama, president of Integrex
Inc., adds her opinion to bring further third-party perspective
to DNP’s overall CSR activity reports.
Reference guidelines• GRI (Global Reporting Initiative)“Sustainability Reporting Guidelines”• Ministry of the Environment“Environmental Reporting Guidelines (2012 edition)”• ISO 26000, JIS Z 2600

Going forward, we will continue to enhance and upgrade thecontent of this report so that it may serve as a tool for building
effective communication between DNP and its stakeholders.
*“DNPenguin” is an original character formed from the letters “D”, “N”, and “P.”02

Top Message“Today’s Innovation isTomorrow’s Basic”
Shueisha, DNP’s predecessor, was established in 1876. The
company utilized movable type printing—a most advanced
technology for the time—and was founded with acommitment to facilitating Japan’s rapid modernization.
Shueisha strove tirelessly to disseminate information
concerning advanced Western technology and concepts tothe widest possible Japanese readership. Subsequently, thecompany expanded its business activities by leveraging its
printing technology, and has come to offer a diverse range of
products and services for the improvement of society.
Through generations of turbulent change, this resolution
to contribute to the betterment of society through the development and further refinement of beneficial technologies
has never wavered.

Today’s Innovation is Tomorrow’s Basic
Diversifying values, globalization, ICT, and many otherfactors have combined to drive increasing social change. In
this dynamic environment, DNP is accurately assessing thechallenges facing society and working to provide new
products, services, approaches, and platforms that begin as
innovation and evolve to become integral aspects of daily
life. DNP is convinced that today’s innovation truly istomorrow’s basic, and we believe that corporations have a
responsibility to contribute to social development throughvalue creation. Consequently, innovating today to create thebasis for society’s tomorrow is the essence of DNP’scorporate social responsibility credo.
To put this credo into action, it is of the utmost importance that we remain keenly aware of consumer preferencesand values. We therefore actively promote contact with consumers. In January 2013, we opened Communication Plaza“dot DNP,” a touch-and-try product showroom, in Tokyo.
In April, we also opened “CAFE Lab.” in Osaka. DNP will
stay close to consumers to better position us for the creationof new value.

Moreover, we believe that an environment that promotes
employee satisfaction is important for creating new value.
Today, when change is more rapid than ever, it is difficult toachieve the required results by adhering to existing approaches, and difficult to identify where innovation isneeded. To further accelerate its response to the changing
social environment, DNP has been engaged since 2009 in aworkstyle innovation program to maximize the creativity ofeach employee.
As part of these efforts, DNP has introduced a Mentorship
Program to support female employees in upgrading theirskills and advancing their careers. We have also worked toencourage male employees to deepen their understanding
and support of the program.
DNP emphasizes flexible, synergistic interaction between
its various departments and divisions. This enhances ourcapacity to respond to emerging challenges.

Globalization Strategy
The accelerating pace of globalization in the economy
and society demands increasingly diversified, meticulous
responses. In July 2006, DNP endorsed the United Nation’s
Global Compact and committed itself to upholding theCompact’s 10 principles, which cover human rights, theenvironment, and other important issues. DNP has actively
engaged in international operations for more than half acentury, and has always been mindful of the importance ofissues relating to human rights and the environment such as
those addressed by the Global Compact. We steadfastly
respect the Compact’s principles, and this respect is reflected
in all of our domestic and international business activities.
DNP also strives to promote sustainable businesspractices with a goal of living in harmony with theenvironment. In FY2013/14, we strengthened our efforts to
reduce our environmental impact through the applicationof the Corporate Value Chain (Scope 3) Standard aimed atassessing the greenhouse gas emissions of our overall supply
chain, and other measures with the goal of supporting theenvironment on a global basis.
In addition, the supply chain for our domestic businessactivities has also taken on a global character, and theimpact of this globalization is tremendous. DNP is collaborating actively with its suppliers to fully implement procurement that fulfills its corporate responsibilities.

A Wide Range of Social Contribution
DNP has always been committed to staking out a longterm commercial presence in areas close to its core printing
business. In particular, we have long been active inpromoting graphic design, which has a deep connection
with printing. In 1986, we launched ggg, Japan’s first
specialized graphic arts gallery, in our corporate birth areaof Ginza, Tokyo, and are engaged in similar efforts in Osakaand Fukushima.
DNP is also active in educating the children who will go on
to become the next generation. We dispatch employee tutors
to elementary schools near our facilities or to public meeting
facilities around Japan. We also held a workshop regarding
biomass materials for Japanese and international junior andsenior high school students as part of a science event.
Providing ongoing support for the people still suffering
after the Great East Japan Earthquake is another DNP
priority. Our Group employees are engaged in such activities
as volunteer work in the disaster recovery areas, and we plan
to continue providing support in various ways.
As the challenges facing society have become increasingly
complex in recent years, enterprises have been called upon
to play a key role in responding to these challenges. To meetthese expectations, DNP will continue to promote newvalue creation and, as a corporate citizen, to engage inactivities that contribute to society.

President

Yoshitoshi Kitajima
03

04

CSR at DNP

CSR at DNP
DNP’s CSR activities are nothing less than the realization of its Management Concept.
With the establishment of the DNP Group Vision for the 21st Century and a global scope and perspective as afoundation, the DNP Group operates under a unified structure. Through this unified structure, we practice ourprinciples based on dialog with our stakeholders to promote CSR management, aiming for corporate growth
and the realization of a sustainable society.

In addition, the DNP Group’s Code of Conduct forms
the basis for everything we do toward realizing ourManagement Concept. In accordance with the Codeof Conduct, our employees strive to act with integrity
based on a high level of ethics.
Our Management Concept, Business Vision, andGuiding Principles symbolize our commitment tosociety: to drive the creation of significant value that
contributes to solving the challenges faced by society.

The DNP Group will contribute to the emergently evolving society of the 21st century.

Business Vision: P&I Solutions

Guiding Principles: Five Principles

We will identify and solve the problems
and issues that consumers and corporateclients face within the emergently evolving
society by fusing our Printing Technologies(PT) and Information Technologies (IT).

TAIWA,
independence/collaboration,
challenge, integrity, andresponsibility

DNP Group Code of Conduct
1. Contributing to the development of society 6. Realization of a ‘universal society’
2. Social contribution as a good corporate citizen 7. Ensuring the safety and quality of our
products and services
3. Compliance with the law and social ethics
8. Ensuring information security
4. Respect for human dignity and diversity
9. Proper disclosure of information
5. Environmental conservation and therealization of a sustainable society
10. Realization of a safe and vibrant workplace

International Standards

Corporate Governance

CSR Promotion System

We at DNP regard strengthening corporate governanceas an important management issue for fulfilling our social responsibilities as an emergent corporation within
21st century society.

At DNP, we have a CSR Committee comprised of directors and corporate officers in charge at head office. The
committee deliberates and decides on the company’s
CSR policies and targets.

TAIWA

Consumers
TAIWA

Shareholders

DNP’s CSR Aim

TAIWA

To maintain the trust of
all of our stakeholders
Three Corporate Responsibilities
1. Value Creation

Suppliers

TAIWA

2. Integrity in Conduct
3. Transparency (Accountability)

Local
communities

TAIWA

Employees■DNP’s Corporate Governance Structure
General Meeting of Shareholders

Board of Directors

Audit

Audit

Management Committee
Representative Directors

Open Door RoomCorporate Officers(Autonomous implementation,
inspection, review, improvement)

Information Security Committee
Product Safety Committee

Audit
Audit

Environmental Committee
Complaint Handling Committee

Guidance

Central Disaster Prevention Council
Legal and other main divisions(Environmental Safety Division, Labor Division,
Technology Division, Accounting Division, Management
Division, IP Division, Legal Affairs Division, etc.)

Audit
Guidance &Training

Insider Trading Prevention Committee

Corporate Social Responsibility Committee
Audit & Guidance

ReportingAssistance

Audit Unit

Group Companies

Information Disclosure Committee

Auditors OfficeBusiness Divisions

Oversight of internal controls

Audit

ReportingBoard of Statutory Auditors

Director in Charge

Corporate Ethics Committee

Reporting

Head Office

Participation of our directors and corporate officers
in discussion enables the integration of management
opinion into our CSR activities. It also enables the sharing of information, including that concerning social
trends and the public’s expectations.
Based on CSR objectives discussed by the committee,
the dedicated CSR office coordinates with each main
division to devise specific action plans for achieving
those objectives.
Principal CSR themes, including corporate ethics andthe environment, are overseen by dedicated committees in coordination with the CSR Committee.

Clients

Operating Units

In addition to building and operating a system to enableaccurate decision-making, proper and prompt execution of business operations based on those decisions,as well as oversight and auditing of such operations,
we are also working to raise awareness among our
employees of the importance of compliance throughthorough training and education, and by working to
improve internal controls and other areas of corporate
governance.

DNP aims to maintain the trust of its stakeholders and society through the firm fulfillment of its Three
Corporate Responsibilities: Value Creation, Integrity in Conduct, and Transparency (Accountability).
In addition, TAIWA with the full spectrum of our stakeholders is essential to the practice of our CSR
activities. DNP does not simply attempt to engage in communication. Through the interactive TAIWA
process, we share concerns and problems, discuss how such issues may be addressed and resolved,
and how to move forward together to effect solutions. TAIWA enables DNP to disseminate information
appropriately and receive opinions and suggestions from its stakeholders. This in turn enhances thequality of our corporate activities.

TAIWA

Accounting Auditors

Framework

Our modern business is carried out through markets and supply chains that straddle the globe.
We believe it therefore naturally behooves us to carry out our business activities in conformancewith international standards.
In July 2006, DNP announced its endorsement of the United Nation’s Global Compact. We willcontinue to uphold the Compact’s 10 principles regarding human rights, labor, the environment,
and anti-corruption, and seek to reflect the spirit of the Compact in all areas of Group management. We are also a member of the Global Compact Japan Network, a local network of enterprisesthat support the Global Compact, and are undertaking to coordinate with other members.
Furthermore, we review our activities in light of the ISO 26000 guidelines on social responsibility,
and respect the ideals represented by pertinent international treaties and conventions.

CSR in PracticeFoundation

The DNP Group Vision for the 21st Century is composed of its Management Concept, Business Vision,and Guiding Principles, and outlines the intention anddirection of DNP’s contributions to society.

Management Concept

To realize enterprise growth and asustainable society

DNP Group Vision for the 21st Century /Code of Conduct

Reporting
Coordination

05

06

CSR at DNP

CSR at DNP
Establishing Principal Themes and Promoting
Continuous Improvement Activities
Activities on the part of our employees to realize DNP’sinternational treaties and agreements; issues regarded as

Management Concept are predicated on respect for laws

important by socially responsible investors; and stake-and regulations, and on the highest standard of businessholder opinions as conveyed through such channels as

ethics as set forth in the DNP Group Code of Conduct.

report questionnaires.

Based on our analysis of the priorities embodied in thisTo ensure the ongoing enhancement of our CSR activi-

ethical reference point, as well as those of social refer-ties, we establish fiscal year targets for each principalence points, such as international standards, we establish

CSR theme. At the end of each fiscal year, the CSR Com-

specific CSR activities for promotion.

mittee applies the PDCA cycle to compare performance

As its social reference points, DNP acts in accordance

against targets and establish targets for the following year.

with the 10 principles of the UN Global Compact, which it

These efforts help ensure continuous activities that en-endorsed in July 2006; the core themes of the ISO 26000

hance value added.

international guidelines for social responsibility; relevant

DNP’s Three Corporate
Responsibilities

Foundations of the Three Corporate
Responsibilities

Responsibility #1
Value Creation

DNP’s Principal CSR Themes

Corresponding Core Subjectsof ISO 26000

Compliance with the Law and Social
EthicsFair Operating Practices, Human
RightsDevelopment of a System for
Business Continuity

Consumer Issues

Contributing to the Development ofSocietyConsumer Issues, Community
Involvement and Development

Respect for Human Dignity andDiversity

Human Rights, Labor Practices

Realization of a Safe and Vibrant
Workplace

Human Rights, Labor Practices

CSR Disclosure and Communication Tools
In 2013 we significantly revised our editorial approach for
the DNP CSR Report printed booklet.

Responsibility #2
Integrity in Conduct

Responsibility #3
Transparency (Accountability)

07

Consumer Issues

Ensuring the Safety and Quality of
Our Products and Services

Consumer Issues

Ensuring Information Security

Consumer Issues

Promoting Social Responsibility
through the Supply Chain

Fair Operating Practices, Human
Rights, Labor Practices, The
Environment, Consumer Issues

Social Contribution as a Good
Corporate Citizen

Community Involvement andDevelopment

Environmental Conservation and theRealization of a Sustainable Society

The Environment, Consumer Issues

Proper Disclosure of Information

Fair Operating Practices, Labor
Practices

Furthermore, we continue to publish our Environmental

Previously, we disclosed our CSR management summaries (table of goals and achievements) and reports ofReport, which details our environmental activities for the
fiscal year, in PDF format on our website.

our activities for each principal theme. However, begin-

Integrated disclosure of financial and non-financial in-ning last year, we moved activity reports to our website.

formation has, in recent years, become important for cor-

The CSR Report booklet retains the table of targets andporations. DNP carries out disclosure in a wide variety of

results, with a Special Feature on key subjects for the year

media, centering on its website and including its annual

and three sections—Environmental Activities, Overseas

and CSR reports. We believe that our approach provides

CSR Initiatives, and Social Contribution Activities—that

the degree of disclosure that stakeholders and other in-

review developments over the past year.

terested parties demand.

As a result, the CSR booklet has fewer pages, but by

By using these tools to ensure that important informa-maximizing the respective advantages of the physicaltion is both accessible and timely, we are building positive

booklet format and our website, feedback reveals that thecommunication with stakeholders.

DNP Corporate Site

A vast database of financial and non-financial information
about DNP can be found at http://www.dnp.co.jp/eng/

Providing accessible CSR information and financial data most required by stakeholders via a range of media

On the website:“CSR”
http://www.dnp.co.jp/eng/csr

CSR Reports(this report)(Booklet/PDF)

Realization of a ‘Universal Society’

information is now more accessible to our stakeholders.

Environmental
Reports(PDF)

AnnualReports(Booklet /PDF)• Our Activities• Corporate Governance, CSR Management System• Code of Conduct (details on P7)• CSR Reports, Environmental Reports• External Ratings• Top Message• CSR at DNP• Special Feature “Today’s Innovation is Tomorrow’s Basic”• FY2013/14 CSR Management Report(Table of Targets and Results for Principal Themes)• Annual CSR Topics (Environmental Activities, Overseas CSR
Initiatives, Social Contribution Activities)• Third Party Opinion• A Message from the CSR Committee Chairman• The Foundation of Our Environmental Activities• Environmental Impact Big Picture• Environmental Achievement Report• Environmental Accounting• Synopsis of Performance• To Our Shareholders (Top Message)• Special Feature: DNP’s Growth Strategies“Today’s Innovation is Tomorrow’s Basic”• DNP’s Businesses• Corporate Governance• Financial Section• Appendix

08Special FeatureSpecialFeature“Today’s Innovation is Tomorrow’s Basic”

To Solve Challenges, Renew Your Perspective
Society today faces a wide range of challenges thatmust be solved. Through the provision of its products andservices, DNP is contributing to the solution of these problems and is aiming for the realization of an abundant, sustainable society in which people can live with peace ofmind. In line with this goal, it is important for DNP to become an enterprise capable of promoting new ideas andinnovation.
Furthermore, we must also build a strong foundation inorder to be able to act as an enterprise that is not only able
to conduct business activity, but is in a position to discharge its responsibilities to society. That foundation is thevitality of our employees, the ethical soundness of the organization, and positive relationships with our stakeholders.
This foundation must also be imaginative and capable ofinnovating to create new value.

“Today’s Innovation is Tomorrow’s Basic”
DNP believes that today’s innovation is tomorrow’s basic.
The basic things in life are with us all the time. At DNP, we aim to create
innovations that will become part of everyone’s daily life andmake it more convenient, safer, and happier.

Consumer
Perspective

Today, DNP management and employees are striving asa unified team to renew our perspective. To achieve this,
we are working to incorporate both the consumer perspective (what consumers truly desire) and the social perspective (what society requires as a shared humanenterprise). By expanding these perspectives to a global
framework, we are actively renewing our perspective; andby renewing perspectives on the level of the individual employee and incorporating this renewal in our activities as anorganization, we are expanding the scope and evolving thenature of the products and services we offer in both our
BtoB and BtoC businesses.
Delivering tomorrow’s basic requires independent creation of new value. DNP will leverage its 138 years of accumulated expertise and work tirelessly to respond
appropriately to society’s changing requirements in eachera. This is the new DNP.

RenewedPerspective

SocialPerspective

Globalized

Perspectives, Ideas,
Business Areas

Moreover, we are convinced there are many future innovations that, while they
are currently undiscovered or may be difficult to realize, will be a basic part ofeveryday life as the result of technological progress, changing values, anda more advanced society.

09

A Creative Organization Generating New ValueDNP is becoming a problem-solving enterpriseat which today’s innovation is tomorrow’s basic

10

Special
FeatureDirect, Active Communication
with Consumers Uncovers
Future Possibilities

Communication Plaza dot DNP
Digital Picture Book Museum—Communication Plaza dot DNP / The Lab. CAFE Lab.
Communication Plaza “dot DNP” opened in January 2013
in Ichigaya, Tokyo, and incorporates a showroom where
consumers can experience new ways to enjoy books andphotographs. In its first year of operation, the facility received approximately 50,000 visitors.
Visitors of all ages, from children to the elderly, can enjoy
e-books, digital picture books, a photo studio corner andprint system, and other objects of interest. Every day, awide range of communication takes place at “dot DNP,”
both across generations and between visitors and DNP.
In addition, in April 2014, we opened “CAFE Lab.” atKnowledge Capital, a multi-use facility in Osaka’s Grand
Front Osaka. “CAFE Lab.” is a cross-field collaboration be-

Tomorrow’s Basic

P

INT

11

tween corporations, universities, and research organizations. “CAFE Lab.” makes available tablet devices to allow
visitors to read sample pages of a carefully selected rangeof books that are alsoavailable in physicalformat. “CAFE Lab.”
also hosts a wide
range of workshop
events.

honto Cafe at Communication Plaza “dot DNP”

Creating new reading experiences with consumer input

At honto Cafe, visitors can experience e-books using tablet
devices. Many older visitors are encountering e-books forthe first time, and we have received many favorable
comments, such as “It’s different but easy to read,” and “I
was able to absorb a lot of new and interesting information.”
At the same time, we have received a number of highly
useful comments that reflect the value of customer input.
When people envision selecting, buying, and reading abook, most still think of books as something one purchases

Building New Structures to
Maximize Group Strengths
by Activating Human Ties
Society is changing rapidly. As a provider of products
and services that are integral to daily life, it is incumbent on DNP to respond urgently to these trends. As
such, we are building new organizational structuresthat will maximize the strengths of the DNP Group, so
as to be able to respond appropriately with our fulltechnological capabilities.
To respond to the rapidly growing markets of Asia,
DNP is seeking to reinforce its manufacturing
presence in Southeast Asia. We will deepen thecollaboration between these international production
bases and our businesses in Japan to generatesynergy on a global scale.

To create tomorrow’s basic, it is important to listen
closely to input from society. DNP believes such communication can provide the seeds of future possibilities. Consequently, we are actively creating opportunities for direct communication between consumers
and DNP.
There are many insights to be had when different
people gather to communicate. DNP strives to makethese venues enjoyable for visitors, and the direct,
active communication that arises as a consequence
affords many insights into future possibilities. DNP isusing these insights to nurture new products andservices that will deliver value into the future.

A wide range of venues for communicating with consumers

in a bookstore as a collection of bound pages. DNP
is listening carefully to consumers and creating
numerous ways to maximize the unique advantagesof both printed and e-books. In this way we are
creating new ways of experiencing books thatwill become tomorrow’s basic.

Takako Kisanuki
honto Business Operations“Today’s Innovation is Tomorrow’s Basic”

Building an organization that can maximize its performance while responding
to social change—Global expansion that delivers tomorrow’s basic to meet local needs
The approximately 40,000 employees of DNP are engaged
in a broad spectrum of businesses. To maximize the powerof DNP as a whole, we are working to build an optimal organizational structure.
Following on the integration of our packaging production divisions in October 2012, we decided in July 2014 torestructure our Information Communication segment sales
and production business, as well as our packaging sales
business, on a nationwide basis. This move will position us
for deeper communication, both between employees andbetween employees and customers, which will lead to a
maximized performance.
The high-growth Southeast Asian region is now a focus
of attention as an important base for global manufacturing

Tomorrow’s BasicP

INT

and distribution, and as a market for highly functional
products and services.
In May 2013, DNP commenced production of packaging at a new plant in
Vietnam. In December,
we also established aplant in Malaysia to
produce dye-sublimation thermal transfer
printing materials forphoto printing.
Packaging plant in Vietnam

Evolving toward an organization that
can independently create new value

Amid rapid social change, it has become increasingly important for enterprises to adopt a social and consumer perspective to rapidly identify, and offer solutions to, pressing challenges. To meet this requirement, DNP is deepening collaboration within the Group as well as with external entities, and continuously reinventing itself as an organization that can mobilize
its strengths to independently create new value.
Darwin once stated that: It is not the strongest of the species that survives, nor the most intelligent that survives. It is theone that is most adaptable to change.
DNP, too, is renewing its perspective in order to
evolve into an enterprise sensitive to signs of change in
its environment and create new value for society
by deploying its capacity to independently offer P&I solutions.

Hirofumi Hashimoto
General Manager, Strategic Business
Planning & Development Office12

“Today’s Innovation is Tomorrow’s Basic”

SpecialFeatureChanging Our Culture with

Workstyle Innovation for
Ongoing Personal andOrganizational Growth

Whether it be launching a new business or carryingout positive communication with society, the key toeverything is people. People are a priceless management asset.
A solid diversity perspective will be important forenterprises seeking sustained growth in the societyof the future. People from many different backgrounds interacting together enable the birth ofhighly imaginative businesses.
Workstyle innovation is DNP’s term for efforts toassist each employee in achieving ongoing personal
growth so the enterprise as a whole can also grow.

Tomorrow’s BasicP

INTManagement takes the lead to demonstrate
workstyle innovation

For enterprises to achieve sustained growth in a rapidlychanging social environment, their employees must be
strongly autonomous, and management must be capable of maximizing employee capabilities. This in turn requires innovative workstyles that enable individuals andthe organization to grow, with new workstyles evolving
and maturing through the process of achieving respective targets. Workstyles appropriate for the future will be
the key to creating tomorrow’s basic.
To achieve this objective, we are creating time resources and using them to develop judgment and acuity, thus converting time to value. We have established a
dedicated organization, the Office of the Workstyle In-

novation Committee. This body operates to support departments, the smallest organizational unit, in theirpractical activities toward effective use of time resources.
In furthering these efforts, it is essential that managers demonstrate leadership by autonomously making
their own efforts to achieve workstyle innovation. In addition, they need a detailed understanding of individual
employee capabilities and conditions they are facing,and must manage them to maximize theirstrengths within time constraints.
The goal of these efforts is to achieve growth through activities thatwill realize both individual and organizational ideals. This will enable us
to contribute to society by offeringsolutions it truly needs.

Toward Diversity Management—Activities of the Information Solutions Operations
Information Solutions Operations assists client businesses
with sales promotion tools and other solutions to motivate
consumers to purchase. For enterprises to achieve sustained growth, it is critically important that employees
incorporate their own attitudes and perspectives as con-sumers, as well as social attitudes and perspectives, into
their work. To further implement workstyle innovation as acompany-wide effort, each division is carrying out its own
unique efforts.

13

Workstyle innovation activities are practically carried out
by section units.

Corporate Officer;
General Manager ofInformation Solutions
Operations

VOICE

Work-Life Blend Project
DNP launched its Mentorship Program in June 2013. Under
this system, colleagues designated as mentors reach out
to provide female employees with support in improving
their workstyle and furthering their careers. Information
Solutions Operations has introduced the Work-Life Blend
Project as an extension of the Mentorship Program.
The project’s goal is to formulate a desired state for each
employee that integrates work, free time, and other life
aspects; characterize the challenges to be addressed toreach this end state; and formulate specific measures toaddress these challenges. Activity targets are tracked
numerically to make progress visible. Changing the corporate culture takes time; project members therefore serve fordefined periods and are then replaced on an ongoingbasis, enabling employees of all age ranges to participate,
and the organization maintains the project on a continuous
basis.
The ultimate goal is an organizational culture in which
employees of both genders can work with enthusiasm andgenerate active communication.

Nobuyuki Asaba

Project members include 15
female employees; four malesection chiefs; a division manager as project leader; and ageneral manager as assistantleader.

A panel discussion washeld to discuss the challenges facing male employees whose spouses
also work. Male middle
managers participated totalk about the challengesof sharing in child care. The
panel was successful ingenerating communication
between employees.

Individual response to social change means
growth for the individual and the organization
I believe it is important for employees to understand why innovation isnecessary, and to take autonomous
action. It is also important for managers to involve themselves actively
in the innovation process, and help
employees achieve their ideals. The
Office of the Workstyle Innovation
Committee will not only devise measures to achieve these objectives,
but will also meet with all departments on a monthly basis to trackprogress and help energize the process.

Work-life balance allows individuals
to shine
We are making efforts to create environments where people can workwith vitality so their ideals areachieved. Realizing an organizationin which a diversity of individuals canmake unique contributions does not
only benefit women. I hope these activities will be a step toward creating a more flexible division in which
diversity can be mutually recognized. Furthermore, I hope we cangrow along with the organization
while adding a feminine perspective.

Yoshinori Niitsu

Akiko Ototake

Office of the WorkstyleInnovation Committee,
Information Solutions Operations

Work-Life Blend Project
Member, Information
Solutions Operations

14

FY2013/14 CSR Management Report

FY2013/14 CSR Management Report
At DNP, we have established important CSR themes, which are based on a thorough analysis of the areas
most important to DNP and society.
These themes are subject to annual targets, which we strive to achieve through our day-to-day work. At theend of the business year, the CSR Committee applies the PDCA (Plan-Do-Check-Action) cycle to evaluate theyear’s outcomes and determine the next year’s targets.
Furthermore, starting in FY2013/14 (April 1, 2013 to March 31, 2014), we have established mid-to-long-range
targets, which provide goals for three to five years of ongoing CSR activities.

2013/14
CSR Theme

Contributing
to theDevelopmentof Society

Developmentof a System
for BusinessContinuity

Evaluation Targets

Mid-Range Target

Coordinated support activities

We learned numerous lessons from the Great East Japan Earthquake of March 2011.
One was the importance of rapid recovery support for the disaster area from areasthat remain undamaged. In the case of widespread damage to Tokyo due to, for example, an earthquake with its epicenter directly beneath the metropolis, DNP estimates that it will be unable to mount sufficient recovery activity from its head officealone.
We are therefore strengthening the disaster readiness of our installations in the
Ichigaya, Tokyo area to enable the Group to maintain its central functions and respondquickly to a disaster. In April 2013, we established a wide-area joint disaster support
framework based on five locations (Sendai, Ichigaya, Nagoya, Osaka, and Okayama)that are sufficiently distant from each other to be unlikely to all experience damage inthe event of a disaster. Each location is equipped to act as a disaster response headquarters, which we believe will contribute to rapid overall Group response andsmoother disaster recovery.

1. Information centralization and sharing
Centralization and dissemination of general
disaster information, employee safety status,
status of company facilities, etc.
2. Procurement and transport of recovery supplies
Procurement and transport of food, drinking
water, daily essentials, and equipment and materials for immediate recovery response, etc.
3. Dispatch of recovery support personnel
Securement and dispatch of personnel to facilitate recovery efforts
4. Requests for external cooperation
Requests for cooperation as appropriate
from cooperating enterprises

Target achieved or making steady progress toward target
Making active efforts but target not achieved

2014/15

Efforts insufficient

Major Results

Progress in relation to growth strategy
Accurate understanding of social problems, construction and implementationof strategy.

•Perform the PDCA cycle through action programs to ensure steady implementation of
growth strategy.
•Strive for accurate understanding of social problems through dialogue and collaboration
with clients. Provide employee training so that the DNP workforce is geared toward making
a real contribution to society.

•Selected themes from among a range of challenges facing society; defined priority growthareas within which we can apply our strengths to good advantage; identified themes at thebusiness segment level toward implementation; reviewed action programs including businessplanning measures; began practicing PDCA cycle.
•Externally-oriented events: Next Generation Communications Fair (yearly), P&I Seminars (sixtimes per year), Biz Support (internal exhibition and consultation event; twice yearly), andSolutions Business Seminars.

•To offer products and services centered on high-growth areas to solve society’s challenges
and realize tomorrow’s basic, practice the PDCA cycle through action programs and implement
follow-up.
•To accurately grasp social challenges and needs, enhance communication and collaboration
with customers and partner corporations.
•To develop personnel who can contribute to social development, implement training and otherprograms.

Progress in relation to growth strategy
Contribute to social development by creating products and services designed
to solve social problems with particular focus on the four main areas of DNP’s
growth strategy: Information Distribution, Health and Medicine, Environment andEnergy, and Lifestyle Comfort.

Develop products and businesses aimed at achieving DNP’s growth strategy.
1. Health and medical care
Work with medical institutions to develop medical products using image processing andmicrofabrication technology.
2. Health and medical care, information distribution (food and agriculture)
Develop products that contribute to improved food safety and agricultural production
efficiency using traceability and information processing technology.
3. Environment and energy
Develop products relating to energy creation, storage, and conservation, as well as
services that contribute to more effective use of energy.
4. Comfortable living, information distribution
Provide a range of solutions that contribute to urban design and smart living.

1. Development and sale of culture dishes for infertility treatment, produced with applied
microfabrication technology.
2. Provision of Global Good Agricultural Practice-compliant traceability and information
processing systems to private brand producers so as to contribute to food safety and more
efficient agricultural production.
3. In collaboration with an energy management systems provider, conducted field testing ofa system to provide discount coupons and shopping information to tablet devices, thereby
encouraging condominium residents to conserve energy by going out during periods of peakelectric power demand.
4. Began distribution of Receipi! family budget management app for smartphones, which allows
users to manage expenditures and obtain recipes that include foods they have purchased bytaking photos of receipts.
5. Applied information communications technology (ICT) to school education through the useof digital textbooks; field tested educational effectiveness in collaboration with elementary
schools.

Promote development of products and businesses to realize our growth strategy.
•Health and medical care
Develop new products and services with universities, medical institutions, and corporate
partners to contribute to progress in medical care and consumer health maintenance.
•Environment and energy
Disseminate information to consumers; conduct field testing of an energy conservation
service through which consumers are encouraged to leave their residences more often,
combined with an energy management system; development and field testing of energy
conservation-related new materials.
•Comfortable living, information distribution
To accelerate development of solutions that will further contribute to urban design and smart
living, strengthen marketing functions and promote feedback.

Progress in relation to growth strategy
Establish an organization conducive to overseas expansion.

•Create an integrated global business management system to gain a foothold in global
markets, administer production and sales efficiently, and control risk, all with a view to thegreater good of the whole DNP Group.

•Established a structure to contribute to economic growth while applying risk management inmarkets we entered last year (Thailand, Vietnam, and Malaysia) under the newly-established
Global Business Management System.

•Promotion of the building of an organizational structure based on DNP’s new international
strategy.

Strengthen the DNP Group’s ability to withstand natural disasters.
•Strengthen each workplace’s ability to withstand natural disasters based on the
Disaster Response Work Plans and Business Continuity Plan.
•Strengthen disaster defense measures in Ichigaya to protect DNP’s central
functions.
•Establish a wide-area joint support framework for disaster situations.
•Strengthen disaster damage reduction measures for information systems.

•Conduct preparedness self-assessments, review disaster response measures in light ofthe damage estimates and response measures that government agencies have prepared,
implement disaster damage prevention measures and conduct education/training inaccordance with the Disaster Response Work Plans and Business Continuity Plan.
•Adopt safety measures formulated for an earthquake directly under Tokyo and the latest
disaster response plans in line with the Ichigaya Redevelopment Plan.
•Establish a wide-area joint support framework through cooperation among sites in
Okayama, Osaka, Nagoya, Ichigaya, and Sendai.
•Make effective use of the new Data Center.

•For each organization, reviewed the Disaster Response Work Plans and Business Continuity
Plan to manage natural disaster risk; implemented disaster response and mitigation measures,
education and training; confirmed and enhanced preparedness self-assessments.
•To protect central functions from an earthquake with its epicenter beneath Tokyo andcontribute to local disaster preparedness, planned to introduce the latest disaster mitigation
systems through redevelopment of Ichigaya, Tokyo.
Activity Example 1•Built a wide-area joint support framework for disaster response.
•Established DNP Kashiwa Data Center in seismically safer Kashiwa, Chiba; to ensure ICT
business continuity, introduced advanced disaster response facilities, including base isolation,
redundant power systems, and onsite generator backup with 72 hours of operating capacity;
added enhanced features to employee emergency contact system; enhanced security and safety.

•Continue management of disaster response measures based on the Disaster Response Work
Plans and Business Continuity Plan; maintain and enhance the disaster response framework.
•Promote concrete introduction of advanced disaster mitigation systems working toward thecompletion of the Ichigaya (Tokyo) area redevelopment.
Regarding the internal network that links approximately 200 Group locations, introduce acompletely flat structure without intermediate nodes that incorporates redundant circuits andcommunications equipment; introduce internal mobile phone service (FMC).
•Through disaster response conferences between sites of the wide-area response network,
enhance total disaster response capability.

Improve effectiveness of internal controls and risk management, ensurecorporate ethics become firmly established.

•Hold autonomous corporate ethics training and ongoing workshops for employees at
specific management levels.
•Ensure corporate ethics become firmly established at DNP’s overseas Group companies.
•Review the content and items of the Compliance Assessment System and self-conducted
checks that form the core of DNP’s risk management.

•Held autonomous corporate ethics training and ongoing workshops for employees at specificmanagement levels; held separate seminars relating to understanding of contracts and legalrisk relating to intellectual property.
•Promoted promulgation and adoption of corporate ethics in coordination with designatedrepresentatives in international Group companies.
•Reviewed assessment items of the Compliance Assessment System, expanded the number ofbusiness sites subject to evaluation relating to intellectual property-related fields in the 
self-assessment system, and implemented each evaluation and assessment.

Review and continue to implement measures relating to risk management and propagationand establishment of corporate ethics in accordance with changes in the internal and external
environment.
•From July through September, 2014, a period of three months, all organizations will hold selfconducted corporate ethics training.
•The globalization of our business activities makes it incumbent upon us to observe laws,
regulations, and cultural standards in each of the countries where we operate. For this reason,
we will coordinate with each local Group location and work to gather information relating tolocal conditions, as well as promote the propagation and establishment of corporate ethics.
•At the direction of the Head Office Corporate Ethics Committee, corporate ethics committees ineach division will intensify their promotion of corporate ethics to enrich and strengthen internalGroup controls.

Revamp office environments and cut back on the use of paper* in order toachieve both strong information security and efficient, highly productive work.
*Reduce paper usage by creating an environment conducive to electronic
communication and data storage.

•Further the transition to a thin client model for connecting external computers to in-housesystems.
•Implement SSFC-based* printing management systems into two large-scale DNP sites.
•Digitize paper-based information at head office departments and use that exercise to
identify likely issues when expanding digitization companywide.
*Shared Security Formats Cooperation: A system standard for integrated operation of
security equipment through the use of smart cards.

•Completed the transition to a thin client model for connecting external computers to in-housesystems.
•Introduced SSFC-based printing management systems at four large-scale sites.
•Promoted the digitization of documents at 12 head office divisions; derived issues to beresolved for company-wide implementation, and established standardization procedures.

•Promote thin client model to enhance the security and management efficiency of personal
computers used internally.
•Make multifunction devices a standard throughout the Group to enlarge the scope of use of theSSFC-based printing management system. In conjunction with this measure, introduce tools tothe printing management system to ensure secure digitalization.
•As a measure to promote information security, we are carrying out a company-wideorganization of paper-based records, with document digitization and centralized, server-based
management.

——

To respond to globalization, we will apply our information security management
protocol to every country in which we operate in accordance with local rules andregulations.

15

Building a wide-area joint support framework

Annual Targets

Compliancewith the Law
and Social
EthicsEnsuring
Information
Security

Activity Example 1

Evaluation—

Annual Targets•Establish basic information security regulations for international Group companies, andestablish structures to manage the application of these regulations.

16

FY2013/14 CSR Management Report
Activity Example 2

Strengthened Dissemination of CSR Information
DNP regards the dissemination of information concerning its businesses and activities
as crucial to maintaining the trust of society.
In FY2013/14, we comprehensively reviewed our methods for disseminating CSR information, and revamped our CSR report and website. Our new approach to the CSR report focuses on the relationship between our business activities and society, such asproviding information on our growth strategy from a CSR perspective. The website wasalso revamped to fulfill dual roles, with database functions and active information dissemination. Activity information previously included in the report was moved to the website, with timely information release for 33 activities. As a result of these changes, we received 8,500 responses to our internal CSR report survey and an average of 3,800 daily
page views for our CSR website, an increase of around 500% in both cases. The new
approach is also generating more inquiries and other productive communication.

2013/14
CSR Theme

PromotingSocialResponsibility
through the
Supply Chain

Evaluation Targets

17

2014/15

Efforts insufficient

Annual Targets

Both DNP and our suppliers understand the importance of CSR and act withintegrity and in accordance with the CSR Procurement Criteria in order toimprove compatibility with social expectations across the whole supply chain andmaintain the trust of the community.

The following measures were implemented to strengthen suppliers’ CSR activities.
•Centralized administration of questionnaire assessment data and other work-related data inorder to strengthen our management foundation.
•Regular surveys to check that CSR efforts have been enhanced and implementation of
feedback to encourage further improvements.
•Review operation methods (e.g., measurement and evaluation methods) in light of regularinspection results to make the Guidelines for Procurement of Paper for Printing andConverting more effective.
•Increase the number of subcontractors who implement CSR activities and encourage themto improve on specific areas in order to ensure CSR becomes more firmly established.

•In FY2013/14, completed supplier survey and reporting relating to conflict minerals.
•Created a unified database of all indicators to serve as a framework for supply chain management.
•Completed a survey to confirm compliance to our CSR Procurement Criteria (1,126 companies).
Although the overall level of compliance has improved, a certain number of companies are notfully compliant. We are therefore providing these companies with information gained throughassessments that will assist them in raising their level of compliance with the criteria.
•Confirmed the compliance with the DNP Group Guidelines for Procurement of Paper for Printing
and Converting at 31 companies; considering future methods to implement the guidelines.
•We were unsuccessful in expanding the number of suppliers to whom the DNP Group Guidelines
for Procurement of Paper for Printing and Converting apply, however, with respect to suppliers todivisions that have already implemented the guidelines, we are establishing the necessary themesin accordance with the distinct characteristics of each division and carrying out such measures as
individual orientations to achieve the regularization of the guideline activities.

•Implement conflict minerals survey of suppliers for FY2014/15; announce results.
•Review content of CSR Procurement Criteria compliance survey in light of recent social issues;
review evaluation standards to appropriately evaluate suppliers; carry out regular surveys,
evaluation reviews, and on-site audits at three major suppliers.
•Based on the results of the DNP Group Guidelines for Procurement of Paper for Printing andConverting survey, review and implement new management method (evaluation, measurement,etc.); review survey content to enhance the level of each supplier; conduct the survey regularly.
•For two divisions, increase the number of compliant subcontractors; to promote theestablishment of CSR activities for new subcontractors, apply continuous influence throughselected themes.

Improve transparency and improve our corporate foundation to earn the trust of
the community by providing stakeholders inside and outside the company with
the information they want, when and how they want it.

Provide easy-to-understand information needed for stakeholders to understand DNP’s
growth strategy policies and progress.
•Continue to create a database of corporate information, and provide information as needed
to stakeholders via the company website and the media.
•Strengthen the company’s public relations by incorporating social networking services. By
doing so identify stakeholders’ expectations for DNP to the furthest extent possible so thatthey can be reflected in management policy.
•Establish showrooms and other physical communication facilities, and strengthen online
information dissemination capabilities in order to better communicate DNP’s management
concepts and other corporate information to consumers.
•Strengthen the in-house dissemination of information to encourage greater teamwork
throughout the company.

•Strengthened information dissemination relating to CSR activities.

Provide clear information necessary to understand the direction and status of DNP’s growthstrategy.
•Maintain the centralization and tendering of corporate information via our website to enhance
our unified information provision. Plan and provide appropriate output to match stakeholder
needs.
•To acquire consumer, social, and global perspectives, expand opportunities for communication
with consumers; concretize measures that will lead to the characterization of social and global
issues.

Realize tomorrow’s basic by offering products and services whose design makes
it easier for more people to use and understand.

•Launch new universal design products and services, including the CUD Organization
Accreditation System.
•Strengthen DNP’s universal design product and service development base with objective
assessment and measurement technologies able to review designs from a psychologicaland engineering perspective.
•Enhance DNP’s universal design systems by sharing universal design expertise throughout
the company.

•In collaboration with the Color Universal Design Organization (NPO), we developed a
CUD Management System Certification. In May 2013, DNP Media Create Co., Ltd. begancommissioned production of printing materials qualified to display the CUD certification mark.
•We attempted to introduce and share findings and development themes through joint researchwith an outside entity and by holding meetings within DNP for sharing and utilizing the technologies
relating to biometric information measurement and analysis, however, no results were obtained.
•In preparation for the propagation of universal design principles, we held workshops andseminars for sales, planning, development, and other divisions that incorporated the value
creation process for design principles necessary for manufacturing.

•Marketing with a strengthened social challenge perspective.
•Promotion of commercial material development in conjunction with other enterprises (“openinnovation”).
•Accelerated evaluation of commercialization potential in collaboration with industry, academia,
and consumers.

Hold cross-sectional activity involving all DNP employees and departments
worldwide in order to maintain product quality and safety at the highest level inthe world, and to continue improvements in this area.

•Continue to hold Product Safety Innovation Practices Committee meetings for packaging
departments and for departments handling overseas contract production. Work to ensure
the New Design Flow and Action Plan for Quality Stability and Improvement become firmly
established at packaging departments.
•Expand Product Innovation Practices Committee meetings to include North America inaddition to Japan and Southeast Asia. Continue to strive for improvement on a global
scale.
•Use head office and departmental training to develop skills across the DNP workforce.

•Product Safety Innovation Practices Committee meetings were held a total of five times forthe packaging departments and departments handling international production subcontracts.
Packaging departments are promoting continuous implementation of the New Design
Flow, measures to detect and eliminate the causes of defects, prevention of quality incident
recurrence, and education and awareness activities.
•In addition to four international and 15 domestic sessions of the Product Innovation Practices
Committee, 30 sessions for distribution processing departments were also held.
•Technical training seminars were held in a total of six subjects such as product quality and safety.

•Continue to hold Product Safety Innovation Practices Committee meetings for packaging
departments and for departments handling overseas contract production; to prevent productaccidents, enhance product safety management at the planning, design, and production
stages.
•Implement Product Innovation Practices Committee meetings domestically and internationally;enhance product quality management by applying the PDCA cycle to work analysis, process
improvement, and efficiency verification.
•Develop personnel through training efforts at the head office and each division.

Encourage diversity in employment.

•Continue with efforts to increase the number of women in leadership positions.
•Revise the re-employment scheme for employees aged 60 or over who wish to be reemployed.
•Hold normalization training to support raising the percentage of the DNP workforce madeup of people with disabilities to at least 2.0%.

•Inaugurated Mentorship Program in June 2013 with participation from 51 mentors; held
supportive training meetings dealing with mentor career development; maintained an ongoingprogram in mentor development training, with 21 mentors completing the training to date.
•Revised our re-employment system as of April 1, 2013 in response to the revision of the Law
Concerning Stabilization of Employment for Older Persons; the current re-employment rate for
persons aged 60 and over is 83.1%.
•Held sign language lectures at DNP locations in Ichigaya, Warabi, Kamifukuoka, and Namba. In
addition, we will continue to promote preparatory planning for other training events of this type.
Employment rate for persons with disabilities: 2.1%.

•Sustain efforts to increase the number of women in senior management positions.
•Normalization-related training and other efforts to maintain the proportion of employees withdisabilities at 2.0% or above.

Enhance development of a workforce able to make a contribution to the global
community.

•Hold management training focusing on respect for diversity.
•Boost workforce development in DNP’s overseas workplaces.
•Implement an overseas training scheme.

•Implemented training and follow-up to develop global personnel as well as foreign culturerelated management training.
•DNP team leaders from Indonesia and Singapore were invited to Japan for manufacturing
division training alongside Japanese employees.
•Intensive language training, systems and culture orientations for employees to be posted abroad.
•Implemented global training system in November 2013; two employees selected in the first year
for postings to North America and Southeast Asia.

•Develop international Group company managers; continue programs for language study,
foreign culture-related management practices, business strategy, legal and tax practices,management case studies, etc. to cultivate understanding of proper communication with local
societies and employees, and what it means to live abroad and carry out international business.
•Conduct joint training for senior management of international Group companies and Japaneseemployees from each division as an international personnel development measure fostering
understanding and sharing of company policies and a feeling of unity as Group employees.
•Promote a global training system to enable younger employees to gain international experience;as the globalization of business accelerates, the program will offer participants insights into
what globalization is and what it means to do business in global society.

Realization ofa ’Universal
Society’

Respect
for Human
Dignity andDiversity

Making active efforts but target not achieved

Mid-Range Target

Proper
Disclosure ofInformation

Ensuring the
Safety andQuality of Our
Products andServices

Target achieved or making steady progress toward target

CSR website (Japanese/English)

Major Results

Evaluation

Activity Example 2•To gain a better understanding of consumer expectations, we are deploying hands-on
showrooms, network services including SNS, and other tools that facilitate two-way
communication. Furthermore, we launched DNPenguin, a character that will be used foradvertising activities promoting enhanced understanding of our products and services.
•We are reinforcing our information channels targeting employees, including the introduction ofdigital signage in major locations, timely information release through both the intranet and thecompany newsletter, meetings for PR staff, information exchange between divisions, and otherinitiatives.

Annual Targets

18

FY2013/14 CSR Management Report
Activity Example 3

Activity Example 4

Expanding Fairtrade Activities

Expanding risk experience education to all manufacturing divisions“Fairtrade” supports the principle of paying appropriate prices for raw materials fromdeveloping countries, thereby supporting a fairer standard of living for the producers. Since
2006, DNP has worked to support the internal use of fairtrade goods such as coffee. Our
longstanding, active efforts in this regard have drawn praise from society.
While efforts to date have included such commodities as coffee and chocolate, we are also
seeking to expand our fairtrade activities. One item that has caught our attention is cotton
products, which represent a challenge for society. In January 2014, we created a Fairtradecertified tote bag with DNPenguin, our original character, on it. With cooperation from the
Wakachiai Project, this cotton tote bag is fully compliant with international fairtradestandards throughout its production process, and is available to the general public at Plaza“dot DNP” in Ichigaya, Tokyo.
DNP will continue to work toward broad adoption of fairtrade standards.

To ensure safe worksites where employees can carry out their responsibilities with vigor, DNP
as a whole is engaged in activities to prevent work-related accidents and reduce risks.
DNP is currently undertaking to expand risk experience education, which formerly had been
implemented in only certain areas of the company, to all manufacturing divisions, with the goalof more comprehensive safety education. Such education gives employees a more realistic
awareness of the risk of worksite accidents, and consolidates that awareness through experience. In 2013, with the extension of risk experience education to the entire company, we leveraged the experience and knowhow of worksites having already completed the education to review the education content. Furthermore, we specified six types of worksite risk based on past
incidents, and developed a simulator for each type of risk. Currently, we are promoting the introduction of risk simulators and video manuals to each worksite, and in FY2014/15, we areplanning to carry out company-wide education using these tools.

2013/14
CSR Theme

Respect
for Human
Dignity andDiversity

Realizationof a Safeand Vibrant
WorkplaceSocialContribution
as a Good
Corporate
Citizen

19

Evaluation Targets

Fairtrade-certified cotton bag

Target achieved or making steady progress toward target
Making active efforts but target not achieved

Risk experience simulator

2014/15

Efforts insufficient

Mid-Range Target

Annual Targets

Major Results

Support fairtrade policies to help producers in developing nations improve theirlives.

•Establish outlets at DNP workplaces nationwide where Fairtrade-certified products canbe purchased in-house.
•Cooperate with Fairtrade Label Japan, an NPO, and other relevant companies toconsider new ways in which DNP can be of help.

•Sale of Fairtrade-certified cake in 24 employee canteen locations (compared to 16 previousyear) in celebration of Fairtrade Month in May; expansion of sales of certified macaronsweets from dot DNP to Gotanda Building.
•Joint hosting with Fairtrade Label Japan of stakeholder meeting to promote the propagationof fairtrade.
Activity Example 3•E xpansion of fairtrade-related activities.

——

Cultivate the personnel necessary to undertake the fulfillment of ourManagement Concept.

•Carry out thorough goal management to ensure alignment between the company andemployees with respect to our targets.
•Bolster management of senior staff.
•Promote on-the-job training as appropriate for each work environment.

•In addition to overall training relating to goal setting and evaluation, held division-level
workshops to encourage the conduct of management more in line with the current
organizational situation.
•In addition to training for production administrators, for plant managers, on organizational
reinforcement, and advanced management, began training for sales administration
department managers and strategic sales teams; resumed training in managementfoundations and training for supervisors.
•Established educational committees in all division; as required, supported creation of
personnel development programs and other educational initiatives•To align objective vectors of the DNP Group and employees, reinforce awareness andimprove implementation of goal management and evaluation system.
•To reinforce management capabilities of section heads, whose importance is increasing,
implement training for sales division managers on management and for strategic
management teams, as well as for management foundations.
•In collaboration with educational committees in each division, strengthen personnel
education through head office-hosted training and individual OJT.

Offer workstyle innovation to enable DNP to respond swiftly and flexibly tochanging social environments, and implement measures to improve job
satisfaction for every employee so as to generate popular momentum toward
creating an invigorated, high-performance company. (Goal for average
overtime: No more than 35% of the 2008 benchmark.)•E xpand productive time resource measures and projects to create tools andenvironments conducive to more flexible, innovative working styles.

•The Productive Time Resource Project was held and follow-ups conducted regarding efforts
in each department; average overtime was less than 35% of the 2008 benchmark.
•Reviewed workstyle innovation activities in October 2013 and began revision of
implementation plan; established workstyle innovation promotion committees and offices ineach organization, with the goal of enhancing and accelerating these activities.
•To create environments enabling flexible, innovative working styles, promoted transition to athin client model; expanded teleconferencing system to support communication with remotelocations.

•Promote workstyle innovation through the Productive Time Resource Project and work toachieve an environment and supply the tools to enable more flexible workstyles.
•Carry out employee work satisfaction survey; implement measures to enhance satisfaction.

Take action on the issues identified in the Employee Welfare Development
Policy (2012-2014) to build a solid foundation for job satisfaction.

•Offer clear policies for residential lifestyle support, make Balancing Work and Nursing
Care seminars a regular event to assist employees in such situations, issue an annual
newsletter to raise awareness of relevant issues, and improve the dissemination of
information among employees, their families, and former employees.

•As a residential lifestyle support policy, extended availability of dormitory for single
employees from university holding technical degrees and high school graduates in technicalprofessions to also include single university graduates employed as office staff in general.
•As a policy to support both work and nursing care, held Balancing Work and Nursing Careseminars (258 participants); issued DNP Family Support Newsletter for distribution to all
employees to improve attitudes and raise awareness of the support system.
•Established website where current and former employees and their families can learn more
about welfare programs, corporate systems, etc.

•E xpand measures to promote employee home ownership.
•To support the balance of work and nursing care, carry out review of working system andother regulations.
•Promote participation by male employees in child rearing.

Implement a health improvement plan with the aims of reducing the work
accident occurrence rate to no more than 0.30 (23% down compared with2011), having 100% of employees receive regular physical checkups, andreducing the number of employees found to have health issues.

•Prevent work-related accidents and reduce workplace risks by strengthening risk
reduction measures such as safety consulting and common safety standards; expand
safety training, including risk experience training; and prepare for the aging of theworkforce by implementing work-related accident prevention measures for the elderly.
•Implement measures to strengthen the management of chemical substances.
•Bolster follow-up care to employees found to have health issues, such as throughpersonalized health improvement programs based on physical checkups and other
health-related information.

•With emphasis on making safety and health efforts visible and widespread, we issued Health& Safety News, an internal newsletter; we also promoted such related measures as the useof safety consulting. Established “Chemical Substance Management Guidelines;” expandedrisk experience education to all Group manufacturing divisions; reduced lost time work
accident occurrence rate to 0.24.

•To prevent work-related accidents and reduce risks, propagate and enhance safety
education, including risk experience education; reinforce risk-reduction measures, including
safety diagnoses and common safety standards; strengthen coordination with technicaldepartments and enhance applicable measures to eradicate machine-related accidents;
propagate measures to strengthen chemical substance management.
•Bolster follow-up care to employees with health issues, such as through personalized healthimprovement programs based on physical checkups and other health-related information.
•Stepwise promotion of centralized management of health-related information by the DNP
Health Support Office.
•Bolster dissemination of health-related information to in-house organizations andemployees.

Raise awareness across the whole DNP Group of the true meaning of social
contribution.

•Create a reporting framework that enables information on DNP’s social contribution
activities to be posted on the intranet as a way of promoting such activities Group-wide.
•Implement measures to improve sensitivity to social issues among employees: boosting
circulation of information via the intranet, in-house newsletters, events, and seminars;
instituting a program to broaden opportunities for community interaction (e.g., the“Educational Program” classes); and looking into joint initiatives with the labor unionand other organizations.

•Built structure to share social contribution activities across the company; implemented
survey in March 2014.
•Shared information via the intranet on 68 contribution activities; implemented employee
participation programs centering on the themes of support for recovery from the Great East
Japan Earthquake and education for the next generation; employee participants and beneficiaries
both reported high levels of satisfaction; programs are scheduled for repeat next year.

•To promote social contribution activities, enhance information-gathering mechanisms; build
an information-sharing mechanism with international business locations.
•To enhance employee social awareness, expand volunteer programs centering on
supporting recovery from the Great East Japan Earthquake and education for the next
generation, both of which are subjects of interest for society; promote greater program
participation by employees.

Enhance activities relating to encouragement of the next generation, which isone of the five focused themes for our social contribution activities and an area
where DNP can make a difference in its own distinct way.

•Hold DNP “Educational Program: The Wonder of Color” nationwide by 2015.

•Promoted project related to the Act on Advancement of Measures to Support Raising
Next-Generation Children; in year two of the three-year plan, carried out activities in threescheduled locations: Watari-cho, Miyagi Prefecture; Shinagawa, Tokyo; and Tokushima
Prefecture.

•Promote project relating to the Act on Advancement of Measures to Support Raising NextGeneration Children; in the final year of the three-year plan, carry out activities in threeplanned business locations (Hokkaido, Chubu, and Nishi Nippon).

Review management structure in line with trends in international human rights
standards; in accordance with that review, take various opportunities topromote understanding and compliance with such standards on the part of
employees and suppliers.

Activity Example 4•E xpanded the functions of the DNP Health Support Office; 99.9% of employees participatedin regular health exams; the number of employees found to have health issues increased,
contrary to target.

Evaluation

Annual Targets•Offer opportunities for employees to enhance their human rights awareness throughfairtrade activities.
•Plan and implement new efforts to promote fairtrade in collaboration with Fairtrade LabelJapan and relevant enterprises.

—•As part of due diligence, characterize human rights challenges.
•Take every opportunity to promote broad human rights understanding on the part of
employees.

20Annual CSR Topics 1

Annual CSR Topics 1 Environmental Activities

Environmental
Activities

Principal Activities in FY2013/14

Global Implementation of Environmental Management

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Environmental Activities to
Realize Sustainable Business

Striving with Our Partners to
Operate in Harmony with Nature
As a manufacturing enterprise, DNP is indebted to nature in countless ways, from procurement of such raw
materials as paper, to the energy and water it uses in its production processes.
Furthermore, our business activities have at least some impact on the planet’s environment, which is the basis
for all living things. Consequently, we always bear in mind the need to live in harmony with the environment. In
collaboration with our supply chain partners, we are actively seeking to minimize the environmental effects of
our operations.

Assessing and Mitigating the Environmental Impact of
Our Global Supply Chain
The proportion of DNP’s business accounted for by international activities is growing each year. In FY2013/14, our international sales ratio was 14.9%. Furthermore, our raw material
and other supply chains have taken on a global character.
At the same time, the challenges facing the global environment extend beyond the borders of any one country. The
only way to address these challenges is on a global basis.
In response, DNP regards environmental impact assessment and mitigation, not only that of our own operations butthat of our suppliers, to be of the utmost importance.

In FY2013/14, we bolstered environmental management
efforts at our international business sites, including setting
targets for reduction of greenhouse gases, waste, and atmospheric emissions of volatile organic compounds (VOCs). We
also believe it is important for all of our stakeholders, from upstream to downstream, beginning with our suppliers, to work
to address environmental challenges with the same commitment. As such, we are collaborating with a wide spectrum of
stakeholders on a range of efforts.

■Environmental Management Overview

Sustainable Society
Recycling Society

Energy,
water

IN
Raw
materials

Low-Carbon Society

DNP Groupbusiness activities

Eco-Friendly Society(domestic and international)

OUT

Efforts to reduce Scope 3 greenhouse gas emissions
In FY2012/13, we began to calculate the amount of greenhouse gases indirectly emitted by our entire domestic supply chain (Scope 3) in addition to greenhouse gases produced directly by our business activities (Scope 1, Scope2). In FY2013/14, we extended our Scope 3 calculations toinclude major international business sites.
Major Scope 3 emissions sources, which account for
95% of total emissions, include purchased goods andservices (65%), downstream transportation and distribution (12%), upstream transportation and distribution (9%)
and disposal of sold products (9%). This result parallels thedomestic emissions trend. Going forward, we will promote
efforts to reduce emissions associated with material inputs
to our business activities which constitute the majority ofpurchased goods and services.

■Scope 3 Summary Breakdown

Water conservation efforts
Rapid population growth in emerging nations and massive
consumption of water by advanced nations have madewater shortages a global problem. In response, DNP has
established new target levels for reduction of water consumption, and is engaged in efforts at all of its international
business sites to achieve these targets.

■Water Usage Reduction Target

Disposal of sold products
Raw materials

Transport(downstream)
Transport(upstream)■Scope 3 Emissions

Total:
approximately

5.68

milliontons

1(by FY2015/16)

Annualper-unit*
reduction*Amount of production factors required
for a fixed amount of product (raw materials, energy, labor, etc.)

Reducing Our Environmental Impact throughResponsible Procurement with Suppliers
To enhance the effectiveness of our efforts to reduce our environmental impact, DNP practices responsible materials
procurement—a major environmental impact factor—in collaboration with its suppliers.
Survey on DNP Group Guidelines for Procurementof Paper for Printing and Converting
Paper is indispensible for the continuation of DNP’s business. To contribute to the sustainable use of forest resources, DNP established its Guidelines for Procurementof Paper for Printing and Converting in 2012. In FY2013/14,
we surveyed our suppliers to obtain an accurate assessment of compliance with these guidelines, as well as topromote compliance. For suppliers, 90% or more ofwhose sales to DNP are accounted for by paper for printing and converting, we carried out a survey covering six
items relating to such areas as procurement policies andorigin certification.
We will work with our suppliers to reinforce management of these areas and increase procurement of paper
from responsibly managed forest resources.

Chemical substances management and Scope 3 seminars
Domestic and international regulations concerning the useof chemical substances are becoming increasingly rigorous,
requiring an accurate grasp and appropriate management ofchemical substances contained in products. In response tothese regulatory trends, DNP carried out a major review of
its chemical substance management standards in April 2013,
and established its Green Procurement Guidelines for Chemical Substances. In September, we carried out seminars to
explain the guidelines to suppliers and request their compliance. We also gave seminars relating to Scope 3 calculationsof greenhouse gas emissions and shared our views on overall
environmental management.

Offering value
to society(environmentally conscious
products)

Working in conjunction with everyone in the global supply chain
Chemical substances management and Scope 3 seminars

21

22

Annual CSR Topics 1 Environmental Activities

Bolstering Development of Eco-Friendly Products and Services
Based on its responsibility as a manufacturer, DNP wants
not only its production processes, but also the products
and services it offers, to be considerate of the environment. To reduce the impact on the environment throughout
the product lifecycle (see note below), we established ourEnvironmentally Conscious Products and Services Development Guidelines. In FY2012/13, we enlarged the scopeof definition of environmentally conscious products, andin FY2013/14 we began to implement the guidelines. The
revised policies include making environmental impact visible, consideration for biodiversity, and other environmental
challenges that require increased efforts to address. We
also introduced a Super Eco-Products certification system
Environmentally Conscious
Products and Services
Development Guidelines

to further promote the development and commercialization of more advanced eco-friendly products and services.
To date, we have certified 10 products as Super Eco-Products, and hope to increase the number of certified products by familiarizing employees with the certification system and promoting understanding of the system amongsuppliers. Going forward, DNP will promote manufacturingwith more value-added from a broad perspective.
* Product lifecycle: This term encompasses materials procurement, manufacturing,transport, sale, use, disposal, and reuse for a given product. Reducing the environmental impact of the product lifecycle requires clarifying the impact at each stage ofthe cycle; formulating measures to reduce such impacts in collaboration with stakeholders; and implementing those measures. Products designed and developed withlimited environmental impact are termed environmentally conscious products.

FY2013/14

FY2015/16

products

products

10High-scoring products:
Super Eco-Product designation50

Goals for
FY2015/16

Global warming
prevention

Reduce GHG emissions 10% from the 2005
levels by FY2020/21.

Reduction ofenvironmental
impact incurred
during transport

Reduce per-unit fuel use for transport (amountof fuel used/sales) by 1% per annum and 10%
by FY2020/21 compared to FY2010/11.

VOCs
Comply with local laws and regulations andintroduce technology and other measures toreduce, as much as practical, VOC emissions
at our international business sites.

Reduce per-unit waste emissions (waste
emissions/production) by 15% from FY2010/11
by FY2015/16.
Sterile filling system for PET bottles EB construction materials and wallpaper

DNP is actively developing a wide range of packaging materials that areeco-friendly, sustainable, and considerate of biodiversity.
Our Biomatech® PET Film uses less petroleum, which is a diminishing
resource, and incorporates renewable plant-based materials. We recently
upgraded this product to create a new product, Biomatech® IB-PET Film,which is the world’s first product to use transparent vapor deposition technology to enhance its barrier properties.
This material is currently being used in the UD Ecopouch (Biomass
Spec), a standing pouch container for products from J-Oil Mills, Inc., an
Ajinomoto Group company.

Using DNP’s Biomatech IB-PET Film,
we collaborated with J-Oil Mills to develop the UD Ecopouch (Biomass
Spec). The goal was to use DNP’s deposition technology to enhance package functionality, but getting to thecommercialization stage was proving
to be ver y challenging. However,through collaboration with related divisions, I believe we were able to solve
the problems quickly. Our film is plant-based, making it
eco-friendly, and its superior barrier properties make it
one of DNP’s representative products. We plan to develop
more packaging materials based on Biomatech® IB-PET
Film in our efforts to contribute to the realization of a sustainable society.
Naho Isshiki
Development Division, Packaging Operations

Reduce emissions of VOCs (except formethane) by 20% compared to FY2010/11 by
FY2015/16.

Super Eco-Products: Examples

Reduction ofindustrial waste
Achieve zero emissions for the entire DNPGroup by FY2015/16.

Super Eco-Product Case StudyA World First! Plant-Derived Vapor-Deposited
Innovative Transparent Barrier Film Developed!

Employee’s view

Note: Targets for global warming
prevention and reduction of environmental impact incurred during transport are as of FY2020/21.

Topic■Super Eco-Products

1. Reduction of environmental pollutants
2. Resource and energy conservation
3. Sustainable use of resources
4. Long-term usability
Super
5. Reusabilityts
Eco-Produc
6. Recyclability
7. Utilization of recycled materials
8. Ease of treatment and disposal
9. Making environmental
burden visible and taking intots
Eco-Producconsideration biodiversity
10. Supporting andpromoting environment
Products that earn a certain score:
education and awareness
Eco-Product designation®

Achievements in 2013/14

Development
and sales ofenvironmentallyconscious
products

Greenhousegas reduction

1.76

tons/year

Increase the rate of products purchased
according to the DNP green purchasing
standards to 50% by FY2015/16.

Green purchasing
Increase the purchase rate of environmentallycertified products, such as those labeled with
the Eco-Mark, of the total supplies (officesupplies and equipment) to 85% by FY2015/16.

Partner’s view
Our goal was to make the UD Ecopouch even friendlier to the environment, so when we received DNP’sproposal for a container using Biomatech® IB-PET Film, the timing was perfect. We needed time to work out the
specifications and evaluation methods,
and we carried out extensive testingover many days on our production line
to verify the appropriateness of the product. We’re very
proud of our joint success with DNP in enhancing the value of our product with a container that appeals to ourcustomers. The container is getting broad coverage in industry publications and other media, and is fulfilling a major role in our CSR activities.
Kenichiro Watanabe
Packages and Factory Supplies Purchase Department, J-Oil Mills, Inc.

Development and sales of environmentallyconscious products and services to achieve
400 billion yen by FY2015/16.

Evaluation Targets◎ Target exceeded by a wide margin○ Target achieved or making steady progress toward target△ Making active efforts but target not achieved
× Efforts insufficient

Evaluation

FY2013/14 progress
FY2005/06 emissions:1.120 million tons
FY2013/14 emissions:
1.006 million tons
FY2010/11 per-unit:
1.61 kl/100 million yen
FY2013/14 per-unit:
1.66 kl/100 million yen
FY2010/11 emissions:
6,729 tons
FY2013/14 emissions:
4,849 tons

4.8%
decrease over
FY2005/06○

3.1%
increase over
FY2010/11△

27.9%
decrease over
FY2010/11◎

Installation of VOC processing equipment at
new Malaysia Plant

FY2010/11 per-unit:
0.424 tons/10 million yen
FY2013/14 per-unit:
0.381 tons/10 million yen
FY2012/13 landfill waste
rate: 0.54%
FY2013/14 landfill waste
rate: 0.14%
FY2012/13 total sales:
355.7 billion yen
FY2013/14 total sales:
369.8 billion yen
FY2012/13 green purchasing ratio, raw materials: 45%
FY2013/14 green purchasing
ratio, raw materials: 47.4%
FY2012/13 green purchasing
ratio, processed materials: 65.8%
FY2013/14 green purchasing
ratio, processed materials: 72.5%

○

10.1%
decrease over
FY2010/11○

0.40 point
decrease over
FY2012/13◎

4.0%
increase over
FY2012/13○

2.4 point
increase over
FY2012/13○

6.7 point
increase over
FY2012/13○

Maintain the maximum concentration of air
emissions subject to emissions regulations at
70% of the required standard or less.
Maintain the maximum concentration of water
emissions subject to wastewater regulations at
70% of the required standard or less.

FY2013/14 target (company standard)achievement rate: 97%○

FY2013/14 target (company standard)achievement rate: 97%○

Environmental
conservation

Maintain the maximum concentration of odors
at our site perimeters at 70% of the required
standard or less.

FY2013/14 target (company standard)achievement rate: 95%○

FY2013/14 target (company standard)achievement rate: 89%○

FY2013/14 target (company standard)achievement rate: 100%○

Officeenvironment

Maintain the maximum level of noise at our site
perimeters at 70% of the required standard or
less.
Maintain the maximum level of vibration at oursite perimeters at 70% of the required standard
or less.
Increase the rate of the fractional recovery of
waste paper to more than 70% of that for
general waste.

FY2013/14 recovery of waste paper: 78%◎

Note: Greenhouse gas emissions due to electric power consumption are based on coefficients for FY2005/06 published by the Federation of Electric Power Companies of Japan.

23

24

Annual CSR Topics 2

Annual CSR Topics 2 Overseas CSR Initiatives

Overseas CSR
Initiatives

In contrast to an international sales ratio of 14.9% for the
DNP Group as a whole, the ratio for Imaging Communications Operations is over 50%.
The division is building a business with a conspicuously
high international sales ratio compared to the rest of DNP.
Since our advance into the US market in 1994, we havereinforced our manufacturing and sales structure in North
America and Europe.
In developing nations, beginning with the rapidly growing
economies of Southeast Asia, we are expanding our rangeof solutions for rapid printing of such images as ID and

Imaging Communications Operations

During the 1980s, DNP applied coating and other technologies accumulated through its printing business to develop two
types of heat transfer media supplies (dye-sublimation transfer paper and thermal transfer paper), and began marketingthese papers for use in such output devices as video printers and fax machines. In particular, demand for dye-sublimation transfer paper, which enables high-resolution full-color image printing, rose sharply in the late 1990s with the rapid
popularization of digital cameras and changing approaches to printing. Since then, the market has continued to expand.
The business vision of Imaging Communications Operations is to create a future where imaging connects people to theworld. We are not only engaged in production and marketing of thermal-transfer media supplies; our business encompasses the entire range of the imaging market, from image input, including capture and processing, to output including
content sales of printed and other images.
By offering new imaging products and services that give concrete form to emotions, memories, and information, we areenriching communication and creating a future in which people and the world communicate their joys, memories, andemotions to each other.

products and services for consumers, such as self-service
photo print systems and ID photo booths.
Heat transfer media supplies and printers share common worldwide standards. Based on these standards, weare developing printing systems and services that match
distinct needs in each country and region to enhance userconvenience and satisfaction.

In April 2014, Information Media Supplies Operations changed its name to Imaging Communications Operations.
At the same time, we established a new brand mark, DNP | Photo Imaging, with the aim of strengthening our photobusiness and further propagating the DNP brand.

DNP-brand products are spreading across the world

Digital photo printer

25

Party Print printing system

Ki-Re-i ID photo box

Imaging
Communications
Operations Over

50%

■Sales and Manufacturing Sites
Manufacturing / SalesDNP Imagingcomm Europe

Paris

Amsterdam

Development / Sales• Imaging Communications Operations• DNP Fotolusio• DNP DreamPages• DNP ID Systems

Representative Office
DNP Business Consulting (Shanghai)

Manufacturing / SalesDNP Imagingcomm America Corporation(Concord and Pittsburgh Plants)
Pittsburgh

Tokyo

ConcordShanghaiSales
DNP Photo Imaging Europe
Malaysia

Manufacturing
DNP Imagingcomm(Sayama, Okayama, and Odawara Plants)

Manufacturing / SalesDNP Imagingcomm Asia

ST BusinessTechnical Capability Trusted Worldwide and
DNP’s Response Capacity

Providing the World with Products andServices Close to People’s Lives

PrintRush
self-service photo
printing system■International Sales Ratio

Malaysia Plant

Creating a Future Where Imaging
Connects People to the WorldThe concerns of Imaging Communications Operations
currently center on its ST business, which includes dyesublimation transfer media supplies for photo prints and ID
cards, and its TR business, which includes thermal resintype transfer printing media for bar codes and other uses.
The ST business offers not only original equipment
manufacturer (OEM) products, but also DNP-branded

travel photos. To meet these needs in a timely, rapid manner, we established a new manufacturing plant in Malaysia
in December 2013. Going forward, we will further bolster
our business structure, including our sales structure.

Dye-sublimation transfer
paper for photography

DNP’s ST business has been a leader propelling the market for dye-sublimation transfer media supplies since its independent development of this product category in 1985.
The needs of today’s global market for photographic
prints are transitioning from “wet processing,” which uses
liquid chemical solutions to develop silver-halide printing
images, to “dry processing,” which uses dye-sublimationtransfer and other technologies to develop images withoutchemical solutions. Wet processing requires managementof such parameters as solution temperature and numberof prints processed per volume of solution, as well as disposal of silver halide waste, while the advantages of dry
processing include the elimination of solution maintenanceand disposal as well as the use of relatively inexpensive,
compact processing equipment.
DNP also offers a comprehensive lineup of printingrelated products and services, including ink ribbons andspecialized receiver paper as well as printing systems andsoftware. Our reliable technology and capacity to respondto local needs as well as our dependable product manu-

facturing and supply structure are recognized globally. As
a result, we have gained a top-class global market share.

In addition to its OEM manufacturing activities, DNP offers
a wide range of products and services under its own
brand. Furthermore, our division is actively venturing into
international markets and currently maintains manufacturing and sales capabilities in the US, Europe,and Asia, with more than half of our sales
coming from international markets. Goingforward, we will further enhance our visibility and expand our business.
Imaging Communications Operations
plans to offer even more imaging products
and services to give concrete form
to ideas, memories, and information, to realize rich communication and contribute to enjoyable
living.
Masato Koike
Senior Corporate Officer;
General Manager of Imaging
Communications Operations

26

Annual CSR Topics 2 Overseas CSR Initiatives

International Business Case StudyDNP Imagingcomm America Corporation

Offering Value Suited to American Culture

Employee Relations

Imaging Communications Operations has been active in en-

and a thermal transfer media plant in Pittsburgh, Pennsylva-■DNP Group Code of Conduct education

tering international markets. DNP Imagingcomm America,

nia. DNP is offering products and services with new value

our first international operation, currently operates a dye-that fit local customs and lifestyles in America, a country

sublimation transfer media plant in Concord, North Carolina,

with a deep-rooted culture of enjoying photographs.

The DNP Group Code of Conduct is the reference point forour employees in all of their activities. We believe that our employees worldwide engaging in activities with integrity basedon a solid ethical foundation will make an appropriate impact
on society.
DNP Imagingcomm America is also working to inculcate
these values in our employees with a firm belief that sharing DNP’s Management Concept and Code of Conduct between employees is the shortest path to business success.

Partnering with Customers(above) Walgreens has
8,500 outlets in North
America(below) This printing
system is powered by DNP
technology and expertise

Even today, as digital photography becomes increasingly widespread, it is common to find American homes
decorated with photographic prints. DNP partnered with
Walgreens, which owns a major American drugstore chain,
to develop and offer a wide range of products and services
that enrich America’s photographic culture.
One of these services allows customers to send digital
photos to Walgreens via the Internet and pick up prints attheir designated outlet an hour later. This service is supported by DNP’s eco-friendly dye-sublimation transfer
printing system.
Furthermore, in 2014, DNP began to offer a two-sided
printing system. By reducing printing time and making operation simpler and more convenient, this new system isoffering a wider range of ways to enjoy photos, including
custom photo books and personal photo editing.

Partner’s view
America maintains an extensive range of environmental laws and regulations at the federal, state, county,
city, town, and other levels. Protecting the environment is the foremost priority of Walgreens. Consequently,
we continuously monitor social trends to characterize current challenges. One of the most pressing trends
is the transition to dry processing technology, which has environmental advantages. We are looking forward
to working with DNP, which is not only environmentally conscious but is also contributing to our bottom line.

Ryan Kamenicky, Environmental Manager, Walgreens Photofinishing, Walgreens■Let’s Walk! Campaign
As a health promotion measure, employees of DNP Imagingcomm America are engaging in the Let’s Walk! Campaign.
In FY2013/14, the Concord Plant also held this event. For aperiod of 90 days from January to March 2014, over half ofthe employees participated in a 600-kilometer walkathon, a
distance equivalent to walking from the plant to the Atlantic
coast.
Employees were provided with pedometers and gave their
all in monitoring their daily walking distances. Participants
enjoyed accruing more steps in a game-like setting while
improving their health. This activity also served to generate
more active and vibrant communication between colleagues.

■One Direction initiative
DNP built its business in the US through multiple mergers andacquisitions as well as mid-career personnel hires. To develop and foster a unified corporate culture at the Pittsburgh
and Concord plants, we launched the One Direction initiative,
which provides employees with numerous opportunities toengage in communication and interchange.
As a result of this effort, communication at both plants has
become more active and business performance has also
benefited from collaboration between the two plants on development work and sharing of successful business casesand other information.

Employee’s view
I thought the Code of Conduct training was very interesting, it was agood session. I have been working
at DNP for 18 years and some of
the information was a refresher andsome of the information was new.
But it was all valuable informationthat I needed. I appreciate DNP’scommitment to human rights. It makes me proud to work
here.
Carl Autry, Shipping Group Leader,
DNP Imagingcomm America Corporation

Consideration for the Environment

Relations with Local Communities

Coating equipment that applies uniform layers of ink to a■Lectures at the Japanese Language School in Charlotte

film base was installed in our Pittsburgh Plant. At the same

In February 2014, DNP Imagingcomm America President
Kazuhiro Kawabata gave a lecture at the Japanese Language School in Charlotte, not far from the Concord Plant. At
this school Kawabata lectured on the importance of TAIWA.
Children who have spent an extended time away fromtheir homes in Japan sometimes find it difficult to adjust to
the different lifestyle and ways of communication when they
return. To help the children prepare themselves for this challenge, Kawabata spoke from first-hand experience, touchingon such subjects as the best approaches to communicatingwith others and the meaning of work.

time, we installed a new system for recovering toluene, atoxic chemical. By revamping our ink production procedures, we were successful in recycling toluene and calculate that the recovery system has cut annual consumptionof this chemical by around 27.7 tons, a major reduction.
The system has also significantly cut CO2 emissions.
In recognition of these efforts, the plant was nominatedfor the “Manufacturer of the Year Awards” for environmentally conscious enterprises by the state of Pennsylvania.

27(top) Code of Conduct training held inMarch 2014(bottom left) One Direction event(bottom right) Employee participant in the
Let’s Walk! Campaign

DNP Imagingcomm America receives a certificate of commendation

Lecture at the Japanese Language School in Charlotte28Annual CSR Topics 3

Annual CSR Topics 3 Social Contribution Activities

Social Contribution
Activities
DNP Social Contribution Activities

Major Efforts in FY2013/14 A Programs Representative of DNP
Humanitarian aid

On-Site Volunteers Support Recovery
from the Great East Japan Earthquake
DNP believes that ongoing support is critical if communities
are to recover from the effects of the Great East Japan Earthquake. For example, a special “Tohoku support menu” hasbeen made available at all domestic Group employee canteens, proceeds from which are donated to the recovery effort. In Miyagi Prefecture, where DNP has a business site, we
continue to support the recovery of seafood processors andother local businesses.
In 2013, Group employees provided volunteer assistanceto residents of temporary housing in Ishinomaki, Miyagi Prefecture. Most of the work involved cleaning hard-to-reachplaces and appliances both inside and outside the housing,a task that most residents are not able to perform regularly.
In cooperation with a regional NGO, the volunteers visited 40
residences, most occupied by the elderly. During their visits,
the volunteers heard many accounts of the disaster and its
aftermath, giving them an opportunity to learn anew about thetrials faced by residents and their progress toward recovery.

The most important mission of enterprises is the creation of value to contribute to the sustainable development ofsociety. Through its social contribution activities, both as an enterprise and as a good corporate citizen, DNP will
endeavor to utilize its management resources effectively and create value to address the challenges facing society.

Aiming for Social Contribution Activities
Representative of DNP
DNP established its Group Social Contribution Activities Policy
in 2007. This policy set forth five major activity themes representative of DNP’s commitment to society: environmental conservation, community engagement, encouragement of the next
generation, arts and culture, and humanitarian aid. Since thenwe have been promoting activities centering on these themes.
With respect to each theme, we consider what it is that so-ciety truly needs and what kind of contribution DNP can make,and review and enhance our activities accordingly. In this way,
we undertake to impart vigor to the activities of the Group as awhole. We see this approach as promotion of social contribution activities that are representative of DNP. The unifying elements of these efforts are TAIWA with society, sustainability, andemployee participation.

DNP Social Contribution Activity Policy

Resonance

TAIWA
with society

Programs
representativeof DNP

B
Individual
division andGroup company
programs

Information sharing and dissemination

Environmental Community Encouragement Arts andcultureconservation engagement of the next
generation

Five activity themes

Humanitarian
aid

3.

2.

Social Contribution Activities for Sustainable Social Development

A

1.

TAIWA
with society

4.

1.	Volunteers visited temporary housing in Ishinomaki on November 8
and 9, 2013. Afterward, they heard a talk by the head of the community association recounting his first-hand experience of the disaster.
2.	Ventilation fan cleaning. Cleaning locations high off the floor is especially difficult for elderly residents.

Participating employee’s view

Collaborating organization’s viewAs we were cleaning, we had achance to talk to the residents about
all kinds of things. Sometimes it
was hard to know what to say; eventhough the residents seemed cheerful, I realized that for them, full recovery is still far in the future.
Mayuko Abe, DNP Tohoku

During the visit by DNP volunteers, I
was able to observe their enthusiastic efforts to provide assistance, as
well as the gratitude felt by the residents and the heart-to-heart communication that took place between
volunteers and residents. This experience has something to teach eventhose of us who work in the affectedareas every day, and I would like to express my gratitude.
The residents in temporary housing will soon move to
public housing facilities. For many, this is an additionalsource of stress. Ahead of this move, both we local volunteers and the residents are looking forward to seeing
DNP volunteers here again in July.
Tomoharu Yamaguchi
Ishinomaki Revival Support Network (Yappesu)

Once again I realized I could only
make a small contribution, but I also
experienced the importance of sincere, face-to-face communication. I
also felt that for the affected areas,
recovery is just getting under way.
Yasuhiro Iizumi, Business Development Center

29

3.	Cleaning work included ventilation fans and air conditioner filters, as
shown, and application of mold inhibitor to tatami mats and of insulating coating to windows, etc.
4.	With temporary housing residents. Volunteers learned that mutual assistance is an important part of life in temporary housing complexes.

30Annual CSR Topics 3 Social Contribution Activities

Major Efforts in FY2013/14 B DNP Digitalcom

Major Efforts in FY2013/14 B DNP Chubu

Community engagement, international engagement

Environmental conservation

Supporting Education for Children
in Developing Nations
Since 2009, DNP Digitalcom has been supporting the NPO
Room to Read, which is working to provide children in developing nations with quality education. DNP Digitalcom’s Hachidori-no-Hitoshizuku Project is another effort to contributeour strength to society as a trusted corporate citizen, and as

Environmental Conservation Activities
in Concert with Local Communities

one of these activities, we created the website for Room to
Read. This was the beginning of our support efforts for thisNPO. In addition to contributing books that generate funds
for Room to Read, in FY2013/14 we conducted an information gathering visit to Nepal, one of the beneficiary countries.

To support the development of a sustainable society, DNP
Chubu is active in protecting the global environment, which
is a prerequisite to such development. As a manufacturing
company, we not only plan to upgrade and enhance theseenvironmental conservation activities, but believe that collaborating with local communities to share the significanceHolding Workshops a Year
Preceding the UNESCO World
Conference on ESD*

1.

2.

1. 693 used books were donated during FY2013/14.
2.	R eviewing books for classroom use. Room to Read creates schoolbooks that are suited to the local culture, using local authors and illustra-

3.
tors. This makes it easy for children to enter into the world of reading.
3. A lesson in Kathmandu.

In November and December 2013, in an event marking one
year before the UNESCO World Conference on ESD (Education for Sustainable Development), scheduled to be heldin 2014, DNP Chubu hosted environmental workshops in
Owari and Mikawa, Aichi Prefecture. The workshops included hands-on experience with printing as well as paper
craft model-making of the endangered Chinese Windmill
butterfly, themed to biodiversity at DNP Chubu’s businesssite, where the butterfly is protected. Many families participated in the workshops throughout the event period andlearned about the importance of biodiversity.
*Planned to be held in October 2014 in Aichi Prefecture

DNP Digitalcom’s “Hachidori-no-Hitoshizuku Project”
DNP Digitalcom aims to contribute to the development of society by returning the knowhow accumulated through its business activities to awide range of stakeholders. Our Hachidori-no-Hitoshizuku (the Hummingbird and the Water Drop) Project, launched in 2009, is an expression of this joint commitment by labor and management. The concept for this project is based on a folk talk from the Andes, as introduced,
for example, in a best-selling book.* Although each person may only be capable of a small contribution, it is still very important for each to
do his or her part. During FY2013/14, 622 employees participated in project activities spanning four themes. In addition to the educationrelated efforts already noted, volunteers participated in lectures for the elderly on how to utilize the Internet, sponsored by the Silver University in Shinagawa, where DNP Digitalcom is located. Other social contribution themes included internships for junior high school students.
*Kurikindi, a Golden Bird (Shin’ichi Tsuji, Kobunsha Co., Ltd., 2005)

31

Employee’s view

Collaborating organization’s view

DNP Digitalcom has been supporting Room to Read for five years
now. This support has been ongoing since the Hachidori-no-Hitoshizuku Project was initiated, and as aresult of regular participation, manyof our employees are firm supporters of this activity. Donating books
to generate funds for education in developing nations
provides children with greater learning opportunities,
and the benefits they receive last their entire lives. For
the future, we plan to further consider what sort of support we can best provide as an enterprise, and maintainour activities on an ongoing basis.
Takuya Hiramoto
Solution Planning Division, DNP Digitalcom Co., Ltd.

The books donated by the employees of DNP Digitalcom generate
funds that are used for elementary
school libraries in rural Nepal. The
colorful books written in the Nepalese language that are found inthese libraries generate curiosity
among children and help them findtheir own dreams for the future. In addition, the Room
to Read website created with support from the Hachidori-no-Hitoshizuku Project receives more visits every
year and is a key asset in propagating our activities inJapan. We are really appreciative of the help!
Reiko Imao
Room to Read Japanof those activities will further increase their effectiveness. To
leave a planet blessed in natural abundance to the next generation, DNP Chubu is deepening its education and communication relating to environmental conservation in collaboration with local communities, centering on Education for
Sustainable Development (ESD).

Participation in Shonai River Adoption,
Holding Environmental Workshops at
Local Elementary Schools
Shonai River Adoption activities are aimed at creating abetter riverine environment and a Shonai River that residents can be proud of. With support from the Shonai Riverine Office of the Ministry of Land, Infrastructure, Transport,
and Tourism, residents and enterprises situated near theriver collaborate in a self-managed way to protect the environment. Since 2011, DNP Chubu, DNP Trading, and DNP
Logistics have participated in Shonai River reed trimming
activities. In 2013, we produced graduation certificatesprinted on paper made from these reeds for Tochi Elementary School, whose students take part in these reed trimming activities. We also held workshops at the school todemonstrate how
reeds contributeto riverine water
quality.

1.

3.

1. 2. In the sessions involving paper
craft model-making of the Chinese
Windmill butter fly, painting their 2.
models to create their own original
butterfly proved highly popular with participants.

3.	Trimming reeds by the Shonai River
4.	Tochi Elementary School workshop
on how reeds promote water
quality

4.

Employee’s view

Collaborating organization’s view

DNP Chubu’s environmental protection activities are carried out aspart of being a corporate citizen,
and we are working with local communities and related organizations
to cultivate people with the capacity to support a sustainable society.
We believe that by working throughour business to mitigate global warming, reduce industrial waste, and preserve biodiversity, and implementing
related programs, our employees can contribute directly to the future of the planet and the next generation in
ways that are characteristic of our company.

DNP Chubu is hosting truly wonderful workshops that take up themes such as preservation of biodiversity, species endangerment,
and water purification—challenges that are
somewhat difficult to grasp yet have direct
relevance to our daily lives—and make themfascinating to children and adults alike. DNP’s
use of paper as a workshop material is uniqueand characteristic of a printing company. In the future, I hope to see
DNP introduce their environmentally conscious technologies and manufacturing processes, as well as initiatives relating to sustainability, intheir workshops so as to inform as many people as possible that business entities, in collaboration with local communities, are operating inconsideration of the future of the planet and our children. Because that
future is something we all must build, I look forward to further efforts
by DNP Chubu that combine their business activities with CSR work.
Yoko Shinkai
Environmental Partnership Office Chubu, Ministry of the Environment

Toshiaki Yatsuhashi
CSR Group, General Affairs Dept., DNP Chubu

32Third Party Opinion

A Message from the CSR Committee Chairman

Kunikazu
Akishige

One Akiyama
President,
Integrex Inc.

CSR Committee
Chairman,Managing Director

1. Positives

a timely flow of information to stakeholders and otherAs it did last year, the Top Message from the president

interested parties.

opens this year’s DNP CSR Report with a clear outline

The Annual CSR Topics section of the report out-of the DNP Group’s aims, and the activities it is cur-lines selected major areas of activity during the year.

rently engaged in to realize them. One clearly senses

The content, which is of deep interest, includes DNP’s

the strong commitment of DNP’s senior management

efforts to lessen the environmental impact of its entire

to achieving these aims. The next section, CSR at DNP,

global supply chain; the development of environmen-

follows up the message with a clear exposition of thetally conscious products and services in collaboration

Group’s basic aims, the structures it will use to achievewith client businesses; efforts to harmonize its interna-them, and how, through practical implementation, DNP

tional operations with local cultures and customs; andwill realize enterprise growth and a sustainable society.

with an eye to DNP’s distinguishing characteristics, so-

The implementation of the principal themes of DNP’scial contribution activities being promoted by individual

CSR activities is founded on DNP’s Three Corporate

divisions and the Group companies.

Responsibilities. It is highly praiseworthy that their CSR
efforts focus on implementation.

2. Hopes for DNP’s future

The Special Feature focuses on DNP’s efforts to

The degree of commitment DNP will require to realize its

generate innovation among employees and within theManagement Concept will be no less than the commit-

organization, by whom “Today’s Innovation is Tomor-

ment it will need if it hopes to successfully promote its

row’s Basic” is materialized. Through the adoption of abusiness and achieve its objectives in a highly competi-companywide Mentorship Program to drive workstyle

tive environment. It is because of this strength of com-innovation, the Work-Life Blend Project developed bymitment to realizing the Management Concept that theeach division, the creation of communication contexts

decisions and directives issued by senior management

to actively incorporate consumer and social perspec-

will greatly influence employees throughout the orga-

tives, the creation of structures to facilitate Group syn-nization, and the congruence between what the com-ergy on a global scale, and other steady efforts, DNP ispany and management are saying on the one hand, andworking to evolve the foundation to realize its Manage-

what they are doing on the other. When these factors

ment Concept into something quite creative in nature.

are present, employees have greater trust in the com-

One can see clearly how the Group is committed topany, and this, it can be said, will generate the specificmaking its Management Concept a reality.

operational improvements and innovation required to

The report presents a clearly summarized, PDCAstyle table of progress made during the previous year

realize the goals implied by “Today’s Innovation is To-

I would like to extend my sincere appreciation to
One Akiyama for once again providing a very insightful third-party opinion on the DNP Group’s
CSR Report 2014.
This year’s Special Feature deals with thevarious goals DNP is pursuing in line with its
ideal, “Today’s Innovation is Tomorrow’s Basic.”
This year in particular, as an effort to realize theManagement Concept of contributing to theemergently evolving society of the 21st century,
we focused on innovating our organizational
management and employee workstyles. In essence, we are adopting the CSR viewpoint toredefine what an organization that exists to carry out business activities should look like.
In reviewing the Special Feature, Ms. Akiyama highly evaluated DNP’s degree of commitment to realizing its goals, and noted that
we presented a clear exposition of the Group’s
basic aims, the structures it will use to achievethem, and how, through practical implementation, DNP will achieve enterprise growth and asustainable society. At the same time, she notesthat a considerable degree of commitment andresolve will be necessary if DNP is to make Tomorrow’s Basic and its Management Concept
a reality.
Indeed, it is only when trust underpins therelationships between company, management,
and employees that specific operational im-

provements and innovation become possible.
Along with my gratitude for this invaluable opinion, I would like us to bear this in mind when
conducting future activities to steadily implement innovation.
Today, DNP faces a pressing need to adopt a
more consumer-focused perspective as well asa solution-oriented business approach, due tothe increasing internationalization of its businessactivities and its entry into BtoC businesses. As
we noted in last year’s Special Feature section,
grasping the challenges facing society and creating businesses to deal with those problems
is itself a DNP CSR activity. We hope DNP canbecome a more reliably sustainable enterpriseby unifying our core business activities with thepeople and organizations, as well as the efforts,that support our business.
Furthermore, since 2013 we have carriedout our CSR-related communication throughthis annual CSR Report and more detailed,frequently-updated information on our corporate website. The website offers an information
database and contains all the information that
we believe requires disclosure. In addition tothis, we are disseminating information for which
there is an especial stakeholder need through avariety of channels. We hope that all stakeholders and other interested parties will avail themselves of these information resources.

The Japanese print edition of the DNP Group CSR Report 2014 has been certified with the following marks as a print document showing
consideration for the environment and universal design.
This printed document issuitable for recycling into
print-quality paper.
Paper

FSC-certified paper, forest thinning support
paper (Forest Neighborhood Association)
Forest Neighborhood Association A2 matte
FSC-certified MX (Mitsubishi Paper Mills Limited)

The PDF file of this report was produced
using the data from the certified
document printed on certified paper.

Used in: printing ink

No.090010

Printing
Filmless system using CTP output
platesBinding

Perfect binding using recyclable hot melt
adhesive
Spine glue: Asahimelt RP5200(made by Asahi Chemical Synthetic Co., Ltd.)Side glue: Asahimelt RPS310(made by Asahi Chemical Synthetic Co., Ltd.)

Ink

This report is printed on paper
made from forest thinnings to
help promote healthy forests andencourage greater use ofthinnings as a material.

DNP annually purchases 1.15
million kWh in green power.
This report took 2,600 kWhof electricity to print and bind,which was generated using
natural energy sources.

Compliant with Color Universal Design
This report has been recognized by the Color Universal
Design Organization as having a design whose colors
have been chosen to be easily perceptible by the majority of people.

Ink which does not interfere with recycling: NS
PVF K (DIC Graphics Corporation)

morrow’s Basic.”

with respect to each principal theme (CSR Management

As DNP’s employees unite to realize the goals em-

Report), including mid-range targets. Further details arebodied in “Today’s Innovation is Tomorrow’s Basic” andmade available on the corporate website. Information

the Management Concept of contributing to the emer-on the website is updated continuously, which enables

gently evolving society of the 21st century, their com-

DNP to implement their activities steadily while ensuring

mitment to these ideals will truly be tested.

The CSR Report carbon footprint has been calculated and indicated, and will be offset.
The Carbon Footprint of Products (CFP) mark indicates the total amount of greenhouse gas (converted to amount of CO2) emitted in
the entire lifecycle of this CSR Report, from materials procurement to disposal and recycling. The calculated CFP amount (370 grams
per printed report) is fully offset by carbon credits for a net zero footprint, earning it the Acorn Mark.

33

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