DNP Group CSR Report 2009

Top Message

Gaining Society’s Trust
by Deepening TAIWA
The effects of the US financial crisis rippled throughout thestructures, and I believe that the taking of a more prominent

global economy in the latter half of 2008. The Japaneserole in society is the starting point of DNP’s CSR.

economy was also hit hard, causing sudden decreases in demand across many sectors and deepening the economic

The Hokkaido Toyako Summit held in June 2008 was the

slump. While we remain concerned about the possible pro-stage for discussions of responses to the issue of climate

traction of this situation, at the same time the current crisischange and the roles to be played by each country. The

appears to be bringing about a transformation of the overall

course toward the goal of achieving a low-carbon societysocial framework, which will usher in a new kind of economic

was set. Next, the COP15 United Nations Climate Change

cycle different from that experienced up to now- what is re-

Conference is to be held in December 2009 with the goal offerred to as a “paradigm shift.”

establishing a new framework to be employed beginning inWhile DNP continues as ever to strive to use our unique

2013, by which time the period covered by the Kyoto Proto-

technologies and know-how in our P&I Solutions efforts to re-col will have expired. International organizations, countries,

solve issues faced by our customers and to create new values,

regional governments, corporations, and even individuals

I believe that we must assume an even more prominent role inwill each be called upon to engage in sincere efforts withinsuch times of intense change. This report introduces DNP’s ev-

the new framework for addressing this global environmental

er-widening application of printing technology in fields that at

issue.

first glance might seem to have no connection to printing, such

Firming up one’s own environmental policies is an impor-

as energy and life science. DNP will continue to use the tech-tant first step toward ensuring a smooth response to

nologies and know-how developed over many years in manyenvironmental issues, and DNP is working hard to gain signifi-

more areas as well. In fact I believe that there is no limit to thecant results while continually revising the targets of ourfields in which we can play a useful role.

1efforts. We are moving forward with per-unit CO2 emissions

One of the most important aspects of creating strategies

controls as well as management aimed at reducing total emis-

for addressing new issues faced by society is TAIWA (Japa-

sions in our efforts to prevent global warming. We continued

nese for “dialogue”). TAIWA is indispensable to gaining a firm

to make progress during the past fiscal year in making theunderstanding of what our wide variety of stakeholders, in-switch from oil to fuels such as city gas and LNG (liquid natu-

cluding customers and consumers, find unsatisfactory, as wellral gas). This switch promises great results in reducing ouras of what they desire. Deeper TAIWA in all of our company’s

CO2 emissions volume.

internal processes is the key to issue resolution. TAIWA en-

While we continue to seek to reduce VOCs as part of ourables us to offer solutions corresponding to new social

efforts to cut chemical substance emissions, henceforth ever-President

stricter controls on toxic substances in products will be

employee to use time resources efficiently, and to create a full

required through REACH and other programs. Therefore, thework/life balance.

management of chemical substances throughout the entire

We are also emphasizing diversity, as represented by our

supply chain is necessary. It is against a backdrop of such“Female Employee Active Support.” Diversity efforts encour-concerns that DNP has been pouring efforts into CSR Pro-age employees to respect each other’s values, and to work

curement, which we inaugurated in 2006.

together to improve work results, maximizing the efforts of

DNP has sought to resolve environmental issues not only

each individual employee. In addition, we believe that an or-by the management of our production processes, but also by

ganization made up of an active, diverse workforce is capableemphasizing the development of businesses and productsof responding more quickly to changes in society.

that contribute to environmental impact reduction. DNP has
long been involved in energy-related businesses, such as the

DNP established the Corporate Ethics Committee and enacted

development of promising reusable energy technologies suchthe DNP Group Corporate Pledge in 1992. We have continued

as photovoltaic cells. In January 2009 we expanded our in-

to work hard to create compliance awareness in our employ-

volvement in this field by inaugurating our Energy Systems

ees. While compliance is generally understood to mean legal

Operations. In addition, we are engaged in developing andcompliance, we see the upholding of laws and regulations as aoffering environmentally conscious products in the majority ofgiven, and therefore take compliance to also include gaining

our business segments.

trust by meeting the expectations of society.
The Financial Instruments and Exchange Law passed in

I believe there is nothing more important to creating new val-

2008 requires that all listed companies prepare and file anue in response to changes in the work environment than the“Internal Control Report.” In 2005, DNP inaugurated our Proj-

establishment of an energetic, open workplace in which em-

ect Team for the creation of an internal control system based

ployees can exchange ideas freely and actively take on new

on our efforts thus far, after which we proceeded to set up

challenges. DNP is currently working to change employee

and improve such a system. Our internal control system had

work habits from the ground up, making the transformation toits first test run in March 2008, and began full operations thea way of working that is more highly efficient, productive, andfollowing April.

self-directed than before. DNP is striving to apply this trans-

DNP will continue to conduct all of our operational pro-formation to all DNP Group employees, so that we can realize

cesses sincerely and with full accountability, so as to meetboth the sustainable development of the Group and rich, re-our goal of remaining a highly transparent company thatwarding lives for our employees. Our goal is for eachearns the trust of society.

DNP Group CSR Report 2009

2

DNP Corporate Profile (as of March 31, 2009)
Company Name
Head Office

Dai Nippon Printing Co., Ltd.

Established

October 1876

Capital114.464 billion yen

1-1, Ichigaya-Kagacho 1-chome

Employees

9,852 (Non-consolidated) 40,317 (Consolidated)

Shinjuku-ku, Tokyo 162-8001, Japan

Sales Office

52 locations in Japan

Tel: +81-3-3266-2111

21 locations overseas (including local affiliates)

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

Main Plants

E-mail: info@mail.dnp.co.jp

58 domestic plants
9 overseas plants (including affiliates)

R&D Facilities

14 locations in Japan

Editorial Policy
The matters discussed in this Report are arranged according to two categories, “Matters of Importance to Society” and “Mattersof Importance to DNP.” The Report focuses on matters of strong importance both to society and to DNP. Please refer to our website(http://www.dnp.co.jp/eng/csr) for related information not contained in this report•Opinions and requests expressedby readers of the 2008 report•10 question categories in the
CSR Survey executed by media
organizations and others * andSRI (Socially Responsible Investment)•The 10 Principles of the UN
Global Compact•Social issues comprising theframework of ISO26000 (pending)•Social issues listed in the GRI
Guideline[Matters of Importance to Society]We examined the following inmaking our selection:

Report Categories

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

DNP Management Concept/Vision for the 21st Century andthe DNP Group Code of conduct

P7-11

Communication with stakeholders

P12

Corporate governanceP13-14

Business contributing to the resolution of social issues

P21-28Compliance with laws and social ethics

P29-30Information security and personal information protection

P31-32

Promotion of social responsibility in the supply chain

P33

Proper disclosure of information

P34

Realization of a ‘universal society’P35-36

Ensuring the safety and quality of our products and services

P37-38Creating a vibrant workplace

P39-46Social contribution as a corporate citizen

P47-51

Environmental conservation and realizing a sustainable society

P52-71*Sustainable Asset Management, Ethical Investment Research Services, Carbon Disclosure Project, Center for Public Resources Development, The Japan
Research Institute, Limited, The Good Bankers Co., Ltd., Integrex Inc., Mitsubishi UFJ Research and Consulting Co., Ltd., Nikkei Inc.

With the goal of ensuring objectivity in the evaluation of our activities, we have enlisted the comments of Co-Chair Saburo Katoof the Japan Association of Environment and Society for the 21st Century concerning the content of this Report. In addition, we
have elicited stakeholder comments concerning individual matters.
We have sought to provide a clearer picture of these activities by including the words of those actually in charge of the various efforts.
To ensure the reliability of the information in our “Environmental Performance” section, we submitted it to a third-party review
conducted by the Ernst & Young ShinNihon Sustainability Institute Co., Ltd. Also, the report was granted the Environmental Report
Assurance and Registration Mark according to the “Environmental Report Assurance and Registration Mark Standards” establishedby the Association of Assurance Organizations for Sustainability Information.
In compiling this report, we have referred to the Global Reporting Initiative’s “Sustainability Reporting Guidelines Version 3.0”
and the Japanese Ministry of the Environment's “Environmental Reporting Guidelines (2007 edition),” and have sought to disclose
the important environmental data necessary to environmental report certification.

[Period covered by this report]
This report focuses on the period from April 1, 2008 through March 31, 2009. In some instances, the reporting of information about
important items not occurring within that period may also be included.
[Divisions covered]This report covers the CSR efforts of all companies and divisions in the DNP Group. The data in the environmental section is compiled
from a total of 60 sites in 46 of the companies included in the Group’s consolidated financial accounting, including all 44 of our domestic
manufacturing companies, one distribution company, one in-company food service company, and one equity method affiliate.

3

DNP Group CSR Report 2009

CONTENTS

Viewing Data on Our Website
http://www.dnp.co.jp/csr/2009/35e.pdf

Click here for related information

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

1

Top Message

3

DNP Corporate Profile/Editorial Policy

5

DNP Group Operations
Financial Data

Web

Segment Results

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

DNP Universal Design

We provide URLs for special homepages created for report items.

7

DNP Group CSR
Our Fundamental CSR Philosophy
Corporate GovernancePDF-format Reports

Printed Reports

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

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

15

Results/Goals

19

FY2008 Awards & Evaluations

20

The DNP Group’s CSR Efforts

21

Contributing to the Development ofSociety through our BusinessSpecial Report
DNP’s Printing Technologies:
Contributing to a Sustainable Society
Clean Energy

About the CoverI am ashamed to admit that this was the first
I’d heard that “CSR” is the abbreviation for“Corporate Social Responsibility.” It is vitalthat companies seek not only to make profits,
but also to uphold their social responsibilities.
Still, I found it very difficult to come up with avisualization of the concept of “responsibility.”
After a lot of agonizing, I came up with the visual effect of the “C” in “Corporate” kindly
sheltering the “SR,” which conveys the desirethat companies always extend a helping
hand toward society. I’m hoping this causes
people to take interest and pick up a copy ofthis report.

Kenjiro Sano, Art Director
Does advertising design, character design, and product development in Japan andabroad. Major projects include “The Collagen” promotion for the cosmetics manufacturer Shiseido Co., Ltd., the “LISMO” promotion for telecommunications carrier KDDI Inc.,a package design for food manufacturer Mizkan Group Corp.’s “Torotto” brand of fermented soybeans (natto), and a Rolling Stones T-shirt design.
www.mr-design.jp

Life Science29

Compliance with the Law and Societal Ethics

31

Ensuring Information Security

33

Promoting Social Responsibility throughthe Supply Chain

34

Proper Disclosure of Information

35

Realization of a ‘Universal Society’37

Ensuring the Safety and Quality of our Products
and Services

39

Respect for Human Dignity and Diversity

41

Realization of a Safe and Vibrant Workplace

47

Social Contribution as a Good Corporate Citizen

52

Environmental Conservation and the Realizationof a Sustainable Society
Environmental Controls throughManagement Systems
Chart: FY2008 Targets and Results
Global Warming Prevention Efforts
Efforts to Reduce Environmental Pollutants
Building a Recycling Society
Activities at Overseas Bases
Independent Review Report Comments
by an Independent Institution

73

Third Party Opinion

DNP Group CSR Report 2009

4

DNP Group Operations

Financial Data (FY ending March 2009)
The business of the DNP Group is made up of our Printing

In addition to developing our business and offering products and services corresponding to customer needs, in

Operations and Beverages Operations.
Printing encompasses a wide range of operations. These

FY2008 we made Group-wide efforts to reduce costs throughinclude the Information Communication segment, made up

our "Production 21" activities, working hard to maintain ourof operations such as publishing/commercial printing, Smartbusiness results.

cards, and network businesses; the Lifestyle and Industrial

As a result, consolidated sales for the term were ¥1,584.8

Supplies segment, which includes packaging, decorative ma-billion, with consolidated revenues of ¥46.1 billion andterials, information media supplies and industrial supplies; andconsolidated profits of ¥47.3 billion. As a result of losses due

the Electronics segment, which includes display components

to the impairment of fixed assets of ¥50.6 billion, mainly inand electronics devices.

the Electronics Segment, and losses from the devaluation

Beverages operations involve the production and marketing of Coca-Cola and juices, mainly through Hokkaido Coca-of investments in securities of ¥13.6 billion, the DNP Groupbooked a consolidated term net loss of ¥20.9 billion.

Cola Bottling.
At the base of our printing operations lies the vision of P&I

DNP Group's Consolidated Business Results (FY ending March 2009)

Solutions. DNP is working to provide customers with solutions

Net sales

combining the printing technologies it has cultivated since

Net operating Income¥46.1 billion (down 47.0% over the previous term)

its founding with the information technologies that have ad-

Ordinary Income¥47.3 billion (down 45.2% over the previous term)

vanced so rapidly in recent years.

Net loss-¥20.9 billion (Prior term net profit of ¥45.1 billion)

Net Sales(Yen billions)¥1,584.8 billion (down 1.9% over the previous term)

Operating Income

02004

1,424.9

2005

1,507.5

2006

2008

2004

120.5

2005

120.6

2006

1,557.8

2007

1,616.0

2007

1,584.8

2008

Ordinary Income(Yen billions)

96.1
87.1
46.1

Net Income (loss)

0
120.4

2005

124.7

2006

59.9

2005

65.1
54.8

2007

86.5

2008

2004

2006

101.3

2007

2008

47.3

45.1
-20.9

Net Assets/ROE*

Total Assets/ROA*
Bar chart: Total Assets (Yen billions)

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

Line chart: ROE (%)

0

0
2004

7.7

2005

7.6
6.0

2006

5.2

2007
3.0

*ROA is calculated using recurring profits.
*ROE is calculated using current net profits.

5(Yen billions)

0

2004

2008

(Yen billions)

0

2004

6.0

1,007.9

1,662.3

2005

6.3

1,063.3

1,700.2

2006

5.1

2007

4.4

1,600.1

1,601.1
1,536.5

2008

-2.2

1,099.4
1,040.1
940.0

Segment Results (FY ending March 2009)
Sales distribution

Operating Income distribution

Beverages 4.5%

Beverages 0.6%
Electronics 4.7%

Electronics

16.0%
45.0%

Lifestyle and Industrial
Supplies

Information Communication

Lifestyle and Industrial
Supplies

36.5%

58.2%

Information Communication

34.5%

Information Communication

Net sales

Books and periodicals: Magazines, books, etc.
Commercial printing: Catalogs, pamphlets, posters, flyers, POP, event plans, etc.
Business forms: Passbooks, various types of cards, IPS (Contract service for personal printing and sending
through data entry), etc.

2004
2005
2006
2007

Personal mailPortable electronic book

Embossed hologram

Smart cards

2008

Lifestyle and Industrial Supplies
2004

Printing

2005
2006
2007

Self service digital print Color photographic
system, “Print Rush”
paper

640.6
49.3
662.4
51.0
668.8
50.9
679.8
43.0
718.4
31.6

Net sales

Packaging: Container packaging materials and sterile filling systems for food, beverage, confectionery, daily necessities, medical and other products
Lifestyle Materials: Exterior and interior finishing material for homes, furniture, etc.; decorative sheet metal; etc.
Industrial supplies: Optical film for displays, printer ink ribbons, bar code ink ribbons, color printer paper, etc.

Japanese space
food packaging

Interior materials

Printer ink ribbons

2008Electronics
2004
2005
2006
2007
Printed wiring board

LCD Color filters

Photovoltaic module

Photomasks

2008

Beverages

449.9
479.9
37.5
532.7
36.2
555.7
31.8
551.8
19.9

2004

Beverages

2005
2006
2007
Hokkaido Coca-Cola Bottling

Beverage products

2008

Operating Income (Yen billions)

269.6
39.6
296.7
37.8
291.9
14.8
322.3
19.8
255.9
2.5
Net sales

Production and marketing of beverages through Hokkaido Coca-Cola Bottling.

Operating Income (Yen billions)36.0

Net sales

Display Products: Color filters for LCD displays, components for organic electroluminescence displays, etc.
Electronic devices: Semiconductor photomasks, lead frames, package substrate, MEMS products, etc.

Operating Income (Yen billions)Operating Income (Yen billions)

72.9
1.6
76.4
0.2
74.1
0.6
73.4
1.3
71.7
0.3

DNP Group CSR Report 2009

6

DNP Group CSR

Our Fundamental CSR Philosophy

To Remain a Trusted Company
DNP was founded as “Shueisha,” in 1876.
As the first full-scale printing company in Japan, Shueisha sought to make Western literature widely available in Japan through its
printing business.
The Shueisha company regulations state that the company’s business is the “development of business for civilization.”
This expression of the desire to contribute to the development of society by conducting business which contributes to themodernization of Japan is indeed our founding concept.
This desire was handed down to those who followed at DNP, and we have kept it alive over the more than 130 years since ourfounding.
The desire to contribute to society is inherent in the “DNP Group Vision for the 21st Century,” and has become the fundamental
philosophy of DNP’s CSR efforts as we venture into the 21st Century.

Contributing to the Development of Society through Our Business
DNP’s mission since its founding has been to contribute to the development of society through our business. Founded in 1876, DNP immediately began using metallic
letterpress printing, which was the leading-edge printing technology at that time, toprint books and magazines, taking on the important task of introducing new culture
to Japan as it entered a period of historic change. The Shueitai type produced andsold by the company at that time became the indispensable typeface for books andmagazines, and supported the publishing business. The Shueitai type continued tobe revised and improved to befit the times, and has become popular through its use
over many years in improving the quality of publications. Shueitai continues to be
used at present as a digital font.

7

The Starting Point for DNP Group CSR
The Three Corporate Responsibilities

Finally, the third vital corporate responsibility is “accountability.” The DNP Group seeks to fulfill this responsibility by

We at the DNP Group believe that the most important of theencouraging all employees to engage in TAIWA with stake-responsibilities of a corporation to society is “providing value

holders during the course of their regular duties. Moreover,to society.” We must make a connection between the offering

the DNP Group provides accurate information to stakeholders

of products and services necessary to the sustainable devel-

as a matter of course.

opment of a society and the growth of the company. The DNPGroup fulfills this primary responsibility by finding solutions to
the issues confronted by our customers and society throughthe promotion of our P&I Solutions Business Vision.
Next is the corporate responsibility for fairness and impartiality in value creation processes. No matter how superior
or useful to society the value produced is, value is compromised if, for example, environmental damage occurs during
the value creation process or laws are broken. Therefore, the
DNP Group seeks to fulfill this responsibility by ensuring that
all employees “always conduct business with integrity” in accordance with the DNP Group Code of Conduct.

So as to Continue Being a Trusted Company
CSR (Corporate Social Responsibility) is generally definedas “the responsibilities of a corporation to society,” but we at
the DNP Group go further, viewing CSR as “being a company
that is trusted by society.”
By simultaneously meeting the three vital corporate responsibilities – “Value Creation,” “Integrity In Conduct,” and“Transparency (Accountability)” – we seek to continue being atrusted company.

Creating New Value through “Expansion Printing”
DNP has continuously contributed to the development of society by offering value. A
major impetus for great strides in development was our entry into a variety of otherfields in the 1950’s through “expansion printing,” when we expanded the applicationof the book and magazine printing technologies developed since our founding to thecreation of other products vital to people’s lives, such as packaging, interior materials, and electronics parts. Suchproducts contribute to the wealth of society, and nowadays people use them as a matter of course.
The 21st Century DNP Group seeks to work from its “expansion printing” foundation to synthesize printing andinformation technologies and put our expertise and know-how to use in providing solutions across a variety of industries. This enables DNP to remain a company that earns society’s trust by offering solutions that provide newvalues to the emergently evolving 21st Century society.

DNP Group CSR Report 20098

DNP Group CSR

Our Fundamental CSR Philosophy
We contribute to the sustainable development of the emergently evolving society bycreating new values through our P&I Solutions Business Vision.

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

Management Concept

Principles, and is an expression of our basic philosophyof co-existence and co-development with society and theenvironment.
Our Management Concept is the DNP Group’s social mis-

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

sion, and is an expression of the most important value heldby all DNP employees. Our Business Vision and Guiding
Principles provide direction for the business and employee
conduct that will enable us to make our Management Concept

We believe that the 21st Century society is an emergently
evolving society in which there is a diversity of values helda reality.
The DNP Group Code of Conduct establishes the behav-

by individuals, with the synthesis of these diverse values

ioral standards for all activities undertaken in realizing ourin turn creating new values. The DNP Group approach isManagement Concept. The Code is intended to ensure thatbased on our recognition that the emergently evolving so-

all employees conduct themselves with integrity at all times.

ciety is itself leading to a better society for the humanrace, and therefore our Management Concept is foundedon contributing to the emergently evolving society.
Our Management Concept represents the most impor-Management
concepttant core value shared by all DNP Group employees, andrepresents the social mission which we must fulfill as agood corporate citizen. We therefore seek to fulfill our social responsibilities by quickly ascertaining the changes
taking place in an emergently evolving society characterized by a diversity of values, clarifying the wide variety ofBusiness Vision

Guiding Principles<P&I Solutions><Five Principles>
Concept Phrase<P&I Solutions DNP>

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

9issues faced by our customers, consumers, and society,and seeking to find solutions to those issues.

Business Vision

Guiding Principles
The “Five Principles” establish the standards for behavior

P&I Solutionsof each DNP Group employee as they work to realize our

We will identify and solve the problems and issues that consumers andBusiness Vision and contribute to the emergently evolving

corporate clients face within the emergently evolving society by fusing ourPrinting Technologies (PT) and Information Technology (IT)society.
1. Engage in TAIWA with all persons concerned

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

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

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

3. Challenge courageously, even in the face ofdifficult issues

evolving society.

Emergently evolving society

4. Act with integrity, fairness, and impartiality, at all times

Creating New
Value

Information
technologies (IT)Printing
technologies (PT)As professionals, the expectation and confidence entrusted
upon us are proportionate to the level of difficulty of a problem or issue. Therefore, we should approach problems andissues with a spirit of challenge and courage, which will
enhance our professional skills all the more.

P&I Solutions

Knowledge, Experience, Skill, Know-how

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

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

DNP Group CSR Report 200910

DNP Group CSR

Our Fundamental CSR Philosophy
We seek to maintain society’s trust by always conducting business with integrity,in accordance with the DNP Group Code of Conduct

DNP Group Code of Conduct

Related information

The DNP Group has established the DNP Group Code ofEndorsement of the Global Compact

Conduct as the set of principles upon which our efforts toward

The DNP Group announced its endorsement of the United

realizing our Management Concept are based. The Code of

Nations Global Compact (GC) in July 2006.

Conduct is founded upon strong ethical principles in accor-

The GC covers 10 principles in four categories: Humandance with our own rules as well as the law of the land, and is

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

built around themes we consider to be of mutual importance

Corporations endorsing the GC engage in voluntary efforts toto both the DNP Group and society as a whole. The conductadvance these 10 principles, with the goal of achieving a soci-of business with integrity at all times in accordance with thisety capable of sustainable growth. We are working to enhance

Code of Conduct is the foundation of our CSR activities.

our image as an honest company by promoting the 10 principles of the GC in tandem with our DNP Group Code of Conduct.

DNP Group Code of Conduct

The 10 Principles of the UN Global Compact

Contributing to the development of society
Social contribution as a good corporate citizen
Compliance with the law and social ethics
Respect for human dignity and diversity
Environmental conservation and the realizationof a recycling-oriented society
Realization of a ‘universal society’
Ensuring the safety and quality of our products
and services
Ensuring information security
Proper disclosure of information

Click here for related information

Principle 1:

Businesses should support and respect the protection ofinternationally proclaimed human rights; andPrinciple 2:

make sure that they are not complicit in human rights abuses.

Labor
Principle 3:

Businesses should uphold the freedom of association and theeffective recognition of the right to collective bargaining;

Principle 4:

the elimination of all forms of forced and compulsory labour;

Principle 5:

the effective abolition of child labor; andPrinciple 6:

the elimination of discrimination in respect of employment andoccupation.  

Environment
Principle 7:

Businesses are asked to support a precautionary approach toenvironmental challenges;

Principle 8:

undertake initiatives to promote greater environmental
responsibility; andPrinciple 9:

encourage the development and diffusion of environmentallyfriendly technologies.

AntiCorruption

Realization of a safe and vibrant workplace

11

Human
Rightshttp://www.dnp.co.jp/csr/2009/11e.pdf

Principle 10:

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

For Corporate Transparency

Related information

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

daily interactions with our stakeholders. By doing so they fulfill

ing a relationship of trust with our shareholders, customers,

our duty of accountability and improve the transparency of

employees, trading partners, regional communities, and other

DNP activities, which helps us achieve our goal of remaining

stakeholders. We emphasize that our employees must learn

a trusted company.

the opinions of stakeholders by engaging in real TAIWA, andDNP Group Stakeholders• Corporate value improvement• Information disclosure

Customers(consumers)

Shareholders

TAIWA

TAIWA

Employees
TAIWA• Discover latent issues/
Offer solutions

TAIWA

DNP
Employees

Nurturing an
emergently evolving
corporate culture
through dialogue

TAIWA
TAIWA

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

Employees

Working toward a sustainable
society and environment

TAIWA

Employees

TAIWA

Trading
partners

Regional
communities• Taxation and employment• Development of local communities• Resolution of common issues

Examples of Stakeholder Communications

DNP Report(for shareholders)Annual Report

Factory visit

Graphic Design Annual

DNP NEWS CHANNEL
Homepage(to be renovated July 1,
2009)

Click here for related information

http://www.dnp.co.jp/csr/2009/12e.pdf

DNP Group CSR Report 200912

DNP Group CSR

Corporate GovernanceWe strive for comprehensive corporate governance so as to be trusted
by our stakeholders.

Our Basic Philosophy
The DNP Group believes that the strengthening of our corporate

Meetings the corporate officers engage in close dialogue withgovernance is a management issue of major importance inthe directors, which allows for the opinions of those involved

fulfilling our social responsibility as a 21st century emergently

with the actual worksites to be reflected in decision-making.

evolving company, as well as in gaining the trust of all of our
stakeholders, including shareholders, customers, consumers,

Board of Statutory Auditorsand our employees. We are working for comprehensive corpo-

DNP’s Board of Statutory Auditors is composed of five audi-

rate governance by creating and applying the systems that allow

tors, including three from outside the company. Each auditor

appropriate and timely business execution and the proper man-

conducts audits of the business executed by the directors,

agement decision-making upon which it is based, as well as byaccording to the auditing standards and responsibilities

enabling their oversight and control. Comprehensive corporate

determined by the auditors. The auditors closely watch thegovernance also includes raising the compliance awareness of

execution of the company business; the independent auditor

individuals through thorough training and education.

explains the auditing plan to the auditors at the beginning ofeach term, while hearings concerning the auditing situation
are conducted as needed during the course of the term, and

The Corporate Governance System

audit results are reported at the conclusion. The Audit unit has
been established to provide assistance to the auditors, with a

DNP has established a system whereby its directors, who

special support staff working under the auditors direction.

each have a wealth of specialized knowledge and experience* Neither the outside director nor the outside statutory auditors have personal, financial

spanning a broad array of business areas, participate in man-or business relationships or other interests with DNP.

agement decisions, execute their work duties, and in addition
oversee the work of other directors.
The term of office for a Director is one year, so as to makeInternal Control Systems

Related information

management responsibilities in the fiscal year more clear
and to enhance corporate governance and the management

The DNP Board of Directors determines the basic policy forstructure.

“the creation of a system for ensuring proper business (internal
control systems)” as stipulated by the Corporate Law.

Board of Directors Meeting

13

The Board of Directors is composed of 25 directors, includ-Internal Control System Reporting one outside director. It is normally convened monthly, with

As a result of the full enactment of the Financial Instruments

directors overseeing the execution of each others’ work duties,

and Exchange Law, beginning in 2008 all listed companies

so that proper supervisory functions are maintained. In addi-

are required to evaluate their internal control system for finan-tion, a Management Committee made up of directors of thecial reporting, and to prepare and submit an Internal Control

rank of Senior Managing Director and above was formed so as

Report which includes the results of that evaluation, so as toto improve management speed and efficiency. This Commit-

ensure the reliability of financial reporting.

tee examines and deliberates important management policies,

DNP has established, under our Internal Control Systemstrategies, and proposals. The directors also meet at the

Policy, our own evaluation policies, procedures and methods,

Executive Committee Meetings held monthly to exchange infor-

as well as an evaluation system, evaluation parameters,

mation so that management decisions can be made efficiently.

evaluation schedule, and evaluation record-keeping policies,

Also, the corporate officers selected at the Board of Direc-

plans, manuals, etc., in line with the Financial Services Agency

tors meeting are in charge of executing the work decided byInternal Control System Operating Standards. The efficacy of

the Board of Directors. By attending Executive Committee

the Internal Control System (company-wide internal control

Click here for related information

http://www.dnp.co.jp/csr/2009/13e.pdf

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

Audit

Management Committee

Representative Director

Director in charge

Open Door RoomInformation Security Committee
Audit

Environmental Committee
Guidance

Complaint Handling Committee
Central Disaster Prevention Council
Legal and other main divisions

Group companies
Guidance
Training

Communications
Assistance

Audit unit

(environmental safety division, labor division, technology
division, accounting division, management division, IP
division, legal affairs division, others)

Audit(Autonomous implementation,
inspection, review, improvement)

Audit

Product Safety Committee

Board of Statutory Auditors

Insider Trading Prevention Committee

Auditors OfficeBusiness divisions

Information Disclosure Committee

Oversight of internal controls

Corporate officers

Head office

Operating units

Accounting Auditors

Audit

ReportingCorporate Ethics Committee

ReportingCorporate Social Responsibility Committee
Audit / GuidanceCommunications
Coordination

system), which has a significant effect on overall financial

stipulating our own evaluation policies, procedures and meth-reporting on consolidated basis, shall be evaluated in ac-ods, as well as the evaluation system, evaluation parameters,

cordance with the above in consultation with the Accounting

and evaluation schedule, etc., which are in line with the Financial

Auditors. Taking the results of this evaluation into account, anServices Agency Internal Control System Operating Standards.

evaluation of the efficacy of the internal control systems that

In addition, we have set forth an evaluation system that requires

are integrated into the work processes (internal controls on

the participation of managers. This evaluation system actively

work processes involved in settlement reports and financial

employs self-evaluations (CSA) by the operation being evalu-

statements, sales, inventory controls, etc., including controls

ated so as to cover a broad range of evaluation parameters andemploying IT) shall be conducted. Moreover, we shall proceed

to promote improvements in the internal control system.

immediately to correct any internal control system insufficien-Internal Control System Evaluation Tools

cies that are discovered.
The Internal Control Report for FY2008, the first fiscal

DNP employs a specialized information system to enable

year for which DNP shall submit such a report, is slated forappropriate and effi-

submission along with the “Yuho” Securities Report, upon ap-

cient internal control

proval of the Board of Directors meeting after deliberation bysystem evaluations.

the Information Disclosure Committee, which examines the

The large volume

disclosure of company data.

of internal control
system evaluation

Establishment of Internal Control System Policies,
Systems, and Plans

data is stored for

DNP has established a basic policy, plan, and various manuals

database.

Document Types

Evaluation System
Continuous

Basic Plan

Board of Directors meeting
determination

Basic
PolicyManuals

Updated every fiscal year

Basic Policy Paper
Basic Plan (Period 00)* Evaluation System* Evaluation Parameters (bases)* Work processes under evaluation* List of systems to be evaluated* Annual schedule summary Etc.
Company-wide internal control
system evaluation manual
Internal control system evaluation
manuals for work processes Etc.

management on a

Evaluation tool
Oracle Japan KK
Oracle GRC Manager Release 7.7.1 screen

Internal control system report signers

President, Director in charge of Accounting Division(Chief Financial Officer)

Persons responsible for evaluations

Director in charge of Auditing Department, Auditing
Department Chief

Evaluation coordinators

Auditing Department Coordinator

Evaluation
Headquarters Division Process Owner

Head of each headquarters division

Business Location Process Owner

Head of each operation, president ofeach subsidiary

Person in charge of own examination

Person in charge of examination ateach operation and each subsidiary

DNP Group CSR Report 200914

Results/Goals

Corporate GovernanceWe strive for comprehensive corporate governance so as to be trusted
Theme
FY2008 Targets
FY2008 Results
by our stakeholders.
Contributing to thedevelopment ofsociety

Strengthen measures to improve employee awareness of the DNP Group 21st Century Vision, andimprove the degree of its understanding by Group
employees both in Japan and other countries.

Our Basic PhilosophyEstablish the DNP Group Code of Conduct as a re-Compliance with thelaw and societal
ethicsEnsuring information
security

Promoting social
responsibility
through the supply
chain

Proper disclosure of
information

Realization of a‘universal society’

15

quired topic for all corporate ethics training. Also,
distribute the English version at overseas bases ofoperations, and foster awareness amongst all
Group employees in Japan and in other countries.
Continue steadily with all current types of risk
management and other training so as to improve
results and ensure that corporate ethics efforts
retain their meaning.
Improve the internal controls required by the Financial Instruments and Exchange Law, andconduct strict checking, verification, and evaluation of their application.

Promotion of measures to improve employee awareness of the DNP Group 21stCentury Vision.
• A “DNP Group 21st Century Vision Special Edition” of the company magazine
spanning three editions was issued, and a portable “Vision Card” was printed
and distributed.
• English versions of the DNP Group 21st Century Vision and the DNP Group
Code of Conduct were printed and distributed to overseas Group employees.

Understanding of the Code of Conduct was bolstered by an explanation of it byGeneral Managers themselves during self-directed corporate ethics training.
The top management at each overseas operational site explained the Codeof Conduct, taking the actual situation at each site into consideration so as topromote awareness. Even though some misunderstanding may have occurred
due to the particular circumstances at any given site, employee awareness of
being a member of the DNP Group was improved.
All checks, evaluations, and training went forward as planned.
In preparation for the Internal Control Report to be submitted to the Financial
Services Agency in June 2009, we continued to improve the system by implementing efficacy checks through measures such as our Internal Control System
Self-Checking.

Acquire Privacy Mark certification for DNP as acompany, and continue to promote the strengthening of information security control systems for
the Group overall.
Implement the PDCA cycle continuously to support and maintain a solid security system.
Continue with security training for all employees,
and cultivate checking and inspection personnel
based on public standards.
Promote the introduction of our own company
products, and strengthen the security level at
each DNP Group operational base.

Acquired Privacy Mark certification for DNP as a company
Strengthened auditing and guidance systems.
Checker/Auditor Development Training encompassing public standards, was executed (Eight times, total of 268 participants)
Strengthened the DNP Group security level through the use of SSFC-format employee IDs, product coding, promotion of own-product introduction, etc.

Promote all measures concerning the DNP GroupCSR Procurement Criteria.
• 2nd Regular Compliance Survey• On-site inspection of main suppliers• Convene “CSR Activity Promotion Explanatory
Meetings” for suppliers who have just started
CSR efforts• Full application of identical standards for all
Group suppliers both in Japan and in othercountries.

All measures concerning the DNP Group CSR Procurement Criteria were promoted.
• Conducted the 2nd Regular Compliance Survey for monitoring the suppliercompliance situation. An evaluation sheet containing results was returned toeach supplier, promoting greater attention on their part. Suppliers who responded were surveyed for their opinions for a detailed checking of theCompliance Survey Questionnaire.
• On-site inspection of three main suppliers was conducted based on the 2ndRegular Compliance Survey content.
• The DNP Group CSR Procurement Criteria were applied to Group company
suppliers, and a DNP Group CSR Procurement Criteria compliance audit ofeach was begun for each company.

Aim for more substantial IR Meetings so as toenable quicker response to the requests of shareholders and investors.
Maximize the use of IR tools, such as annual reports and shareholder notices, and express
market and technical trends in an easily understood format.

Work for timely information disclosure on a basis of transparency, fairness, andcontinuity, as called for by the Disclosure Policy; hold 221 IR Meetings annually.
Deliberation of the content, method of disclosure, and time frame of disclosure
information by the Information Disclosure Committee; after approval, implement
immediate disclosure.
• Rapid and active disclosure of important information that conforms to theTimely Disclosure Regulations, as well any information that is necessary or
useful to understanding the activities of DNP; also, conduct electronic productlectures.
• Provision of IR information in both Japanese and English at the IR Corner on
the company website.

Emphasize the following so as to speed up thecompany-wide development of contributions to
the realization of a society in which everyone canlive comfortably and safely (Universal Society).
• A UD Action Declaration in each business operation• Improving data used in resolving the issues
confronted by consumers and clients• Education and awareness activities• Strengthen cooperation with NPOs and research
institutes.

Engage in the following efforts for the realization of the Universal Society.
• Enact a Universal Design Declaration as an action guideline in each business
operation, and create and publish it in leaflet form.
• Use network learning in education and awareness activities for all employees.
• Promote cooperation with external institutions, such as international Universal
Design conferences.

: Target achieved or making steady progress toward target

Evaluation

Referencepage

P 21 - 28: Making active efforts but target not achieved: Efforts insufficient

FY2009 Targets
Continue to strengthen measures to improve employee awareness of the DNP Group 21st Century Vision andcultivate personnel that contribute even more to the development of the emergently evolving society, so as improve the understanding of it by all employees both in Japan and other countries, and connect that to actual
activities.
Maximize use of the Printing Technologies (PT) and Information Technology (IT) cultivated by DNP for active
product development in the energy and bio-materials field, so as to contribute to the realization of a low-carbon
society and improved quality of life.

P 29 - 30

Expand education and training of young employees and employees at overseas Group companies to ensure afirm adherence to and thorough understanding of corporate ethics throughout the entire Group.
Revise and strengthen risk management and effective education and training, so as to ensure that corporate ethics efforts retain their meaning.

P 31 - 32

Protect information assets and increase society’s trust by supporting and maintaining top-notch information security systems.
• Maintain, and continuously revise and improve through PDCA, the personal data protection systems and theinformation security control systems.
• Create autonomous checking and improvement structures at all Group operational bases so as to respond to
any new threats or risks.
• Implement education and training so as to improve the security awareness of all employees.
• Implement and standardize physical security measures at all Group operational bases.

P 33

Promote all measures concerning the DNP Group CSR Procurement Criteria.
• Conduct 3rd DNP Group CSR Procurement Criteria Compliance Survey.
• Return evaluation sheets containing evaluation results of the 3rd DNP Group CSR Procurement Criteria Compliance Survey to each supplier that responded.
• Conduct an on-site inspection of main suppliers.
• Convene a “CSR Activity Promotion Explanatory Meeting” for suppliers.

P 34

Improve opportunities for communications with shareholders and investors, such as IR Meetings, for a quick
response to their needs.
Maximize the use of IR tools, such as the DNP website, annual reports, data books, and shareholder notices,and clearly explain DNP’s activities as well as market and technical trends.
Reassess stakeholder relationships from the perspective of the consumer and promote corporate culture reformby achieving deeper communications both within and outside the company.
Strengthen accountability to stakeholders both within and outside the company, and promote an understandingof DNP.

P 35 - 36

Put Universal Design into practice in our own business.
• Develop DNP’s own evaluation methods and monitoring system.
• Promote cooperation with external organizations, such as NPOs and research institutions.

DNP Group CSR Report 200916

Results/Goals

Theme

FY2008 Targets

Ensuring the safety
and quality of our
products andservices

Promote the establishment of a BCP (BusinessContinuity Plan) within a total of 5 operations, including Packaging Operations, Lifestyle Materials
Operations, and Chubu Operations; increase to
10 the number of business segments for which a
BCP has been established.
Continue to reduce the rate of product claims.

Established a BCP for the two segments that deal with employee compensationand trading partner accounts; while BCP development proceeded for 7 segments, including the Electronics Operations for which a BCP had already been
completed, establishment of a BCP was not finished at 3 operations.
Reviewed and strengthened control systems for materials, manufacturing processes, and quality control in response to product accident occurrence.

Promote horizontal development throughout theGroup of Female Employee Active Support Meetings, and increase participation rates.
Continue to promote efforts toward the acquisitionof “Kurumin,” the next-generation certification
mark, in the 2nd Action Plan, and execute measures for an increased realization of work/lifebalance.
Promote the taking of childcare leave by male
employees.
Increase the number of re-employees using
Group Hello Work (Re-Work System, Senior Staff
System).

Conducted Female Employee Active Support Meetings, expanding participation
to the entire DNP Group.
FY2008 participation rate: Managers- 214; Female employees- 282; total 496.
Total number of female employee participants over the past three years: 675
Held two “DNP Family Friendly Days” in August 2008, in which employees bring
their children to work, for the support of next-generation childrearing.
Participants: 71 employees and their families
Actively promoted the Kangaroo Club, a seminar for employees returning towork after having taken childcare leave, for example by conducting an interviews
with the male participant for publication on the company intranet.
Number of males taking childcare leave in 2008: 1
The Group Hello Work Office sent in-house want ads to registrants. Interviews
were conducted with a number of persons seeking re-employment.

Promote efforts to improve implementation of
personnel systems (expand participation in “Target Setting and Evaluator Training,” distribute the“Work Efficiency Handbook” to all DNP Group
employees, etc.)
Promote efforts to create an atmosphere full ofcreativity and energy. (Create a location for exchanges of opinions, efforts based on“Participation By All Employees,” etc.)
Promote risk reduction efforts for improved safety that includes the goal of reducing the numberof work accidents in 2012 by 15% in comparison
with 2007, based on the 11th Work Accident Prevention Plan.
Start implementation of a Health Improvement
Plan.

Conducted Management by Objective Training (55 sessions, a total of 1,700
participants) for management-level staff. Conducted Goal-setting Training, withparticipation expanded to include upper-level general employees (91 sessions, a
total of 2,350 total participants).
Shored up efforts to reform work habits through the joint management-labor
DNP Group Productive Time Resource Project. Established the DNP Group Productive Time Resource Project 1st Basic Plan (for FY2009~2011). Distributed
the Work Streamlining Handbook to encourage participation in work-streamlining efforts by all employees. Conducted the 2nd Work Optimization Expert
Seminar.
Established the DNP Group Safety & Health Management Regulations to improve employee safety and health. Shored up safety and health systems, suchas the DNP Group Safety & Health Promotion Committee. Established the DNPGroup 1st Work Accident Prevention Basic Plan (FY2009~2011), which includes
concrete targets for work accident prevention. The numerical targets, which taketrends from 2005 onward into consideration, call for a reduction in the frequency rate of accidents accompanied by lost worktime to 61% in comparison to2008, and a reduction in the total accident frequency rate including accidents
not accompanied by lost worktime of 66% in comparison to the same year.
2008 results show an 82% reduction in the frequency rate for accidents accompanied by lost worktime in comparison to 2005 (104% in comparison to 2007),and a reduction in the total accident frequency rate including accidents not accompanied by lost worktime of 79% (92% in comparison to 2007).
Established the DNP Group 1st Health Maintenance Promotion Basic Plan
(FY2009~2011), which includes concrete numerical targets for specific healthinsurance guidance. The Guideline and Basic Plan for Measures Against New Influenza Strains were established in response to concerns about the occurrenceof influenza pandemics.

Strengthen measures for the support of social
contribution activities by individual employees,
through labor-management cooperation.
Continue with corporate art sponsorship, focusing on graphic arts.

Examined support structures and systems for social contribution activities by
employees
Continued with corporate art sponsorship, focusing on graphic arts.
• Held graphic arts exhibitions (25 exhibitions, a total of 94,500 visitors)• Held lectures and events such as lectures (108 events, a total of 5,500 attendees)• Provided a learning space to educational institutions (67 organizations, 1,600
participants)• Provided a DVD containing a compilation of interviews with famous graphic
designers to 100 institutions, including major universities, libraries, and art
museums.

Respect for humandignity and diversity

Realization of a safeand vibrantworkplaceSocial contribution
as a good corporate
citizenEnvironmental
conservation and therealization of asustainable society

17

FY2008 Results

Listed on P59~60

Evaluation

Reference
page

FY2009 Targets

P 37 - 38

Strengthen product safety control structures and implement thorough employee education; establish a structure
for preventing product accidents through the sharing of quality data amongst production sites and monitoringof quality control.
Proceed to establish BCPs for all areas of business.

P 39 - 40

Make Female Employee Active Support Meetings a facet of diversity promotion, and continue to conduct themso as to deepen awareness and understanding throughout the entire DNP Group.
Establish and encourage Diversity Promotion Action Programs in all operations and all companies, so as tostrengthen diversity efforts.
Conduct regular Diversity Promotion Meetings, and seek to improve the diversity level through the DNP Group
while sharing diversity information.
Promote next-generation family care measures through, for example, lifting the limit on the number of days thatcan be taken for childcare leave, and increasing the number of days that can be taken for family care.
Increase the number of sites holding DNP Family Friendly Days, on which employees bring their children to theworkplace, and encourage more employees to participate, so as to cultivate next-generation family care and thedesire to work of employees.

P 41 - 46

Promote “reform of work habits” in accordance with the joint Group targets established under the DNP Group
Productive Time Resource Project 1st Basic Plan.
Promote efforts related to “Employment, Time, Wages” as basic labor measures for creating a strong corporate
structure in support of future DNP Group expansion.
Promote risk reduction activities in accordance with the FY2009 targets of the DNP Group 1st Work Accident
Prevention Basic Plan.
Promote a health improvement plan in accordance with the FY2009 targets of the DNP Group 1st Health Maintenance Promotion Basic Plan. Also, promote measures against new influenza strains at each operational site.

Implement the following measures to promote “Just Like DNP” social contributions(Note: Or, social contributions characteristic of DNP):

P 47 - 51

Cultivate a social contribution mindset amongst employees.
Take measures such as providing useful data on company intranet sites and conducting seminars by experts or
NPOs, so as to promote understanding and a common purpose concerning DNP’s social contribution efforts.
Enhance the DNP Group social contribution menu.
Seek to create a social contribution menu that makes employee participation easier, and promote Group-wide
activities that include both labor and management.

Listed on P59~60

DNP Group CSR Report 200918

DNP Group
FY2008AwardsCSR & Evaluations

Corporate Governance
DateAwards & Evaluations

Sponsor

April 2008

47th 2008 JAPAN PACKAGING COMPETITION (JPC)Awards received for 10 products (awards presented to the customers for each)

The Japan Federation of Printing Industries

6th Annual Takeo Prize
Special Jury Prize, Design Books Category (for ggg Books and other publications)Takeo Co., Ltd.

June 2008

Adobe AIR Contest
Grand Prix (C&I Operations, IT Development Division)

Adobe Systems Inc.

September 20082007 “Great Place to Work” ranking

Our Basic Philosophy
Overall ranking: 6th

Nikkei Inc.

2008 Commendation for Excellence in Employing the Physically-Challenged
Fukuoka Prefecture Elderly andFukuoka Governor’s Award for Excellence in Employing the Physically-Challenged (DNP Nishinippon Japan) Physically-Challenged Support Foundation
October 2008

2008 Commendation for Excellence in Employing the Physically-Challenged
Nara Governor’s Award for Excellence in Employing the Physically-Challenged (DNP Data Techno Kansai)

Nara Prefecture Employment Development
Association

4th Quality Management Survey Ranking
Overall ranking: 4thUnion of Japanese Scientists and Engineers

The 2008 Taiwan Business Alliance Conference
Best Investment Partner Awards

Ministry of Economic Affairs, Governmentof Taiwan

16th Superior Company History Award
Superior Company History Award (“130-Year History of DNP”)

Japan Business History Institute

FY2008 Nippon Keidanren Recommended Company Magazine
Overall Performance Award (DNP Group Company Magazine, “DNP Family”)

NIPPON KEIDANREN Business Services

eco japan cup 2008
Environmental Business Women Award (Card game “My Earth”)

Environmental Business Women

1st Survey on Corporate Action and Management Systems for Climate Change
Business Group Ranking: 1st (Precision Instruments/Other products)

Integrex Inc.

60th Annual All-Japan Calendar Exhibition
Minister of Economy, Trade and Industry Award- 2 awards; Minister of Education, Culture, Sports, Scienceand Technology Prize-1 award; others

Japan Printing News Co., Ltd.

12th Japan Environmental Management Ranking Survey
Overall ranking: 24th

Nikkei Inc.

January 2009

5th Industrial Ability Ranking of Truly Able Companies
Overall ranking: 13th

THE NIKKAN KOGYO SHIMBUN, LTD.

February 20092008 Trash Reduction and Recycling Distinguished Service Award
Corporate Department (DNP Ichigaya Plant)

Tokyo Shinjuku Ward

March 2009

8th Annual Integrex Survey: “Survey of Corporate Honesty and Transparency (Ethical and Social)”
Overall ranking: 11th

Integrex Inc.

April 2009

Transition to a city designated by ordinance/120th anniversary of municipal government administration
Okayama City, Okayama Prefecture
Letter of Gratitude (For contributions to culture) (DNP Okayama Plant)

November 2008

December 2008

SRI indices in which DNP is included:

http://www.ftse.com/Indices/FTSE4Good_Index_
Series/index.jsp

http://www.ethibel.org/

http://www.sustainability-index.com*
http://www.sam-group.com/htmle/main.cfm

http://www.morningstar.co.jp/sri/index.htm* The Morningstar Socially Responsible Investment Index, developed by Morningstar Japan K.K., tracks the share performance of 150 selected Japanese companies basedon their commitment to CSR.

19

The DNP Group’s CSR Efforts
21

Contributing to the Development of Society
through our BusinessSpecial Report

DNP’s Printing Technologies:
Contributing to a Sustainable Society

25 Clean Energy
27 Life Science29

Compliance with the Law and Societal Ethics

31

Ensuring Information Security

33

Promoting Social Responsibility throughthe Supply Chain

34

Proper Disclosure of Information

35

Realization of a ‘Universal Society’37

Ensuring the Safety and Quality of our Products
and Services

39

Respect for Human Dignity and Diversity

41

Realization of a Safe and Vibrant Workplace

47

Social Contribution as a Good Corporate Citizen

DNP Group CSR Report 200920

Contributing to the Development of Society through our BusinessSpecialReport

DNP’s Printing Technologies:
Contributing to a
Sustainable Society
Yoshitoshi Kitajima, President

21

“Expansion Printing” Deepens Our Ties With Society
It is no exaggeration to say that the history of DNP is the history of our application of printing
technologies.
Since our founding as Shueisha in 1876, DNP has with each successive generationachieved the highest international standard of printing technology, and we continue to expand
our fields of operation through the broad application of each printing technologies.
Our first such achievement was into the packaging field in 1951. At first, printing was doneon paper, but the application of printing technology later expanded to fabric, wood, plastic,
and even metal, resulting in the creation of items that today we cannot live without.
DNP refers to this broad application of printing technologies as “Expansion Printing,” butExpansion Printing is not limited to our business operations; rather, it also describes how we
expand our contribution to society through our business. With printing technology at our core
DNP continues to challenge new fields of business, and in so doing
we seek to deepen our relationship with stakeholders.

Lifestyles Supported by DNP Group Printing Technologies
Instant ramen was first introduced in Japan in 1958, and gained instant popularity due to the convenience and simplicity of its pouch packaging. DNP supported the success of this product by creating soft
packaging materials developed in response to the trend toward individually-packed servings. Products
we have developed since then, such as paper containers, laminated tubes, retort pouches, and PET
bottles, are currently used as packaging in all kinds of products.
We refer to the materials and components that go into creating living spaces as “Lifestyle Materials.”
DNP products are used in this field as well, across a broad range of applications from interior materials,
such as those used in walls, flooring, ceilings, and interior doors, closets, and kitchens, through homeelectronics and even in train and automobile interiors. In addition, while DNP products are used in easily seen items, such as digital cameras and photo-seal printing materials, as well as in the LCD displays
used in TVs and mobile phones, they are also present in items hidden from view, such as LCD display
color filters and semiconductor parts.
Each of these products was born of printing technology, which stimulates the emergence of groundbreaking products and supports the rich lifestyles we experience today.

DNP Group CSR Report 200922

Contributing to the Development of Society through our Business

Printing is an Accumulation of a Variety of Technologies
Printing is generally defined as “A general term for the technique for the transfer of ink from engraved graphic images to a surface for image duplication.”
The main components of the printing process are planning, typesetting, plate making, press, and fabrication, with a broad
range of technologies accumulated in each.
Broadly speaking, printing technology is divided into three areas: materials technology, patterning technology, and converting
technology.
Materials technology consists of design techniques for composition, dispersion, and mixing, with the representative material being ink. The ink must be adapted to the material being printed, and therefore materials technology is most fundamental to printing.
Patterning technology consists of the techniques for forming the letters or images on the base material, including techniquessuch as photolithography and etching, and is used in the typesetting, plate making, and press processes.
Converting is the processing techniques for converting or combining forms of material, and is represented by methods used forthe coating of base material such as film with other material.
Printing therefore represents an accumulation of technologies. We at DNP are in the printing business, which is a broad fieldcontaining individual technologies with boundless potential for improvement, and that has made it possible for us to expand into
other fields and generate new areas of business.

Technologies originating in printing
PT (Printing Technology)

Materials technology
Patterning technology
Converting technology

Manuscript

Data processing

Composition of new materials, dispersion and mixing techniques(Ink and adhesives, photosensitive materials, coating materials, etc.)

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

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

Typesetting

Plate making

Press

Fabrication

Data processing technology*HMI technology

Data security technology

Distribution

IT (Information Technology)*“Human Media Interaction Technology” is technology related to the interaction between people and information.

The Boundless Possibilities for Expanding Printing Technology

Related information

One feature of printing technology is the ability to form extremely precise patterns. Ultrafine processing technology, such as thephotolithography and etching used in typesetting and plate making processes, makes this possible.
With such technology forming the axis of our operations, we have been able to break into new product areas completely different from what came before.
Our first such breakthrough occurred when DNP developed the first made-in-Japan color TV-use shadow mask in 1958.
The technology was applied to create millions of microscopic holes in a copper plate about 0.2 mm thick.
The application range of this ultrafine processing technology was afterward expanded to photomasks for LSI circuit substrates, lead frames for connecting terminals on semiconductor chips, and color filters for use in liquid crystal displays. Application of this technology has recently expanded to the field of regenerative medical care for the regeneration of capillaries, and in
the energy field for use in items such as organic photovoltaic cells.
The field of printing has gone from paper to film, metal, and glass, and now has extended even to human cells. Our DNP
printing technology makes this possible.

23

Click here for related information

http://www.dnp.co.jp/csr/2009/23e.pdf

DNP’s Printing Technology Leads the Way to the Future
The 20th Century could be called the “Printing Century” because of the amazing progress
Expanding the Boundaries of Printing

achieved through printing technology during that time.
The history of DNP is the printing- DNP and printing evolved and developed in tandem.

Publishing

Paper

Now we are in the 21st Century. While IT is another driving force for social develop-• Books• Magazines

ment, in recent years printing technology has gained attention in a variety of fields ofindustry.

Printing base materials

While printing can be simply described as “a system for the mass production of the

Film

Packaging
Decorative materials

same item,” when the technologies that support this system become the driving force for• Packaging paper• Cosmetic paper• Fabric

Mass production is the key to the popularity of the products that distinguish the era.

the mass, stable production of high-quality products, they are revised anew.
Printing technology may therefore be considered the pinnacle of 21st Century production technology.

Electronics

Metal/GlassDNP has been devoted to the development of printing technology since our founding.

• Shadow masks• Lead frames• Photomasks• Color ﬁlters

We at DNP have an ever more important role to fulfill in the present time, when the
expectations of society toward printing technology are increasing.
We continue to seek out new possibilities for printing technology.

Technology Application
EnergyPrinting materials

Organic(plastics)• Photovoltaic cell parts• Fuel cell parts

Developments in the fi eldof energy
P25: Clean energy

Developments in the fi eld of
regenerative medicine
P27: Life science

Regenerative medicine

Cells• Cell culture substrate• Cell sheets** Research and development for mass production underway as of June 2009.

Web

List of FY2008 news releases

http://www.dnp.co.jp/eng/news/bk_2008.html

DNP Group CSR Report 200924

Contributing to the Development of Society through our BusinessSpecial Report: DNP Printing Technology Contributes to the Sustainable Society

Clean Energy

Next generation energy is vital to realizing a low-carbon society.
DNP is contributing to the spread of next generation energy bymaking full use of our printing technology to create breakthroughproducts such as photovoltaic cells and fuel cells.
Takanori Oboshi, General Manager, Kansai Laboratory, Research & Development Center

Efforts in the Clean Energy Field

Film Photovoltaic Cells Made Possible
by DNP Printing Technology

Energy is one field in which DNP is making especially strong ef-

Photovoltaic cells convert light energy directly into electricalforts. We are conducting research into photovoltaic cells and fuelpower, and both organic and inorganic power generating materi-cells, which are often referred to as “next generation energy.”

als can be used. While inorganic silicon is most commonly used

We started development of back sheets and filler materials

at present, the manufacture of the inorganic type requires a large

for photovoltaic cells in 2003, and began production of these atinvestment in terms of both facilities and energy, creating costa special plant in January 2009. In addition, we began researchand environmental impact issues.

into organic photovoltaic cells (dye-sensitized photovoltaic cells

The hope is that organic dye-sensitized photovoltaic cells,

and organic thin-film photovoltaic cells) in 2002, and are currently

which are manufactured by sealing a thin dye-sensitized layer

seeking to create practical-use dye-sensitized photovoltaic cells

onto a plastic sheet, can replace the inorganic cells. Similar tofor mobile power source use. At the same time, our fuel cell

plant photosynthesis, the cells use the dye’s ability to absorb

research kicked off in 2000. DNP began research into lithium

light and emit electrical energy. DNP’s printing technology makes

batteries around the mid 1990’s, after which we established athis film-type photovoltaic cell possible. A variety of converting

partnership with a Kansai company and began factory production

techniques are used, such as low-temperature coating, transfer,of lithium-ion rechargeable battery electrode materials.

pressing, and microwave irradiation. These make it possible toWe thought that the benefits from the lithium battery researchcreate extremely thin and light photovoltaic cells which can bewould be useful in fuel cells. We are currently entering into the

mass-produced at a low cost.

commercialization of MEA (membrane electrode assembly) andthe catalyst transfer film for manufacturing MEA, and we are also
proceeding with research and development into vital parts necessary to fuel cells, such as metal separators.

25

Strengthening our Photovoltaic Cell Business
Achieving The World’s Highest Conversion Efficiency
While dye-sensitized photovoltaic cells are getting a lot of attention as next-generation
photovoltaic cells, conversion efficiency remains an issue. DNP has developed dyesensitized photovoltaic cells achieving the highest conversion efficiency in the world
at 7%. DNP’s proprietary printing technology transfer techniques for combining
titanium dioxide, organic dye, and electrolyte solution have made this high conversion
rate possible through the development of cell manufacturing technology using dyesensitized photovoltaic cells with organic plastic film substrate as the key component.
DNP aims to improve the conversion rate even more, while achieving highly productive
manufacturing technologies, so as to make dye-sensitized photovoltaic cells available
Dye-sensitized photovoltaic cell module

for practical use.

New Plant for Photovoltaic Cells Comes Online
DNP has constructed a new plant for the manufacture of back sheets and filler material for photovoltaic cells within the Izumizaki Plant compound (Nishi Shirakawagun, Fukushima Prefecture).
Production began in January 2009, and by summer photovoltaic parts capacity will be up to theequivalent of 1 gigawatt (GW) annually, three times that up to now. In addition, we inaugurated ourEnergy Systems Operations in January, combining sales, development, and manufacturing undera unified structure with the goal of strengthening and expanding our photovoltaic cell business. The
converting technology cultivated by DNP over many years forms the core of the new operation, andwe will contribute to the realization of a clean energy society through the development, manufacturing, and sales of the back sheets and filler components for photovoltaic cells.
Izumizaki Plant

Fuel Cell Development
Development of the Key Component for Widespread Fuel Cell Use
The key component in the power generating area of a fuel cell, the MEA (membrane electrode assembly), is the special membrane. This is made by coating the surface of the membrane with ink into
which the catalytic element, platinum powder, has been mixed, but both the mixing of the catalyst
and the coating have posed difficulties for manufacturers. DNP resolved this by using our thermalpress transfer technology to press onto the membrane a coating that had been placed on a separate
substrate, rather than directly coating the membrane itself with catalytic ink. We market this substrate as “Catalyst Transfer Film for Manufacturing MEA,” and currently it is being used in items suchas residential fuel cells (Ene-Farm).
DNP has also developed an electrodeposited aluminum separator for fuel cells. The separator
Fuel cell components
Upper- MEA
Lower- Metal separator

sends hydrogen to the fuel cell, and up to now they had been made from carbon or stainless steel,but the application of printing/coating technology has made possible the electrodepositing of an electrically conductive corrosion-proof film. This has opened the way to achieving thin, light, low-cost fuelcells.

DNP is splendid company with a proud history of over 130 years. The company’s prosperity during
such a long period means that the company became a part of society and prospered along with it.
Our society is now entering into the age of environment and energy. DNP is already engaged in thedevelopment and application of environmentally conscious products and management. I believethat if DNP works to refine its proprietary technologies, it will be able to contribute broadly to theenvironmental and energy fields. Important future energy sources include photovoltaic cells, 2nd-

Yukinori Kuwano
President
Photovoltaic Power Generation
Technology Research Association

generation batteries, and fuel cells. The printing technologies DNP has cultivated over many years,
such as thin membrane formation techniques, as well as the company’s manufacturing and sales
abilities, will be of use in the energy field. The era in which such energy sources will become big
business is already upon us. I have great expectations for DNP’s ability to meet this challenge.

DNP Group CSR Report 200926

Contributing to the Development of Society through our BusinessSpecial Report: DNP Printing Technology Contributes to the Sustainable SocietyLife Science

Printing technology opens up a New world of medical care.
DNP’s area of operations now extends to human cells,
contributing to quality of life (QOL).
Yoichi Takahashi

General Manager, Research & Development Center Biomaterials Laboratory

DNP’s Life Science Business

Pillars of New Business forSocial Contribution

While it may be difficult to explain how the connection between

DNP’s life science-related business is expanding rapidly. We

DNP and human cells came to be, we see the expansion of thehave already started the actual commercialization of the applica-

application of printing technology from paper to film, metal, glasstion to cells of patterning techniques from printing in the field ofand now biological cells to be both natural and inevitable. DNP’sregenerative medicine, and henceforth we expect the range oflife science business got its start in 1985 with the application of

applications to expand broadly to areas such as skin regeneration

printing technology in developing “enzyme ink technology.” Thisand periodontal disease treatment. We are also proceeding withtechnology was applied for commercial use in products such ascommercialization in other areas, such as the mass production

urine test strips, tear and saliva test strips, and pregnancy tests.

of cell sheet creation substrates using the EB (electron beam)

Since then, we began research into cell cultivation in 1990,

technology used in construction materials, culturing systems us-

developing technologies for cultivating a variety of cell pattern

ing a combination of the device manufacturing technology used informations on substrates. In 2004, we teamed up with Tokyo

microfabrication and image analysis technology, and clinical test

Medical and Dental University and succeeded in patterning

kits based on technology developed in industrial materials.

capillary blood vessels, opening up a path toward entry into the

We seek to establish leading edge technologies for application

regenerative medicine business. We have also been working,to diseases not easily treated with methods used up to now, andmainly through the efforts of our Biomaterials Labs, with leading

to make progress in the development of regenerative and preven-medical research institutions and companies both in Japan andtative medicine. This will enable us to create new values throughabroad, such as our collaboration with Tokyo Women’s Medical

advances in QOL, so we can construct new business models

University on the mass production of the cell sheets developed bywhile contributing to society.

that University. DNP will continue to strive to put our proprietary
printing technology and IT to use in the life science field.

27

Challenging the Field of Medicine

Post-transfer
human capillaries

DNP is the first to make capillary regeneration possible
Through joint research between the DNP Biomaterials Lab and Tokyo Medical and Dental University,
we have succeeded in achieving patterning technology for capillary blood vessels. This technology uses
printing technology patterning techniques and surface processing technology to transfer capillary patterns, which spread out like the mesh of a net, after which the capillaries themselves are formed. We
anticipate that this technology will prove beneficial in restoring skin damaged by bedsores, the treatmentof periodontal disease and other medical applications.
Up to now, skin restoration has been treated either with drugs that encourage skin regrowth or
through skin grafts from the patient himself or a donor. We are developing technology whereby capillaries are formed using
skin cells from within the patient’s own blood vessels, and then transferring (attaching) them to collagen or a similar membrane for adherence to the affected area. This eliminates the need for surgery and prevents the body’s rejection response,and so is expected to greatly hasten the development of regenerative medicine.

Commercialization of the world’s first cell pattern culture substrate
In July 2008, DNP began selling our CytoGraph, a tool that enables culturing while controlling the zone of cell adhesion ona glass surface, to research institutions. Medical and healthcare-related basic research labs using cells needed substratethat provides for reliable data, i.e., substrate for culturing identical patterns or one cell at a time. Nonetheless, equipment
allowing pattern culturing of cells in microscopic area covering only a few microns was not being sold. Now DNP has developed and commercialized cell culture substrate that allows for stable culturing of cells in a variety of patterns.

New Technology Awaited by the World
Joint research for the development of mass production technology for cell sheets
Cell sheet engineering is getting a lot of attention as a breakthrough method for regenerative medicine. Cell sheet engineering is a technology by which cells from the patient’s own skin, cornea,
periodontal membrane, or heart muscle are artificially cultured on a Petri dish with a specially madesurface, after which the cells can be extracted as an easily absorbed sheet. It is hoped that this technology can be applied to the healing of previously untreatable conditions.
DNP is engaged in research and development of mass production technology for the cell sheets
TWIns exterior

we developed in tandem with Tokyo Women’s Medical University beginning in 2004. We are making progress in our efforts toward commercialization of these cell sheets through the use of DNP’sproprietary EB (electron beam) technology used in decorative material fields, and the technology forhigh-speed, high-volume printing using roll-formed material. In addition, DNP has established a regenerative medicine research lab within the TWIns research and education facility at Tokyo Women’s
Medical University, so as to strengthen our research structure. Full-scale leading edge regenerative
medicine research will begin at TWIns in March 2009.
* TWIns: A center for the study and research of advanced medicine and life sciences, jointly oper-

Tissue engineering treatment(cell sheet)ated by Tokyo Women’s Medical University and Waseda University.

The world’s industry has passed through the era of streamlining and laborsaving, as well as large-scale systems
and mass production, and gradually transitioned its focus from uniformity to diversity, form to function, and macro
to micro and nano. The advanced technology that made this possible applies not only to industry but also to thefield of medicine, and I believe this will enable the achievement of an even greater level of medical technology.
We have achieved the world’s leading success in the detachment and recovery methods, without loss of formor function, for cultured cells and mono-layered cells (cell sheets). This is due to the creation of new technology
for imposing cell culture surface structuring through heat change only, and for effecting change from a hydrophobic (cell adherent) to a hydrophilic (cell non-adherent) surface. DNP is seeking to establish the technology for the

Teruo Okano
Professor, Director
Institute of Advanced Biomedical
Engineering and Science, Tokyo Women’s
Medical University

mass production of new culturing surfaces for cell sheet production and patterned cell sheet production surfaces,
applying their advanced printing technology to the ultrafine microstructure control surface made of temperature
responsive polymer. Attention on what may be a revolution in regenerative medicine is gathering worldwide. A
new challenge has commenced to bring the world’s first regenerative medicine for cornea, heart, esophagus,
periodontal membrane, liver and other tissues from Japan to patients the world over.
DNP Group CSR Report 200928

Compliance with the Law and Societal Ethics

Activities Governed by Laws and Social Ethics
We instill the importance of corporate ethics and encourage self-initiative in our employees, because sincerity on the part of eachand every one of our employees earns the trust of society, which is vital to the sustainable growth of the DNP Group.

Our Basic Stance

Related information

The DNP Group shall continue to uphold the law and social
ethics, and unfailingly propagate a thorough understanding ofCorporate Ethics Efforts: Keywords

corporate ethics, so that we can continue to make progress
as a trusted company capable of contributing to society. The

Continuity

Make ongoing daily efforts that are a partof everyday work.

Self-Initiative

Actively engage issues oneself, rather thanleaving them to others.

Positive

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

basic corporate ethics stance of the DNP Group can be expressed in three key words: “Continuity,” “Self-Initiative,” and“Positive.” The behavior of each and every employee according to those three principles helps ensure sincere corporate
activities by the entire DNP Group.

Structure for Ensuring thorough Corporate Ethics
1 Corporate Ethics Committee

Headquarters divisions
1

This committee is composed of the directors and corporate

Corporate Ethics Committee

2 Management by Objective System

officers in charge at each Headquarters division, with the goal

4 Compliance Evaluation Systemof promoting the propagation and thorough understanding

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

of corporate ethics throughout the DNP Group. In addition to
Headquarters, Corporate Ethics Committees are also in place
within each Business Division, operation, with a Business Office under the direction of each Committee.
The Corporate Ethics Committee also handles the overallmanagement in the DNP Group of internal controls required

6 Open Door Roomof companies under the Corporate Code and the Financial
Instruments and Exchange Law (See p. 14). The Committee

Examination
Guidance
Education

executed a variety of inspections and evaluations companyReporting

wide in FY2008, the first year of operation of the Internal
Control System, and plans to submit an Internal Control
Report to the Financial Services Agency.

Business divisions
1

Corporate Ethics Committee

2 Management by Objective System

2 Management by Objective System

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

Corporate ethics is one of the themes of the Management by

3 Self-inspection of Compliancewith Laws and Rules

Objective System, which encourages the active participationof each employee so as to create a strong corporate ethics
foundation. Employees are expected to conduct their daily activities in accordance with company rules. Employees confirm

Plan

Do

that they are doing so at biannual individual interviews with

ActionChecksuperiors at term-end, and improvements are made whennecessary (see p. 42).

29

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One Akiyama

Stakeholder Opinion

President, Integrex Inc.

The DNP Group has already received high marks for conducting PDCA-based corporate ethics activities, butthey have not rested on their laurels. DNP has included corporate ethics in the employee Management by Objective System, implementing compliance evaluations for each business division and reporting the results atthe Executive Committee Meetings, and has also implemented self-directed ethics training at which the supervisors themselves serve as instructors. They can be credited for continually making efforts to ensure that theircorporate ethics activities have real substance.
I view the DNP Group as an enterprise that has achieved a “Company-wide Optimum” in terms of creating structures and systems
with sufficient functions to achieve the “Social Optimum.” Going forward I would like to see further efforts, such as efforts to link the“Personal Optimum” of individuals directly to the “Social Optimum,” and “Sustainable,” “Voluntary,” “Positive” efforts that emphasize
the mindset and individuality of each employee.

3 Self-inspection of Compliance with Laws and Rules

sense of common purpose as a Group. We will continue to

The system of self-inspection, under the motto of “Guard-

expand this program and enhance its content in FY2009.

ing our own organization ourselves,” was launched in 1997.
Headquarters supervisors establish the inspection categories

6 Open Door Roomby which the business divisions conduct self-inspection, eval-

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

uation, and efforts for improvement. Aggressive revision ofber 2002 to so that employees with concerns about corporate

this process was executed in FY2008, especially concerning

ethics can feel secure when consulting or reporting infor-

Inventory and priority risks, improving effectiveness.

mation. Thanks to efforts to increase awareness within theGroup, the Open Door Room now performs a vital role within

4 Compliance Evaluation System

the internal control system. While around 20 consultations

In contrast with the Self-Inspections, in this system, which wastook place in FY2008, they were mostly of a general nature,inaugurated in 2005, the inspection function is exercised by theand none had an impact on our business.

Headquarters supervisors, who measure the potential risk to
the entire Group of the operations of each business unit. Com-

Corporate Ethics Training Trends in training recipient numbers(Unit: Total attendance)

pliance Evaluations are regularly conducted twice annually.

2004

This system provides an objective evaluation of the compliance2005

situation in each business unit and the level of risk of each unit

2006

within the Group, and the results are reported at the Executive

2007

Committee Meetings. Each unit is made aware of their degree2008

of compliance success, and makes efforts for improvement.
Revisions for the sake of greater objectivity, such as increasing the number of evaluation categories and further
strengthening of the system, were implemented in FY2008.

5,434
6,787
12,35814,281
17,253
Entry-level education(new graduates/
mid-career hires)

Regular training
according to rank

2004

364

548

Breakdown

Self-directed ethics training

4,522

2005

438

534

5,815

2006

851

655

10,8525 Corporate Ethics Training

2007

570

535

13,176

DNP believes that the awareness of corporate ethics on the part

2008

757

518

15,978of each and every one of our employees makes our corporate
ethics efforts more certain, and we therefore have established

Related informationa variety of various training programs. We seek to propagate

Intellectual Property Efforts

a thorough understanding of corporate ethics by encouraging
each employee to think and act autonomously, through pro-Creating a Corporate Culture of Compliance withIntellectual Property Laws

grams such as self-directed corporate ethics training, in which

The DNP Group creates, nurtures, and seeks to enhance theunit supervisors deepen TAIWA with their subordinates so as“quality” of intellectual property of high business value so as

to provide instruction about specific issues in their own units into realize our P&I Solutions vision. At the same time, we workorder to come up with more practical solutions.

to acquire and protect patents and similar intellectual property

In FY2008, self-directed corporate ethics training placed
particular emphasis on thoroughly informing employees about

while maintaining a system for preventing infringement on theintellectual property owned by other companies.

the DNP Group Code of Conduct. We also began efforts

We also seek to create a corporate culture of compliancedirected at Group subsidiaries overseas by distributing anwith intellectual property laws and regulations throughEnglish-language version of the DNP Group Code of Conduct.

employee education and awareness training and the estab-

As a result of the creation of region-specific training menus

lishment of a compliance system. In addition, in creating ourcreated by top management at those sites, we were able topatent portfolio we seek to maximize the benefits by maintain-

improve the awareness of local employees and develop a

ing cost-consciousness and seeking benefit optimization.

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DNP Group CSR Report 200930

Ensuring Information Security

Protecting Personal Information
We naturally view the protection of information assets, such as the personal data and the information entrusted to us by customers
in the course of executing our P&I Solutions, as our duty.
The DNP Group sees information security and personal information protection as one of our most important management issues,
and we maintain strict, continuous controls through a strong management system and employee training programs

Maintaining/Sustaining Information Controls and their Further Expansion

Related information

The DNP Group handles data properly in accordance with our

the Basic Personal Information Policy and Basic Personal

Personal Information Protection Policy, protecting the rights andInformation Rules, under which seven standards have beeninterests of individuals. We will continue to operate our Per-established concerning information security, including thosesonal Information Protection Management System, maintaining

for document control, computer use, areas from which non-strict, continuous controls over all facets of information secu-

DNP employees are restricted from entry, etc. We rapidly

rity. Furthermore, by involving all employees in the planning,

send out notices and establish or revise our rules accordingly

execution, and monitoring of security control policies- in otherin response to new threats and risks, and we make sure thatwords, the PDCA cycle- we gain the laborsaving and efficiency

employees are thoroughly informed about them.

benefits of IT at the workplace while activating our IT know-how
and technology in our DNP security solutions.

Web Personal information protection

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

Strengthening Policies through System Improvements

Establishment of a Management System

Since establishing the Office for the Protection of Personal In-

DNP has been promoting the establishment of a manage-

formation in April 1999, DNP has continued to strengthen ourment system based on the Japanese Industrial Standards,

information security measures in response to changes in the“Personal Information Protection Management Systemsecurity environment in Japan and overseas. We established

Requirements” (JISQ15001), which is a standard for thethe Headquarters DNP Group Information Security Committee

thorough compliance with laws and the management of theas the umbrella organization for company-wide control, underprotection of personal information at all offices which handle

which we created the Information Security Headquarters for

personal information. Also, we are actively making progresssecurity auditing and guidance for our business operations

toward acquiring the Privacy Mark* and ISO/IEC27001*.

and Group companies. Also, Information Security Committees

In July 2008, we were certified as having a JISQ15001-

have been established in each of the business operations andcompliant personal information protection system, and DNPGroup companies where under the direction of the committee

also acquired Privacy Mark certification as a corporation. DNP

chairpersons and persons in charge of personal information

had already by this time acquired Privacy Mark certification forcontrol (together with the heads of each operating unit), they

five operations, beginning with the IPS Operations in 2000 andhandle issues such as training, security zoning, and computer

followed by the C&I Operations, Information Communication

measures, as well as taking charge of inspections.

Kansai Operations, Commercial Printing Operations, and Chubu Operations. Extending certification to the entire company
entailed strengthening auditing and guidance structures by re-

Major Audits and Guidance Executed in FY2008

organizing headquarters specialized organizations, improving

DNP Group Information Security Committee

physical measures and standardizing rules for data processing

Committee Chairman Guidance

26 offices Total

45 times

37 offices Total

117 times

finally resulted in company-wide certification.

Information Security Headquarters
Auditing / GuidanceCompliance evaluations

121 headquarters divisions,operations, Group companies

Total of
302 hours

Audits of Personal Information
Management Systems

50 headquarters divisions,operations

Total of158 hours

Maintaining Internal Procedures and Rules
Personal information protection includes the developmentof the Personal Information Protection Regulations and theestablishment of joint rules regarding actual standards for
information protection within the Group. We also developed

31

offices, and a variety of other enhancement measures which

Click here for related information

http://www.dnp.co.jp/csr/2009/31e.pdf

We also received PCI DSS certification in June 2008 for
our SIGN 3D™ (“signed”) cardholder verification system forsafe online shopping.
* Privacy MarkA certification system for contractors that have established systems composed of appropriate personal information security measures compliant with JISQ15001.
* ISO/IEC27001
Information security control standards* The PCI DSS
A set of comprehensive requirements for enhancing payment account data security,
was developed by the founding payment brands of the PCI Security Standards Council,
including JCB, MasterCard, and Visa, to help facilitate the broad adoption of consistent
data security measures on a global basis.

Stakeholder Opinion

Akiyoshi Hiraoka
Superior Senior Corporate Officer, Nihon Unisys, Ltd.

Corporations and other organizations must work ceaselessly
to shore up data security, because there will always be new
threats requiring a response. We at Japan Unisys have createda new general data security strategy every two years since

Important Security Measures

Related information

Measures at Offices Handling Personal Data
Various measures are in place at the Data Processing Of-

2004, always with the aim of increasing the security level. We
have received major help from DNP in strengthening data
security, early on with IC card employee IDs and then withphysical security measures in 2008.
The future global business success of corporations will

fices, including entry/exit controls using biometrics to ensure

require the lateral use of data, and the key to doing so is thethat unauthorized persons cannot access the facilities, sur-maintenance of a constant level of security. Therefore, it seems

veillance cameras that keep improper behavior in check, andto me that value chain optimization is tied to strengthening thepocket-free uniforms for on-site workers. We also have en-company’s ability to compete. My hope is that DNP will make ahanced information controls by separating the locations where
information is written to media and employing checks using

strong push forward with its P&I Solutions business vision, andcreate a variety of secure solutions.

metal detectors. We continued to strengthen these measuresand enhance our facilities in FY2008. In addition, we havefurther strengthened controls by implementing access logs
and reducing the number of employees engaged in the workof writing to recording media.

Strengthening Security through Human
Resource Development
We are engaged in raising the awareness of each employee
through efforts such as pamphlet distribution, mass educa-

Physical Measures at Operational Bases

tion, network learning and other forms of training.

Security systems using IC card employee IDs were newly
installed at 19 operational bases, bringing the total number,including sales offices, to 107. We will continue to increase

Main FY2008 Training/Conferences

this number. We also are expanding the use of systems

Personal Information Protection Management System (PMS) Education(developed jointly with copier manufacturers) for data leak

July 2008 ~ March 2009 Total of approximately 41,000 participants

prevention that require use IC card employee ID verificationfor our printers and copy machines, allow the printing solelyof documents for which the employee has clearance, and prevent printouts from being left unattended.
Beginning in FY2009, we also plan to begin installing theforklift entry/exit system developed jointly with Mitsubishi
Electric Corporation, so as to improve security at plants.

Information Security Course for Technicians (held 5 times)
February ~ March 2009 Total of 390 participants
Information Security/Personal Information Protection Tester/Auditor Education(JISQ15001, ISO/IEC 27001) (Held 8 times)
August 2008 ~ February 2009 Total of 268 participantsNationwide Information Security Conference and Seminar for Information Security
Promotion Office Managers
September 2008
Seminar on the Act on Regulation of Transmission of Specified Electronic Mail andthe Act on Specified Commercial Transactions

Efforts toward Safe Data Transfer
DNP uses our in-house-developed “Gendarme” system when

December 2008transferring the personal data of customers via networks.

Seminar for persons responsible for security zoning measures

Gendarme uses the electronic certificates stored on both ourMarch 2009 120 participants

and the customer’s IC cards for verification. We ask our customers to use this system, and also use it for transferring data
within our company.
In 2007, DNP also began selling our “Dreadnought” CD-R
loaded with software that not only encrypts data sent andreceived between customers and DNP, but also can be used
for the encryption of important information by the customer.
About 3,000 of our customers used this software in FY2008.
Seminar scene

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http://www.dnp.co.jp/csr/2009/32e.pdf

DNP Group CSR Report 200932

Promoting Social Responsibility through the Supply Chain

Sincere Dealings with Suppliers
We seek join with our suppliers in fulfilling all of our social responsibilities, including legal compliance, environmental
conservation, and fair labor practices, so as to offer products and services that benefit our customers and can be used withconfidence.

Our Basic Supply Chain Philosophy

Stakeholder Opinion

DNP is also working to enhance the compatibility with societyof the entire value chain. The existence of superior goods andservices is pointless if the production or procurement pro-

Toshikazu Tanaka

cesses create social disharmony. We are moving forward with

General Manager, CSR Promotion Dept.
DIC Corporationa variety of management measures with the goal of attaining
high value creation working in tandem with a strong compli-

We underwent the DNP Group CSR Procurement Criteria com-ance awareness.

pliance audit in 2008, after which we received the EvaluationWeb

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

Materials procurement

Sheet feedback. The compliance audit was clearly arranged
in terms of question content and categories, and responding
to the audit was simple. The Evaluation Sheet is in radar chartformat, which makes it easy to understand the feedback on

DNP Group CSR Procurement Criteria
Related information

categories requiring improvement. We also hosted an on-site
visit at the beginning of March 2009, at which we engaged indirect TAIWA concerning the audit results and other items. This
provided a sense of improved mutual understanding about

In March 2006, DNP amended our Basic Procurement Policy,

CSR activities.

and newly established our Group-wide DNP Group CSR

The DIC Group has been doing business with the DNP

Procurement Criteria. We held explanatory meetings for sup-Group for many years, not only in the field of printer’s ink but

pliers and conducted CSR Procurement Criteria surveys. We

also electronic parts and other items. Our group of companies isconducted the second such survey in March 2008, and in aneffort to improve CSR compliance awareness on the part ofalso engaged in strengthening the supply chain for our products,
and the DNP Group’s “CSR Activities Across The Entire Supply
Chain” has provided a great point of reference for our efforts.

our suppliers we provided them with feedback on the survey
results in the form of an “Evaluation Sheet.” From autumn
2008 through spring 2009 we also will be conducting visits
to supplier factories so as to verify compliance with our CSR
Procurement Criteria.

Expanding the CSR Procurement Criteria toGroup Companies
We explained the gist of the DNP Group CSR Procurement
Criteria to suppliers of DNP Group companies as well in
FY2008, and called upon them to make efforts to comply. We
monitored the situation by sending compliance audit forms to
all companies endorsing the Criteria. By expanding compliance efforts to Group company suppliers we have achieved
coverage of practically the entire DNP Group supply chain.
The audit results revealed some variation in the efforts
made by supplier companies. We will therefore continue toCompliance Audit
Evaluation Sheet

conduct seminars and make other efforts to deepen mutual
understanding between the DNP Group and our suppliers so
as to improve the effectiveness of their efforts to comply with
On-site audit

33

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the Procurement Criteria.

http://www.dnp.co.jp/csr/2009/33e.pdf

Proper Disclosure of Information

Promoting Prompt Disclosure and Communication
DNP emphasizes TAIWA with all of our stakeholders.
We therefore work hard to achieve timely disclosure of appropriate information, so as to fulfill our duty of accountability.
Doing so promotes active TAIWA, which allows us to uncover new issues and find solutions.
The opinions we get from our stakeholders provide feedback for management, helping us to improve corporatetransparency and achieve our goal of realizing a sustainable society.

Enhancing IR Efforts

Related information

Stakeholder Opinion

DNP conducts information disclosure according to our Disclosure Policy, so as to ensure timely and accurate disclosure

Kiyoshi Karasawaof information to all shareholders and investors based uponCenter Chief, Internal Communication Center
Nippon Keidanren Business Services

transparency, fairness, and continuity. We established the Information Disclosure Committee in May 2006, which gathers

The main work of our Business Services Internal Communica-

corporate data and determines disclosure methods and othertions Center is the selection of superior in-house corporate
publications for our annual “Nippon Keidanren Recommended

considerations, with the goal of executing prompt disclosure.

Company Magazine” awards.

In addition to more than 200 individual IR meetings a year,

The DNP Group company magazine “DNP Family” received

we also hold factory tours and strategic technology seminars

the “Special Prize” in 2005 and 2007, and 2008 won the “Overall

concerning operations and products attracting a high level

Performance Award” for comprehensive superiority from designof interest among our shareholders and investors. We seek

through layout. Not only were a variety of worksites and em-

to meet the needs of our overseas investors by conducting

ployees engaged in various jobs featured in the magazine, but
the magazine also displays excellence in providing information

meetings via telecommunications networks.

from a broad spectrum of areas, and each issue is elaborately

We create use displays and images at our general share-

designed. The magazine is particularly aptly named given theholders meetings as a way of introducing our company and ourconsideration it gives to the families and children of employees.

business to all shareholders, so as to deepen their understand-

I was touched by the warmth of the DNP culture that produces

ing of DNP. We are also working to improve convenience bysuch a magazine.

introducing Internet-based shareholder voting. In addition, we
seek to enhance our global communications by posting IR

cuting the wide variety jobs within those operations. This pub-information such as annual reports and consolidated financial

lication seeks to deepen the understanding of our employees

report summaries on our website in both English and Japanese.

about the overall work of the Group, and to impart a sense ofcommon purpose. It is distributed to employee residences for

Promoting Communications within the GroupWe are making strong efforts to promote communications
between the company and our employees, as well as among
employees themselves, with the goal of nurturing an idealorganizational culture for the creation of fertile ground forproviding P&I Solutions. One of these efforts, our company
magazine “DNP Family,” provides a balanced introduction to
the multifaceted operations of DNP and the employees exe-family members to become more familiar with DNP’s efforts,
so that our employees can enjoy the strong support of theirfamilies.
As a printing company we are able to put our knowledge towork in every facet of publishing “DNP Family,” from design,
photo layouts, and editing through printing. Our “total production
effort” earned us the “FY2008 Nippon Keidanren Overall Performance Award” in the Company Magazine Category.
We also provide video news features for our stakeholders
both inside and outside thecompany at the “DNP NEWSCHANNEL” on our website andon the company intranet. We
seek to execute timely information disclosure by means ofboth printing technology and IT.
DNP NEWS CHANNEL

Company Magazine“DNP Family”

Click here for related informationWeb

http://www.dnp.co.jp/csr/2009/34e.pdf

DNP NEWS CHANNEL

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

DNP Group CSR Report 200934

Realization of a ‘Universal Society’

Efforts to Realize a Safe and Convenient Society
Demands for Universal Design are increasing as society changes and values diversify. The DNP Group is working to makeour products and services easy to use for as many people as possible.

The DNP Group’s UD

UD Efforts

Related information

The upgrading and improvement of products

Related information

DNP focuses our UD efforts on the Packaging segment. We

DNP UD Mark*and services from a consumer perspective

established our USE•FULL® packaging design guideline inis essential to realizing a universal society

2000, and in 2007 we won the 2007 Barrier-Free Performancethat is safe and convenient for all. At DNP,

Award/Special Cabinet Office Grand Prize issued by thethe realization of Universal Design (UD) is

Cabinet Office in recognition of our efforts to encourage thean important issue in the daily work of alluse of packaging that is usable by a majority of people, such

employees. In 2008, we continued to incorporate UD into ouras the use of Braille on containers and easy to open andproducts and services, implementing a UD Action Declara-

close packaging.

tion in each business operation, conducting education and

We continued to develop easy to use package design andawareness activities to improve understanding of UD, andpackaging in 2008. We were awarded the Japan Packaging

promoting tie-ins with external organizations.

Contest 2008 Touch-Distinguish-*Universal Design: The design of items such as appliances, buildings, and living spacesthat from the outset takes into account usability by as many people as possible.
*DNP UD Mark: A special mark symbolizing the attempt to incorporate UD as promotedby the DNP Group.

able Labeling Award for our retort
pouch with a large opening tab thateasily identifiable by sight or touch,and which can be handled evenafter immersion in boiling water.

The Universal Design Declaration
The UD Promotion Committee Chairman issued the DNP

Double-tab pouch

Environmental
Enhancements for
Problem Solving

Group Universal Design Declaration in October 2008, with thegoal of clearly stating DNP’s position on UD. The Declaration
is based on DNP’s principles since our founding of “dedica-

DNP is improving our evalu-

tion to print that is beautiful and easy to read” and “dedication
to creating secure, safe and convenient products that are

Human Research Laboratory for the study of
consumer behavior.

easy to use by every individual consumer,” and expresses

ation functions with the goalof increasing UD quality. In

addition to the PUL (Packaging Usability Laboratory) in Osaka,

our desire to meet the needs of our client companies andin March 2009 we established another facility for verification of

consumers. Together with the DNP Group 5 Principles Of

consumer usability with our Tokyo Human Research Labora-

Universal Design, it constitutes a practical guideline for our

tory. In addition to UD evaluation, this laboratory is engaged

employees.

in developing methods of analysis of all facets of consumer
behavior, from brand recognition and purchasing at storesthrough use and disposal.

5 Universal Design Principles

Our determination to consider everyone
as the source of DNP Group UDs. We
set forth the DNP Group 5 Universal
Design Principles so as to make our UD
efforts more fruitful, and we strive to
make all DNP products and services
usable to as many people as possible.

35

Click here for related information

Principle 1: Make it clear

Label properly according to the circumstances of the information recipient.

Principle 2: Make it intuitive

Design so that usage is easy to understand, enabling intuitive handling.

Principle 3: Make it flexible

Design to enable diverse users and usage methods.

Principle 4: Make it safe

Design so that even if misused there is no danger.

Principle 5: Make it easy

Design for comfortable handling with minimum force.

The DNP Group 5 Universal Design Principles are based on the “7 Universal Design Principles” of Dr. Ronald Mace, an American who
coined the term “Universal Design.”

http://www.dnp.co.jp/csr/2009/35e.pdf

Stakeholder Opinion

Masafumi Narikawa
Chairman of the Board of Directors
International Association for
Universal Design

Our association is engaged in accomplishing and expanding
the acceptance of Universal Design (UD). UD is, of course, recognized as one of the corporate social responsibilities requiredof companies. The promotion of UD from a CSR perspective
by DNP is a wonderful development. We hope that DNP willcontinue the “natural and bold” development of products withdesigns that actively incorporate user perspectives, creating

UD Information and Awareness Activities
We have created courses such as the “Intro to Universal De-

even more value for the DNP brand.

sign,” a network learning course combining basic informationand information about DNP’s UD products so as to improveunderstanding and awareness of UD amongst our employees. A total of 38,000 employees, including those from Group
companies, have taken this course. We also conducted aseminar with expert participation in January 2009 in Tokyo,
which was attended by highly interested employees from a

Cooperation with Outside Organizations

variety of business fields.

DNP engages in cooperation with outside organizations in

We have also created a special site accessible from ourpromoting UD. We joined the International Association for

homepage for UD information, so that stakeholders canUniversal Design in 2003 as a trustee and directing com-become informed about DNP’s UD efforts. We also demon-pany, and have been at the center of development of several

strated our UD design

projects. In 2008, in cooperation with the Accessible Design

efforts at a number

Association of Japan we collected samples of packaging,of exhibitions, mostsuch as milk packs and cartons, with touch-identifiable designimportantly the Tokyo

features, and sent them to special needs schools (schools forInternational Packag-

the visually impaired).

ing Exhibition 2008
(Tokyo Pack).

DNP Group Universal Designtion, an NPO that promotes designs that are easily recognizedirrespective of color perception discrepancies. We are working

Tokyo Pack UD BoothWeb

We also work with the Color Universal Design Organiza-

to acquire certification across a broad range of media, fromhttp://www.dnp.co.jp/ud/

reports through advertising, videos, packaging, and more.

Example: Easy to Understand Display

Development of “Shuei Mincho,” a Mincho Font Easy on the Eyes
and to Read
Mincho is the most commonly used Japanese typeface, but the characters can be difficult to read clearly when it isused for video captioning because the horizontal lines are thin in comparison with the vertical, making it easy for thethin horizontal lines to become diffuse on the screen. DNP has been conducting our “Heisei Major Engraving Improvement” digitalization project for our original Shueitai font, part of which includes the development in July 2008 of the“Shuei Mincho” font for use on screens and for printed materials for the visually-impaired.
Since then, the DNP Group has used Shuei Mincho in all of the documentaries, animated videos, and corporate
presentations we produce. The success achieved by the new typeface thanks to the high marks received from the visually-impaired and elderly for its visibility has resulted in our licensing its use outside the company beginning April 2009.
Left: Former Shuei Mincho
Right: New Shueiyokobutori Mincho
We improved legibility without losing
the Mincho flavor and style by notchanging vertical line thickness andleaving the graceful transport and dynamic thickness of the strokes.

We will actively continue to develop this font for a variety of display environments, such as mobile phones and digital
signage, with our goal being broad popularization of its use.
* Shuetai: DNP’s original typeface. It has received high marks from printers and readers for beauty and legibility for over 100 years. The
lineup of Shuei fonts includes Shuei Mincho and Shuei Gothic.
* Heisei Major Engraving Improvement: The Shueitai digital font project begun in 2006. Work includes improving the existing digital font,
the digitalization of hot metal type-era typeface, the development of new fonts, and other efforts.

DNP Group CSR Report 200936

Ensuring the Safety and Quality of our Products and Services

Providing the World’s Highest Quality Products and Services
The DNP Group views providing products and services meeting or exceeding the expectations of our customers andconsumers as our most important social responsibility as a company. We strive to reach the highest standard of quality
in the world in our products.

Providing the Highest Standard of Quality
Related information

Product Safety Efforts
Product Safety Management System

Promoting “Production 21”

Our basic policy regarding product safety is to work to ful-

The DNP Group created the “Quality Policy” in 2005, withfill our social responsibility by not only producing products

the goal of maintaining and improving our manufacturing at aconsistent with the relevant standards and laws, but also ex-

level that produces safe products with the highest standard

ceeding the needs and expectations of customers.

of quality in the world, and we promote the participation of all
DNP Group units and employees in “Production 21.”DNP Group Product Safety Control Structure

While seeking to invigorate our manufacturing activities,
we are also putting a lot of effort into improving our planning

DNP Group Product Safety Committee

and development and sales segments, which are the units
through which customers first contact our company. This will

Secretariat

help us optimize the entire process, from the placement of theorder through distribution and delivery. We have quantified
activity targets and result indicators for quality, cost, delivery,
and environmental aspects, and we seek to achieve thesetargets and eliminate all waste by opening this system up to
all employees. We also seek to encourage TAIWA not only
within each business operation, but across operations as well,

Each Operation
Product Safety Committee
Secretariat

Each plant

Each Group Company
Product Safety Committee
Secretariat

Each plant

while at the same time continuously working to provide solu-

The DNP Group has placed Product Safety Committees attions to client issues by maintaining daily TAIWA with them.

our Headquarters, in each Operation, and in each Group* Production 21: This is a Group-wide project to create a muscular manufacturing
structure responsive to changes in the marketplace, with the goal of realizing the
DNP Group's Vision for the 21st Century. We are creating a manufacturing structure capable of constant improvement and continuous, sustainable strength, so as
to improve profitability and asset efficiency in our manufacturing.

Company. We have also created guidelines for product safety,
such as the DNP Product Safety Regulations, the Product
Safety Standards Guideline, and the Product Accident Response Guideline, and have distributed them throughout theGroup. Each Operation and Group Company is working to

Acquiring Certification for Quality Assurance

ensure product safety by improving their systems for productWe are making all efforts to acquire a variety of certifications

safety control based upon these regulations and guidelines.

so as to continue making steady progress in quality improve-

Ensuring a Higher Degree of Safetyment.
All of our business operations have acquired ISO9000

Continuity is important in product safety efforts. We twice an-series certification for quality management, as well as HAC-

nually conduct checks of product safety assurance systems,

CP9000 certification for food safety and quality systems in ouras well as risk evaluations of product lines, and based upon

packaging operations.

the results we make design changes, manufacturing process

We are currently proceeding in the area of information
management with the acquisition of IT security certification

improvements, and systems revisions so as to ensure aneven higher degree of safety.

(ISO/IEC15408) for the handling of credit cards, securities,

While our controls on chemical substance content in prod-

and other business documents, “privacy marks” for personal

ucts are of course in compliance with Japanese law, we also

information, and Information Security Management Systems

take regulations such as the Stockholm Convention on Per-

(ISO27001/ISMS).

sistent Organic Pollutants (POPs), the US Toxic Substances
Control Act (TSCA), and European Community Registration, Evaluation, Authorisation and restriction of Chemicals

37

Click here for related information

http://www.dnp.co.jp/csr/2009/37e.pdf

Stakeholder Opinion

Shigeru Ishino
JAB Certified Auditor
CEAR Registered Auditor (A1982)
JRCA Registered Senior Auditor (A00068)
Representative, Advanced Management Laboratory

I have been involved in management system audits of many
DNP Group divisions and companies for more than 15 years. I
know from direct discussions with everyone at these divisions
and companies, from top management to general employees,that the mission of the DNP Group is the provision of products
and services of a standard of quality unsurpassed in the world,(REACH), the latter of which was enacted in 2007.
We also began studying product liability prior to the enactment

and that everyone does their best to accomplish this at theirpositions on a daily basis.
Despite such efforts there was an unfortunate product ac-of the Product Liability Act (PL Law) in 1994. In addition, we

cident due to residual toluene, causing trouble for the many

started network learning (PC-based study) on this subject forpeople involved. It is necessary for all employees to bear ingeneral employee participation in FY2000, and continue tomind that a small error can result in significant damage. Even

work to improve employee education and awareness about

the most comprehensive control system depends on people for

product safety.

maintenance and operation. It is important for each employee
to recognize how much his or her own mistakes can damage
the company’s products and services, and to understand theProduct Safety Management Systemmeaning and importance of one’s own role and job.
From a recurrence prevention perspective, I hope DNP will

Product design

include verification of the degree of awareness of employees

Manufacturing process plan

during the conduct of regular product and service safety sys-

Creation of product safety standards sheet

tem checks and risk evaluations.

Build safety assurance system

Product design change
Manufacturing process
improvement
Product safety standards
sheet revision
Safety assurance systemrevisionDNP Group
Product Safety
Regulations

Manufacturing andcontrols based on
product safety standards

Business Continuity Plans
Creation of Action Plans for Emergencies
It is Japan’s fate to be subjected to the risk of earthquakes,
so BCP (Business Continuity Plan) Creation Teams attempt

Checking of product safety assurance system

to estimate the scale of potential earthquakes at operational

Risk evaluation of product line

sites based on earthquake risk assessments, so as to takethe necessary measures for business continuity. A great
deal of our business is international, but it would be difficult

Product Accident Response

Product Accident Caused by Residual
TolueneIn October 2008, some of the wiener sausage packaging DNP makes

to contract our production to other companies and therefore
the impact on society would be large. In response, we havecompleted BCPs for the Electronics Business Division, theInformation Systems Division, the IPS Operations Division(which conducts production and issuance of ATM and credit

was found to contain higher than normal residual content of the solvent

cards for banks, database development and operations, andtoluene, which is used in the manufacturing process. This was caused

the production and distribution of direct mail and various

by a malfunction of some of the manufacturing equipment, which

request forms), the Packaging Division, and some of the Ma-

caused an excess in the amount of adhesive coating used in some in-terials Supply Division, and the transition to BCM (Businessstances. We at DNP offer our sincere apologies to everyone affected

Continuity Management) is being executed.

by this occurrence, especially purchasers of the product. Measures forrecurrence prevention include switching to a non-toluene adhesive, im-

We are also establishing a BCP creation structure for

plementation of thorough maintenance controls on manufacturingother divisions, which is also a part of the ongoing movement

equipment, and the strengthening of residual concentration measure-

toward ISO certification, and BCPs are planned for all remain-

ment controls. We shall continue to strive for thorough quality control.

ing operations in 2009.
DNP Group CSR Report 200938

Respect for Human Dignity and Diversity

Realizing an Energetic Workplace
As the DNP Group Code of Conduct proclaims, human dignity is of the greatest importance, and we respect diversity inthe culture, nationality, creed, race, ethnicity, language, religion, gender, age, and ways of thinking of each individual.
Our “efforts to create an energetic and inspiring workplace” are founded on this principle.

Respect for Diversity

Related information

Support for Success of Personnel Diversity
Related information

Diversity Promotion Meetings
We conducted these meetings so as to uncover issues me

Female Employee Active Support Meetingsmust address in our attempts to create a workplace in which

We began holding Female Employee Active Support Meet-

everyone in the DNP Group is able to work to his or her fullest

ings (Kick-Off Meetings and Network Meetings) in 2006 withpotential, and in which everyone understands the philosophy of

the goal of nurturing an organizational culture that allows our“Respect For Diversity” proclaimed in the DNP Group Code offemale employees to display their skills to the fullest. Kick-Off

Conduct. Three such meetings were held in 2008, with about

Meetings precede the Network Meetings, and are attended by

80 persons in charge from the General Affairs Divisions, whichfemale employees and their superiors with the aim of improv-

are tasked with promoting diversity at each Group Company,

ing their understanding of company policies and systems andin attendance. Each meeting featured lectures by guest speak-their current status, as well as to make everyone conscious ofers and group work, and the participants shared information

the need for the active support of female employees. The com-about issues at each company (in the various operations) withpany’s efforts and systems for supporting of female employees

examples from each Division. The meetings succeeded inare explained, examples of how senior female employees took

deepening understanding of the need for diversity.

advantage of these systems are shown, and talks are given by

Henceforth support will

Meeting scene

Network Meetings are attended by 30 female employees

forts toward the resolution

on each occasion. The career paths of successful role mod-of issues at each Groupels within the company are introduced, and discussion andcompany as part of our

networking with other female employees takes place concern-

ongoing effort to promote

ing topics important to female employees, such as work-life

diversity.

balance, career development, and others. In Fiscal 2008, theEmployee Comment: Participating in Diversity Promotion Meetings

Discussion about our own
workplace issues as part of the
DNP Group was meaningful.
Takumi Osuga

Kiriko Sato

General Manager, DNP
Tohoku General Affairs

DNP Tohoku
General Affairs

Attending the Diversity Promotion Meetings, understanding
the point of view of women (who are considered a “minority”)
and discussing the issues that DNP Tohoku must resolve as

meetings were open to the entire Group, with 675 female employees participating by March 2009.

Efforts to Employ the
Physically-Challenged
The DNP Group actively strives to create
workplaces in which ourpart of the DNP Group was meaningful in terms of revising ourphysically-challenged

work habits. We once again became aware of the need for

employees can work

more understanding and operational reform of working hours

energetically. We put particular efforts into supporting the em-

management, the promotion of the taking of paid leave, and thesystems for balancing work and life.

Signing Seminarployees working alongside the physically-challenged, part of

Of these, we have established “Bring Your Child To Work

which is deepening their understanding of disabilities. TheseDays” through joint labor-management cooperation, with theefforts are based on our philosophy of “normalization” of thegoal of creating an improved work environment and realizing
work-life balance. A lot of employees showed an interest in thisphysically-challenged and the able-bodied working together.

plan and are participating, and there is a real sense of energy

Many of our employees working alongside hearing-impaired

and appreciation of the “good working atmosphere.” We would

colleagues attend our regular Signing Seminars and Signinglike to build on this energy and turn it into a trend by continuing

Comedy Storytelling sessions, helping to improve communica-such active efforts.

39

lecturers from outside the company.

be provided for actual ef-

Click here for related information

tion with the hearing-impaired at the workplace.

http://www.dnp.co.jp/csr/2009/39e.pdf

Stakeholder Opinion

Akio Doteuchi
Chief Researcher, NLI Research Institute

The DNP Group conducts Diversity Promotion Meetings andpromotes work-life balance so as to enable its employees toperform to their fullest abilities. Of particular note is their creationof a work environment in which childrearing and work are balanced, so female employees can use their skills fully, and for thisSupport for Next-Generation Childrearing

they were certified by the Tokyo Labor Bureau in April 2007 as a“Business Proprietor Supporting Next Generation Nurturing.
Henceforth, the realization of work-life balance will go further

Related information

than balancing work and childrearing by making possible thelifestyles of diverse individuals through activities such as educa-

Kangaroo Club 2009
In January 2009 we held a return-to-work seminar called Kangaroo Club 2009 as part of the Back-to Work from Childcaretion for life and community efforts. Work-life balance can thenbecome something more than in-company welfare; it makes the
personnel portfolio more diverse and thereby strengthens theProgram for employees that have taken leave for childbirth or

corporate culture and enhances productivity, leading to the cre-childcare. There was a lecture by a career adviser and groupation of new added value. Employees can shine in a company

work, and the 56 participants discussed and learned aboutthat embraces diversity.

worries concerning creating a balance between childcare
duties and work, as well as methods for communicating withpartners can consider lifestyle issues, such as childcare/workthose around one.
We had been holding
such meetings for employ-balance, together irrespective of sex, as part of our goal of creating a workplace where diversity is mutually acknowledged.

ees that had taken leave forchildbirth or childcare every

DNP Family Friendly Days

year, but some of the partici-

Our “DNP Family Friendly Days” (“bring your child to work

pants mentioned that theydays”) represent another of our efforts to support next-gener-

would like their partners toation childrearing. We held two of these at Ichigaya in August

be able “hear the same lecture” and “to have a place where weduring the summer school holidays, and 71 people (of which

can discuss mutual concerns.” In response to their requests we

34 were children) from 23 families participated. The children

opened the meeting to partners as well, and 12 male partners,

got tours of the printing plant and saw their parents workplace,both DNP employees and men from outside the company, took

which gave them an understanding of their parents’ jobs. DNP

part. There is a tendency to think of the childcare/work balance

Tohoku held their Family Friendly Day in February 2009, withas a women’s issue, but DNP seeks to provide a place where

33 people (of which 17 were children) from 10 families partici-

Male partners appear for the first time

Employee Comment: Participating in Kangaroo Club 2009

pating, and the program was great success. Of our overseas

The meeting made me confident
about returning to work, and it wasa good chance for families to learn
about childrearing together.
Mariko Sugiyama (with her husband)
Ichigaya Publication Printing Operations
Sales Division

Raising children can make it easy to become an unintentional

subsidiaries, DNP Denmark also held a Family Day in June
2008, with 75 people from 18 families participating.
We will broadly extend this program throughout the DNPGroup, so as to promote work awareness and interest amongchildren, who will take charge of the next generation, as well as
better parent-child (family) communication for our employees.

shut-in, and I was caught up in worries about returning to work.
By participating in the meeting I was able to talk with other working mothers at DNP, which really improved my mood and gave
me confidence about returning to work.
Also, because childrearing is a new experience for bothmy husband and me, the ability of partners to participate in themeetings whether or not they are DNP employees helped us
realize once more that bringing up a child is really something for
spouses to do together.
My child (and I) are experiencing daycare for the first time,and it seemed to me that this was like a dress rehearsal for returning to work.

Click here for related information

http://www.dnp.co.jp/csr/2009/40e.pdf

Touring a computerized proof-making Tours were also held at an overseas
location (DNP Denmark)worksite (DNP Ichigaya)

DNP Group CSR Report 200940

Realization of a Safe and Vibrant Workplace

Creating Pleasant Workplaces that Increase Group Dynamism
The strength of the DNP Group lies in our employees. We are working to create pleasant, free and vigorous workplaces
with a variety of systems in place that support the growth of our employees and meet their needs as diverse individuals,
creating dynamism that spills over into the workplace and causes the emergence of values in new areas.

Creating a Creative and Energetic Corporate Culture

Related information

Transformation of work habits(= a transformation of work procedures)

In 2004, DNP labor and management cooperated in initiating

Realization of the sustainable development of the DNP Groupthe Productive Time Resource Project, establishing mid-termalong with rich and rewarding lives for our employees, as wellpolicies and goals shared by all members of the DNP Group

as a creative and energetic corporate culture, requires “a highlywith the aim of generating time resources and using themefficient, productive, self-starting way of working in which theeffectively. In recognition of the ongoing importance of thatdesired role and desired results of each individual are met, so

Project and of creating deeper ties and cooperation between

our people attain even fuller personal lives.” At the same time,labor and management, the DNP Group Labor-Management

the business environment in which the DNP Group operates is

Committee has extensively restructured that Project by creat-changing greatly, and building a company with the resilience to

ing the DNP Group Productive Time Resource Project.

(1) DNP Group Productive Time Resource Project

support future growth requires the achievement of a “transfor-

The DNP Group Productive Time Resource Project Stagemation of work habits (= a transformation of work procedures),”

1 Plan established a three-year plan beginning April 2009

which entails innovative changes from old work habits, with

(FY2009-2011) setting out the joint policies and goals of the

all DNP Group employees “making a sweeping review of ev-

entire DNP Group, which all employees shall seek to achieve.

erything” and remaining conscious of the added value created

In tandem with this, the Group Operation Productive Timethrough one’s own work.

Resource Projects have been launched as subordinate organi-In recognition of this, the DNP Group took a hard look atzations to the DNP Group Productive Time Resource Project,

the work procedures of all of our employees in FY2008, andso as to engage in productive time resource efforts at the op-

as a result expanded a variety of the activities in which we had

erational level and optimize overall efforts.

already been engaged so as to take them to next stage andpromote the efficient use of time resources.

(2) Work Streamlining Measures
Outline of Productive Time Resource ProjectIn FY2008, we distributed two types of the DNP Group Work
Streamlining Handbook so that each employee would takeRealization of the Vision for the 21st Century

a close look at his or her own work progress and think about
the original goals of that work, as well as consider what typeof work system is required in their own division and to make

Perpetual growth, energetic workplace

Work-life balance, self-realization

optimum work flow a reality. The Handbook is also designed tosupport work streamlining activities through the participation ofAchieving work goals during scheduled working hours

Transformation of work habits (= a transformation of work procedures)
Each Operation/Company Productive Time Resource Project
DNP Group Productive Time Resource ProjectHeld once a month
Held once every six months

Role of labor and management

all employees.
We also continued the Work Streamlining Training begun
in 2007 (Work Streamlining Management Training, 1st Term
Expert Seminars) by holding 2nd Term Expert Seminars forthe cultivation of work streamlining coordinators in each GroupOperation. At these seminars, representatives of each Group

Company

Labor union

Operation conducted seminars on 20 topics over a six-month• Monitor situations, planmeasures, execute• Monitor situations, executemeasures, check progress• Propose measures

period for each step, from data accumulation, workflow creation, function definition and evaluation, and backup plans
through establishment of a firm action plan.

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

41

Plan and executemeasures

Click here for related information

Check and follow-up

http://www.dnp.co.jp/csr/2009/41e.pdf

Fair Evaluation and Assignment

Related information

Development of New Personnel System Policies in theGroup Companies

examine measures to strengthen its application. One of the

In 2007, DNP restructured the basic personnel system so thatvey was to compose an Evaluation System Correlation Charteach individual employee might display his or her abilities andthat shows the goals, gist, and rating relationship of each ofhelp us realize our Vision, and sought to introduce a new sys-

the evaluation systems (Goal Challenge System and Rank

tem (rating, wages, working hours, commendations). The newAssessment System) for distribution to all employees so as tosystem is founded on the Demonstration of the Desired Role/enhance the actual operation of the system and ensure that

Desired Results concept, and applies new systems such as

employees correctly understand the system.

actions taken in FY2008 based upon the results of that sur-new work organization categories and new rankings, includ-

Furthermore, the Management by Objective Training foring a new wage system, application of a planned work-typemanagement level employees that is intended to improve thediscretionary labor system, and commendations for timely

evaluation system by deepening an understanding of evalua-work results.

tion methods and interview techniques was held in FY2008 (55The “Demonstration of the Desired Role/Desired Results”

sessions, a total of 1,700 participants). In addition, Goal-Set-

concept is shared by the entire Group as the personnel sys-

ting Training, which is basic training conducted since 2004 thattem policy. While it had already been introduced at 50 Group

uses actual case studies of goals achieved at the company,

companies, it was put in place at 18 more in FY2008. The

was expanded in FY2008 to include the upper echelons of thegoal is for each Group company to rebuild its personnel sys-

general employee ranks (15 sessions for senior personnel, atem with the same core as that of DNP, while reflecting thetotal of 450 participants; 76 sessions for general employees, a

individual characteristics and personnel strategies of the par-total of 1,900 participants).
We will continue to implement training in FY2009 for thoseticular company.

who have not yet received it. Also, in addition to the compre-

Management by Objective System

hensive training for managers, we are looking into executing

After introducing the new personnel system, DNP conducted

workshops or similar programs to verify that goal setting has

an employee survey so as to assess the degree of perme-been performed for themes from the organizational action pro-ation and the implementation status of the new system andgram requiring manager efforts.

Basic Personnel Measures for Realizing our Vision for the 21st Century

Realizing our Vision for the 21st Century
New value creation (P&I Solutions / Production 21)

Nurturing an emergently evolving corporate culture and civilization

An environment for emergent exchange and challenging issues aggressively through self-initiative and cooperation
TAIWA and sharing

Role execution and individual growth
Actions to fulfill the desired role

Personal growth / Self-realization

Sincere action based on the Code of Conduct

Work streamlining

Emergently evolving cooperation

Transformation of consciousness and action

Personnel Measures
Click here for related information

http://www.dnp.co.jp/csr/2009/42e.pdf

DNP Group CSR Report 200942

Realization of a Safe and Vibrant Workplace

Creating Pleasant Workplaces that Increase Group Dynamism

Human Resources Development Support

Promoting Human Resources Development

Related information

Related information

We attach great importance to the acquisition of knowledge andPractical and Diversified Training Programs

skills by each of our employees, so they can fulfill their duties to

The DNP Group offers a

the fullest as self-starting individuals, and also so they can ex-

variety of practical and di-Rough estimate of education(Unit: ¥ millions)costs (per unit)

perience personal growth and self-realization. We support suchversified training programs

2005

1,132

efforts through a personnel system that allows the selection of

for acquiring the neces-

2006

980

desired work, systems for learning of specialized knowledgesary basic and specialized

2007

1,038

and technologies, and evaluation / worker treatment systems.

knowledge for each field,

2008

1,027

as well as for the devel-

Personnel System Allowing Desired Work Selection

opment of self-management ability and conceptual skills in

The following are among the career development support per-support of the career designs of each individual. We aim tosonnel systems in place at DNP that expand the parameters ofcultivate employees capable of conceiving their own future vi-

work and increase opportunities for the independent selection

sion and acquiring the skills to attain it, and who can work withof work: the In-house Recruiting System, to which experienced

people both in and outside of the company as confident and re-employees with specialized skills seeking self-realization cansponsible professionals functioning independently in their field.

apply; the Self-Reporting System, in which the self-realization

We also conduct practical courses in communication skill

steps and workplace transfers desired by the employee areenhancement for managers and leaders, so as to deepen

examined and a relationship of trust is built between superior

their understanding concerning the need for a career develop-

and subordinate; the In-house Venture System, which brings

ment system that enables their subordinates to display their

to fruition seeds of business unearthed at the company or in

abilities to the fullest.

employee ideas; and, the In-house Learning in a Different Despending a fixed period of time working in different department.
Results for each system
In-house Recruiting System

Self-Reporting System

In-house Learning
in a Different
Department System

ApplicantsTransfers

Persons
consulting

Transfers

2005

78

55

287

80

3

2006

120

51

302

120

3

2007

119

47

312

115

0

2008

90

40

302

112

1

Group companies established through the In-house Venture System

43

Company nameDateestablished

CP Design Consulting

March 28,
2002

Personal information security consulting
business

M’s Communicate

September
12, 2003

Consulting business related to customer
membership services

At Table

September
1, 2004

Sales promotion support for supermarkets

YouTooJanuary 23,
2006

Mobile phone website operation featuring soccer
and other sports content

My Earth Projects LLC

July 7,2008

Global environment card game “My Earth” sales

Click here for related information

Type of business

http://www.dnp.co.jp/csr/2009/43e.pdf

Employee Comment: Company Established Through The In-house Venture System

partment System, in which employees sharpen their skills by

Doing what we must to makedreams take form, with thesupport of superior staff
Yoshifumi Okabe
My Earth Projects LLC

One day while trying to come up with themes for “corporate contribution to education,” the company was visited by two college
students pitching a card game called “My Earth,” which was
designed to teach children about the global environment. Their
passion and novel ideas stirred my heart, and I resolved to apply to the In-house Venture System for the three of us.
The industry-academic tie-in, the creation of a joint venturewith students, and the development and sales of a card gamethrough an LLC were first-time efforts for DNP, but with the helpof a lot of expert in-house departments, such as Legal, Intellectual Property, Labor, Accounting, manufacturing sites, andothers, we were able to get the venture established. I again was
reminded of how the In-house Venture System, which supports
employee dreams, is in turn supported by superior DNP staff.

Worksite Safety

Related information

The DNP Group has been working to improve the health andPlanned Efforts toward Work Accident Prevention

safety standards for the overall Group by increasing the healthIn accordance with the need for comprehensive and plannedand safety measures we have employed up to now and seek-measures to prevent work accidents, we have established theing to create uniform Group standards. We have newly placed

DNP Group 1st Work Accident Prevention Basic Plan, which

the DNP Group Health & Safety Liaison Conference at thegoes into effect in FY2009 and targets FY2011. The Basic

center of our health and safety structure, for the examination ofPlan states numerical targets for work accident reduction

joint efforts in cooperation with the labor union and monitoring

rates, establishes firm goals for items to be promoted, andof progress. All Group Operations and companies also haveclarifies measures to be executed henceforth.

their own health and safety promotion systems, and we are

Our health and safety efforts are executed from the twin perspectives of risk reduction of decreasing work accidents overall

seeking to strengthen ties within the Group.

and preventing serious accidents. Our measures take into account work accident trends both within and outside our Group.

Improving Group Health and Safety Standards
We have revised our Health & Safety Control Regulations in response to changes in the social environment surrounding healthand safety, as well as to contribute to strengthening Group ties
so as to improve the DNP Group’s health and safety standards.
We are systematizing the health and safety items that must

Work Accident Occurrence Rate (rate of accidents accompanied by lost worktime)

DNP Group
2005
2006
2007
2008

0.60
0.55
0.47
0.49

Printing industry overall
1.45
1.45
1.52
0.94

All industries
1.95
1.90
1.83
1.75

be common to all DNP Group employees, such as the original
Health & Safety Control Regulations, bylaws, and guidelines,

Practical Seminar on Health and Safety Management

and are conducting the procedures for enacting the DNP Group

Prior to going forward with the DNP Group 1st Work Accident

Health & Safety Control Regulations in each company.

Prevention Basic Plan, we held skill improvement training fora total of 120 General Affairs general managers, section man-DNP Group Health & Safety Promotion Structure

agers, and health and safety coordinators from all worksites
within our Group Manufacturing Segments six times during

DNP Group Health & Safety Promotion System
DNP Group evaluation

Plan establishment

the period August 2008~January 2009 (30 participants a sesReflection inplan

DNP Group 1st Work Accident Prevention Basic Plansion for a total of 24 sessions), so as to enhance the planned
measures taken at each worksite.

DNP Group 1st Health Maintenance Improvement Basic Plan

The curriculum included deepening understanding of thePlan sharing

DNP Group Health & Safety Control Regulations, as well as

Operational Health & Safety Promotion Systemtalks by experts from the Japan Industrial Safety and Health

Each Company Health & Safety Promotion System

Association and case studies of accidents that have occurredPlan establishment

Operational / Company evaluation

Reflection inplan

Operational / Company 1st Work Accident Prevention Basic Plan

Corrections

Plan establishment

Reflection inplanWorksite 1st Work Accident Prevention Basic Plan
Worksite 1st Health Maintenance Improvement Basic Plan

three-year plan for work accident prevention at each worksite,with the goal of enhancing the basic plans and improving theskills of those involved. We are looking into future practicalseminar content along the theme of development at the confer-

Plan execution

Evaluation of efforts through worksite self-inspection
Click here for related information

with actual risk identification and countermeasure development
taking place in parallel. The final issue was the creation of aWorksite Health & Safety Committee
Worksite evaluation

ment measures for accident prevention at one’s own worksite
in relation to the risks cited was made a topic for discussion,Operational / Company 1st Health Maintenance Improvement Basic Plan

Plan sharing

within the Group. In each session, the development of manage-

http://www.dnp.co.jp/csr/2009/44e.pdf

ence of analysis skills for each worksite.
DNP Group CSR Report 200944

Realization of a Safe and Vibrant Workplace

Creating Pleasant Workplaces that Increase Group Dynamism

Nurturing Active Health Maintenance Improvement

Related information

DNP has been serving the health maintenance improvementning targets at all worksites, such as the active use of healthneeds of our employees and their families up to now with our

examination results and events for promoting health mainte-

DNP Group Total Health Support System, and to that base wenance. Also, we are in the process of bolstering the system by

have added the DNP Group Health Maintenance Guideline.

assigning specialist staff to boosting these activities.

This Guideline spells out the DNP Group’s health maintenancepolicies. Our goal is to improve the health awareness of each

“Second Life” Preparation Guidance

individual, as well as to respond to social demands for lifestyle

The DNP Group is offering “Second Life” Preparation Guidance

disease prevention and the changing philosophy and needs

as part of the joint labor-management Life Plan Promotion Sys-

pertaining to “health,” such as the need for improved healthtem so as to offer support to the “realization of a fulfilling and rich

maintenance by employees and their families.

‘second life’” for employees reaching mandatory retirement age.

The actual measures to be executed are established in the

Employees and their spouses are encouraged to take part

DNP Group 1st Health Maintenance Improvement Basic Planin this program, which covers creating a “post-retirement lifeand elsewhere, as part of our efforts to ensure a solid healthpurpose” to replace the life purpose provided by work duringpromotion structure.

years of regular service, methods for “healthy life extension”
through the prevention of lifestyle diseases, and other ways of

System Promoting Planned Health Improvement Efforts

preparing for one’s “second life.” The three aspects of “second

We established the DNP Group 1st Work Accident Preven-life”- purpose, health, and house-tion Basic Plan, which goes into effect in FY2009 and targets

hold finances- as well as related

FY2011 for sustained and planned health maintenance im-items for careful attention areprovement on the part of our employees and their loved ones,

explained. Sessions were held 11

based on the DNP Group Health Maintenance Guideline. The

times in FY2008, with 472 partici-

Basic Plan states the targets for health maintenance improve-pants.

promotion structure, and the items to be promoted.
In creating a system for planned efforts, we newly establishedthe DNP Group Health Maintenance Guideline at headquarters
to provide a model for the annual plans to be executed by each
worksite. Health Improvement Offices are in placed under the
auspices of the Health & Safety Committees at each worksite,
and they conduct efforts for the active pursuit of the basic plan-

Life Plan Promotion Office Commentary

ment measures, and establishes evaluation methods, the“Second Life” Preparation GuidanceOne’s old-age pension and company pension are not enoughfor realizing a rich and fulfilling “second life” nowadays, so
self-help is required. By saving through the DNP Group Asset
Building Pension Fund and group life insurance, and not worrying about the company life that was left behind, one can take aforward-looking approach and achieve greater fulfillment.

Systematic Measures
Awareness Promotion• Health exam reference menu
• Reports, PR activities(“Healthy Life” pamphlet, etc.)• Stress check
Current System• “Second Life” preparation
guidance

Newly added
systems, etc.

45

• Expansion of the health examreference menu
• Health events that include
measurement and activities• Health Challenge Campaign

Click here for related information

Strengthening Disease Prevention /Health Maintenance Improvement

Health Exams / Health Guidance

Medical Examination / Treatment
Environment Enhancement• Infirmary• Mental Health Clinic• Ties with cooperating hospitals• Rehab Leave System• Consultation offices (Health Consultation Office,Mental Health Consultation Office)• Telephone consultation (DNP Health Network)• Nutrition and exercise counseling• Mental health counseling• Mental health education (network learning)• Health Services (distribution of cold medicine)• Physician interviews (for people working long hours, etc.)• Regular physicals• Lifestyle disease examinations• Re-testing, complete physicals• Comprehensive medical
examinations• Expansion of nutrition and exercise counseling• Offering of anti-lifestyle disease menus• Expansion of DNP Group outside mental healthconsultation• Specific health exams, specific health guidance • Refurbishing of infirmary, review offacilities and operations• System of special health examinations for
dependents, and enhancement of the specifichealth guidance system

http://www.dnp.co.jp/csr/2009/45e.pdf

Stakeholder Opinion

Shizuya Yamashita
DNP Health Insurance Association
Namba Health Office

DNP is trying to improve employee health by putting the company
and the clinic together. We have targeted a 100% health exam
participation rate, with no misdiagnoses, for our employees.
Lifestyle diseases such as diabetes, hyperlipidemia, highSecure Working Environment
Related information

blood pressure, and others have been on the increase in recent
years, even at DNP. We are also seeing an increase in the number of patients with metabolic syndromes of these that pose a

Efforts to Establish Crisis Action Plans
The long-term loss of our functions and ability to conduct

number of risk factors for hardening of the arteries. Therefore weseek to conduct detailed and thorough post-exam guidance particularly in regard to the lifestyle diseases of metabolic syndrome

business during a crisis caused by, for example, a large-

patients. We provide a detailed explanation of metabolic syn-scale natural disaster or fire could seriously affect and causedrome risks in our Health Lectures, and we conduct the Healthtrouble for our clients and all of our stakeholders. DNP would

Challenge Campaign for recording weight, blood pressure, andnot only lose sales as a result, but could also lose trust, suffer
damage for the brand, or the impact could even threaten thecontinued existence of the company. As part of our overall cri-other health data.
We at the clinic believe there is nothing more important to theGroup overall than the health of its employees, so we encourage
employees to improve their health.

sis management, DNP has therefore created BCPs (BusinessContinuity Plans) to serve as the action plans in the event ofa crisis and minimize risk.

Influenza Pandemic Countermeasures
Earthquake Response Efforts

We are in the process of establishing a Special Council on

The DNP Group has created an earthquake response out-

Influenza Pandemic Countermeasures within our Central Di-

line and a central disaster prevention basic plan for use as

saster Prevention Council to direct our actions as a Group. In

guidelines for securing employees’ safety, restoring function

addition to already standing members of the Central Disasterto worksites, and supporting employees’ families and local

Prevention Council, the Special Council includes treatment

residents in the event of a disaster. This includes establishingspecialists, the Overseas Safety Promotion Office, the Lo-“Disaster Prevention Councils” in operations and Group com-

gistics Division, which is expected to be affected in the event

panies at our headquarters and regional areas. In the event ofa nationwide pandemic occurs, and a team to look into thean earthquake, these councils are prepared to begin function-

advance stockpiling of products. The Special Council has pro-ing automatically as response headquarters. Six action teams

ceeded to examine measures to be taken in all areas.

have been created to take specific disaster prevention mea-

The decision has been made to establish an Influenza Pan-sures and earthquake response measures: the Human Needs

demic Countermeasure Network and a Basic Action Plan. We

Action Team, Building Care Action Team, Asset Protection

will also create a DNP Group Influenza Pandemic Guideline

Action Team, Business Operations Action Team, PR Actionthat will include behavioral and infection prevention/infection

Team, and Community Aid Action Team.

expansion prevention standards for Group employees, based

Beginning in 2006, BCP (Business Continuity Plan) Creationon the official government response manual, information from

Teams were established within the Central Disaster Preven-other companies, and hearings with public health departments.

tion Council, and began establishing measures for high-priority
businesses. As of FY2008 we have completed BCPs for seven
Operations, and the transition to BCM (Business Continuity
Management) is being executed. We are also establishing a
BCP creation structure for other divisions, which is also a partof the ongoing movement toward ISO certification, and BCPs
are planned for all remaining operations in 2009.

Click here for related information

http://www.dnp.co.jp/csr/2009/46e.pdf

DNP Group CSR Report 200946

Social Contribution as a Good Corporate Citizen

Efforts as a Good Corporate Citizen
We seek to provide corporate philanthropy with originality, focusing on printing technology and the graphic arts assuggested by our motto, “Living side-by-side with our trade.”

DNP’s Unique Corporate Philanthropy

Related information

Supporting Culture by Providing Art
Graphic design and graphic art are the artistic endeavors withDNP Foundation for Cultural Promotion Mission

the closest ties to printing, and we have sought to increase
the appeal and evolution of these arts by opening the “ggg”(Ginza Graphic Gallery) in Tokyo’s Ginza in March 1986 as

1. Archiving

Collection, storage, and public as well as
Foundation examination and research ofartworks and materials, as well as joint
research or similar cooperation with Japaneseand foreign institutions and individuals

2. Exhibitions

Exhibition of superior artworks, and joint
research or similar cooperation with Japaneseand foreign institutions and individuals
depending upon need

3. Education and publicawareness

Educational and public awareness activities
such as seminars and information provision
by means such as publications or the Internet

4. International
exchange

International exchange activities such as
exhibition projects for artists from overseas
or the introduction of Japanese graphic
design in foreign countries

5. Support for research

Granting of awards and subsidies for artistic
and cultural activities

the first gallery dedicated to graphic design, and it continues
to function as the foundation of our cultural activities. The
ggg has for over 20 years held unique monthly exhibitions
highlighting the works of the best graphic artists from Japanand overseas. We also opened the “ddd” Gallery in Osaka in
1991, and the CCGA (Center for Contemporary Graphic Art)in Sukagawa, Fukushima in 1995. Our exhibitions received
82,500 visitors in FY2008, for a grand total of 1,245,000 sincethese programs began.
Web

Gallery

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

Continuous Publicly Beneficial Development through Arts
And Culture
DNP seeks through our exhibition talks and similar activities
to deepen public awareness that the artistic and cultural valueof works of art is part of our common human heritage. To both
elevate the level of such activities and make them permanent,
we established the DNP Foundation for Cultural Promotion in
July 2008 as part of our memorial activities on the 130th anniversary of DNP’s founding. We shall continuously develop
art activities of great benefit to the public by maintaining ourregular exhibition work while developing the work of the Foundation, which is outlined at right.
FY2008 Exhibition Record
Galleryggg

ddd Gallery

Number of exhibitions

12 times

8 times

3 times

Annual visitors

65,00015,0002,500

Total visitors

936,000

245,000

64,000

Gallery scenes

47

CCGA

Click here for related information

http://www.dnp.co.jp/csr/2009/47e.pdf

Our “Creators’ Files” collection of interviews (DVD set)

Offering a More Experiential and Expressive Approach to
Learning

Providing Information to Educational Institutions

The Louvre - DNP Museum Lab (LDML), a joint project ofboth the general public and students. Participants gather with

DNP and France’s Louvre Art Museum, opened in 2006 at thegreat interest to hear front-line designers and art directors

DNP Gotanda Building in Tokyo under the theme of “providing

speak. Gallery talks from the ggg are broadcast via TV at the

new techniques for art appreciation.” The LDML held two ex-

ddd and at universities.

The ggg and the ddd offer gallery talks by exhibiting artists forhibitions in FY2008 as well, at which 12,000 visitors were able

We also produced the “Creators’ Files,” a collection of inter-to experience and appreciate artworks from the Louvre collec-

views with 20 of Japan’s leading graphic designers, includingtion by way of DNP’s state-of-the-art display and information

images, in FY2008 (set of 20 DVDs). We donated these to 100

technologies. Our seminars and film offerings also attracted

institutions throughout Japan, such as schools, libraries, and2,640 visitors.

art museums, for use as research and learning materials.

Visitors in-Visit by students of the Lycée Franco-Japonais de Tokyo

cluded Japanese

Providing Information about French Art

elementary school

The Maison des Musées de France (MMF) in Tokyo’s Ginza

students led byprovides information about French exhibitions and art mu-

their teachers andseums to the general public. In addition to holding various

students from aseminars, the MMF Information Center offers not only materials

French interna-

for viewing but also the advice and assistance in information

tional school ingathering of expert staff. With 2,000 visitors annually experi-

Japan, as well as

encing its atmosphere as a sanctuary for learning, the MMF isuniversity students for whom the visit to one of our galleries

becoming a famous place for adult education in Ginza.

was part of their studies and research groups from both Japa-

Web

http://www.museesdefrance.org/

MMF

nese and foreign institutions. The ggg, ddd, CCGA, and LDML
hosted 1,600 visitors representing 67 educational institutiongroups in FY2008.
Web

http://museumlab.jp/english

LDML

FY2008 Educational Opportunities Offered
LDML

Site
Content

Exhibition

Event

ddd Gallery

MMF

Gallery Talk

LectureSessions

2 times

64 times

30 times

14 times

Visitors / Participants

12,000

2,640

2,500

330

Exhibition scenes

DNP Group CSR Report 200948

Social Contribution as a Good Corporate Citizen

Efforts as a Good Corporate Citizen

Stakeholder Opinion
International Exchange through Art
The LDML hosted a succession of groups representing over-

Takako Terunuma

seas art museums in 2008, such as the Pompidou Center inFrance, the Museum of Fine Arts in the USA, and the German Die New Sammlung - Bayern State Museum of Applied

Executive Director, Tokyo Type Directors Club (NPO)The TDC Awards (international awards) International TravelingArts and Design, who came to examine our new ways of art

Exhibition was held in Venice (September 10~11, 2008). In ad-appreciation and to exchange opinions. The ggg held threedition to the competition results, a selection of award-winningexhibitions representing artists and groups from England,

works from past competitions was also exhibited.
While there are a number of pieces from Japan, the introduc-France, and Germany. Foreigners involved in graphic arts

tion of works from countries all over the world as “Originating In

also visited, deepening their ties with Japanese designers.

Tokyo” has deep significance in terms of international exchange.

The ggg’s 2008 TDC Exhibition was hosted by the Giorgio Cini Foundation Museum of Italy, introducing the latest inJapanese graphic design.
Also, our “artscape international (English version)” website
seeks to provide introductions to the special flavor of Japan’s
art museums and exhibitions every month,and we try to offer

The “Tokyo Perspective” is strongly represented in the TDC
Awards selection of works, and the world gives it high marks.
The uniqueness of Issei Kitagawa’s “We Choose This” perspective in his event lecture also tells the story of Japan.
*TDC Exhibition: An annual international competition that gathers the latest
works of typography in a single location so as to introduce the results of the Tokyo Type Directors Club-sponsored Tokyo TDC Awards.
• Ginza Graphic Gallery (ggg)• ’08 TDC Exhibition- April 4~26, 2008
• ’09 TDC Exhibition- April 3~25, 2009

content differing fromthat at the Japaneseversion (which gets
about 1.5 million pageviews monthly) byproviding an English
native speaker’s perspective.
artscape international website
Webartscape

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

Developing Exchanges with Communities

The CCGA Collection exhibited at the Tonami City Art Museum(a CCGA staff member explaining a piece)

DNP takes an active approach to developing exchanges

49with communities. In FY2008, CCGA held the “Invitation To

its Sukagawa City community by offering a Woodblock Print-

Modern American Printing: CCGA (Center for Contemporary

ing Workshop as part of its series of public courses, as well

Graphic Art) Collection Exhibition” at the Tonami Art Museumas participating in student art contests and art events, andin Toyama Prefecture, using only items from its own collec-

providing tours for elderly residents of assisted living facilities.

tion. The CCGA then expanded its chain of exchanges with

The LDML also conducts workshops for residents of its lo-other Japanese art museums by offering this collection. The

cal community, which get better each time and are becoming

CCGA also seeks to play a role in the cultural development ofa routine practice in that community.

Contribution to Communities

Limited design “Hokkaido” label
Georgia Santos Premium

Related information

Indonesian Reforestation through Donations

Support for Environmental Activities in Hokkaido

DNP Facility Service introduced a fee for including shopping

Hokkaido Coca-Cola Bottling has become much appreciated bybags with purchases (¥5 per bag) at its My Shops and else-

the people of Hokkaido in the 16 years since the company was

where as part of its environmental conservation efforts, withfounded in 1993. The company launched its “Shiretoko” Worldany amount over that added to the donation fund. In Octo-

Natural Heritage Site label cans for sale only in Hokkaido inber 2008, the DNP Group donated ¥640,000 collected from2006, so as to make its Georgia Santos Premium coffee even

October 2007 through September 2008 to the Indonesian

better loved by the local citizens. The company also works togovernment, with which the DNP Group has close ties. Thisboost consumption of local products by using milk products andmoney was used for reforestation in Gede Pangrango Nationalsugar from Hokkaido, and contributes to reduced “food mile-

Park in November of that year. Local citizens prepared the areaage,” which indicates the distance food items are transported,

within the park for reforestation, which was performed by local

for its products through production at its Sapporo plant.

elementary school children. This was not simply a reforestation

In October 2007, the company entered into an agreement

project, but was in factwith Hokkaido to donate continuously a portion, correspond-

based on a program

ing to total units sold, of sales of the Georgia Santos Premium

designed to make it

Hokkaido-only label coffee to environmental conservation activi-

possible for futureties in Hokkaido. Thereafter, donation of the amounts for each

community residents

respective six-month period has taken place in May and Novem-

not to have to depend

ber 2008. The can design was changed to a green leaf motif in

on logging for a living.

December so as to conjure the image of Hokkaido greenery,Donations are set towith the hope of developing the environmental consciousness ofcontinue each half

the consumer through the iconic imagery and message.

Commemorative photo of the local citizens and elementary school students who participated in thereforestation.

term from now on.

My Shop: DNP Group employee stores for food and household items. They are also open
to residents of our local communities.
Gede Pangrango National Park: Located in West Java, consisting of two 3000-meter volcanoes. The area covered by the park is equal to that of 4,700 Tokyo Domes.

Selling Bread from a Vocational Aid Center
Bread made by the Warabi “Rainbow Matsubara” vocational aid
center for the intellectually challenged is on offer during lunchtime at the IPS Operations Plant in Warabi. The reputation of thisSecond donation ceremony

bread keeps on growing, thanks to the friendliness of the sellers,
the goodness of the bread itself, and the location provided for thesales counter. Its popularity

Donations from sales of Hokkaido-design cansshows in the growth in sales
from 50 items once a month
to around 400 items in what

First donation

Second donation

Donationdate

May 27, 2008

November 26, 2008

PeriodNovember 2007 May 2008

May 2008 November 2008

are now twice monthly sales.
The plant intends to expand
this activity so as to continue
to deepen the sense of mutuThe “Rainbow Matsuhara” crew

Click here for related information

ality with the local community.
http://www.dnp.co.jp/csr/2009/50e.pdf

Amount¥5,681,775(corresponding to approx.
11,363,550 cans)¥6,398,130(corresponding to approx.
12,796,260 cans)

DNP Group CSR Report 200950

Social Contribution as a Good Corporate Citizen

Efforts as a Good Corporate Citizen

Stakeholder Opinion

Kenjiro Kaneshiro
Executive Director
Fukutake Foundation for the Promotion ofRegional Culture

Three things come to mind when considering the relationship between companies and culture.
First, “A policy for the distribution of limited resources thatis both sustainable and consistent.” While there are a lot of demands placed on companies by society, in the final analysis a 10year range is roughly appropriate.
Second, “Think broadly, act narrowly.” Printing culture and theSupporting Children’s Education through the Kidzania Exhibit

arts world encompass an extremely broad range, and also are al-

DNP is the official sponsor of the “Printing Workshop” pavilion

ways changing. It is important that “support” is in a form that doesat Kidzania Tokyo. This gives children a chance to experiencenot give in on this point.

the joys and difficulties of graphic design by using PCs to

Finally, “Contribute to the dynamism of local communities andcreate the message, photo, and illustration layouts for “infor-

society.” Corporate support for culture should, even in a narrow
sense, transform local communities and be appreciated by themation transmission” on posters for environmental and otherworld. Companies that make superior contributions to culture are,themes, which they can then take home. At the same time,in Japan and abroad, proven to show continuous good results,

we have created an environment for using typesetting andand DNP is no exception.

letterpress printing machinery together with PCs at Kidzania

We will be paying close attention to future activities.

Koshien, so children can experience the work of a printing
technician and the “rich expressive power of printing technology.” After doing the basic design of a post-card on the PC,

30 Years of Landmark Cleanups at Arashiyamaa child is able to self-print gold or silver letters or patterns by

The Packaging Operations Kansai Region and DNP Tech-using rubber stamps and plastic plates.

nopack Kansai have, mainly through the efforts of their trade

DNP seeks to make a broad contribution to society by pre-unions, engaged in cleanups of Kyoto’s Arashiyama and thesenting to children the technologies and know-how we have

Nakanoshima Park (Katsuragawa) areas, with the goal of pre-developed through printing, as well as its powers of expres-serving landmarks. The cleanups take place twice annually, insion and fascinating creativity, so as to help them discover thespring and autumn, with a local company, Omron, also taking

possibilities the future offers.

part in the autumn cleanup.
These cleanups had their 30-year anniversary in 2008,
and the companies werecommended for theiractivities by the Kyoto
Arashiyama Preservation
Society, a participating
local civic organization.
Cleanup at Arashiyama

Enjoying PC-based design(Kidzania Tokyo)

Kidzania: An “edutainment town” where kids can try work they might enjoy and have fun
while learning about the social system. It is the first facility in Japan offering a place forchildren to learn through experience about grown-up life. The Toyosu, Koto-ku, Tokyo
Kidzania opened on October 5, 2006, while the Koshien Kidzania in Nishinomiya, Hyogo Prefecture opened on March 27, 2009.

51

Web

Printing Company information

Web

Kidzania

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

Labor Union Comment: Cleanups

First experience printing on letterpress printing
machinery (Kidzania Koshien)

We reached 30 consecutive years
thanks to the participation of mostmembers.
Fumio Morimoto,
Union Chairman
DNP Technopack Kansai Labor Union

The cleanups of Arashiyama started early, and we havequickly surpassed 30 years. Each cleanup event saw theparticipation of a lot of members, including their families. The
DNP Group will continue to conduct these twice yearly cleanups in the future.

Environmental Conservation and theRealization of a Sustainable Society
53

Environmental Controls throughManagement Systems

59

Chart: FY2008 Targets and Results

61

Global Warming Prevention Efforts

64

Efforts to Reduce Environmental Pollutants

65

Building a Recycling Society

71

Activities at Overseas Bases

72

Independent Review Report Comments
by an Independent Institution

DNP Group CSR Report 200952

Environmental Conservation and the Realization of a Sustainable Society

Environmental Controls through Management Systems
We are developing continuous environmental controls based on practical environmental management systems that takebusiness content, customer trends, and the overall company situation into account in establishing policies and targets.

DNP Group Environmental Action

Related information

As a manufacturer, the DNP Group is constantly thinking

We do our best for the planet day in and day out, as required

about how to coexist with the global environment. We value

by our DNP Group Code of Conduct, which states that “Wethe gifts of nature, and strive for coexistence so we can passshall strive to use resources effectively without destroying or

those gifts on to the next generation. Our efforts to do so arepolluting the global environment, so as to pass on a beautifulof primary importance to us now in the 21st Century, which isplanet to the generations that follow.”called the “Environmental Century.”

Sustainable Society
Recycling Society

Society Co-existingwith Nature

Low-Carbon Society

DNP Group
Reduced production ofundesired materials throughimproved production efficiency

Reduction of emissions of
PRTR-listed substances

Reduction of air andwater pollutants

Reduction of atmosphericemissions of VOCs

Air

Switch to low-CO2
emissions energy

Response to chemical
substance(RoHS, REACH)

Reduction of greenhousegas emissions

Environmental conservation
management based onvoluntary standards

Water

Introduction ofrenewable energy

Rational use of energy

Introduction of
hybrid vehicles

Distribution efficiency

Soil

Promoting green
purchasing

Promoting modal shift

IN

OUT
Research DivisionMarketing Sales
Promotion Division

Development ofenvironmentally conscious
products

Promote sales of environmentallyconscious products andenvironmental awareness

Practicing LCA

Separation and collection of
office paper

Control of chemicals
in materials
Installation and improvementof low-environmental impact
facilities(wastewater treatment facilities, odor
reduction equipment, solvent collection
equipment)

Re-useUse of recovered solvent

Use of recovered heat

Environmental accounting

Undesiredmaterials

Recycling

Promoting zero emissions

Water

Use of recycled water
Establishment of voluntary plans

DNP Group Environmental Management System
Eco-report

53

Click here for related information

Site Eco-reports

Internal environmental audit (Eco-Audit)

http://www.dnp.co.jp/csr/2009/53e.pdf

Environmentally conscious
products

Distribution Division

Offering value to society

Materials

Energy/Water

Production Division

Environmental education

Environmental Management Structure

Our Primary Concern:
Preventing Global Warming

Related information
The DNP Group emphasizes environmental conservation andYoshiki Nosaka

the efficient use of resources throughout the entire company.

Director and Chairman
DNP Group Environmental Committee

Our environmental management system consists of the
DNP Group Environmental Committee, which is in chargeof the management of the entire Group, and Operations

The DNP Group environmental policy promises continuous improvement in environmental performance and consideration of
the environment in every aspect of our business. We set concreteGroup Environmental Committees for each area of business.

goals for global warming prevention, VOC emissions reduction,

Each committee has its own promotional office. The DNP

industrial waste reduction, expanding our sales of environmen-

Group Environmental Committee, which is made up of thetally conscious products, and promoting green purchasing.
Currently, our primary concern is prevention of global warm-

directors in charge of the basic organizations at company

ing. We recognize that the reduction of the gross volume ofheadquarters, deliberates and decides on environmental

greenhouse gas emissions is vital to reducing environmental

policy, objectives and plans for the entire Group, and monitors

impact on the planet, and therefore in FY2008 we continued withthe progress of the plans and the status of the achievementof those objectives. The decisions made by the DNP Group

our efforts and added to our emissions volume targets. By placing Energy Conservation Teams in our plants and offices acrossthe company and taking actions such as energy conservation

Environmental Committee are further developed by the Op-

diagnostics, lateral development of energy conservation technolo-

erations Group Environmental Committees with consideration

gies, fuel switching (such as from oil-fired boilers to city gas) andpaid to the characteristic features of each particular sphere ofbusiness.

activating NAS batteries for nighttime electrical power, we wereable to reduce our year on year emissions of greenhouse gases
by 7.2%. The DNP Group will continue to strive fulfill our social
responsibilities and remain a leading environmental company inthe 21st Century.

DNP Group Environmental Management Structure
President
DNP Environmental Committee

11 members
Promotion Office

27 members
Environmental Committee in Each Operation

248 members
Promotion Office

115 members(1) Deliberate and decide on environmental policies, targets and plans of the DNP Group(2) Approve environmental policies, targets and plans of the Operations Environmental Committee(3) Check and follow up on the progress being made in the plans of the Operations Environmental Committee, and the status of the achievement of thoseobjectives(1) Propose the DNP Group Environmental policies, targets, planning, and submit reports to the committee(2) Convey the environmental policies, targets, and plans of the DNP Group to all Operations Environmental Committees, check its progress, and support
activities(3) Report to the Environmental Committee regarding the progress (results, progress of the measures, etc.) achieved by the Operations Environmental Committee(1) Deliberate and decide on the environmental policies, targets and plans of each operation(2) Check and follow up on the progress of plans by the Operations Environmental Committee, and the progress being made towards the targets(3) Periodically hold committee meetings(1) Submit the environmental policies, targets, planning, and report to the Operations Environmental Committee(2) Convey environmental policies, targets, and plans of divisional groups decided by committee to all sites, check and follow up on its progress(3) Report to the committee regarding the progress (results, progress of the measures, etc.) being achieved by all of the sites

Technical and Manufacturing Group

Environmentally Conscious Products Development GroupRegional Measures Group

Environmental Conservation and VOC Group

Office and Work Environment Group

Industrial Waste Reduction Group925
members

Energy Conservation Group

Each Site of the Operations

Click here for related information

60 sites

http://www.dnp.co.jp/csr/2009/54e.pdf

DNP Group CSR Report 200954

Environmental Conservation and the Realization of a Sustainable Society

Environmental Controls through Management Systems

Environmental Management System

Related information

The DNP Group created our own EMS (environmental

We conducted Eco-Audits at 64 sites. While there weremanagement system) in 1993, prior to the publication ofareas needing improvement indicated in some cases, such

ISO14001. Our EMS uses the twin tools of eco-reports andas insufficient reporting at specific sites and other legalsite eco-reports, and executes the “Plan-Do-Check-Action”

violations, we confirmed that the necessary improvement

cycle every six months, setting the pace for the DNP Groupmeasures are being taken in each case.
The areas indicated as requiring improvement are ana-

environmental management efforts.

lyzed and actions are decided upon, and follow-up Eco-Audits

Eco-Audits

will be carried out in fiscal 2009.

In 1996 we also began implementing “Eco-Audits,” which
are internal management audits aimed at making the Eco-2008 Eco-Audit Performance

Report System more effective. When an audit discovers that

Number of sites audited

corrective measures are necessary, a Correction Measures
Performed Sheet is issued to the site involved, and the
response report must get the approval of the DNP Group
Environmental Committee.

64 sites

Number of attendees at sites

537 persons

Cumulative auditor numbers

129 persons

Cumulative auditing hours

297 hours

Outline of the DNP Group Environmental Management System
Management Concept
Code of Conduct

DNP Environmental Committee
Environmental Vision
Site
Eco-Report
Action Policy• Setting Group Environmental Targets• Determining Site Eco-Report Formats

PLAN

Improvement
indicated

ACTION

Operations Environmental
Committees
Each site

DNP Group
Eco-Report

DO

CHECK
Confirmation
by Committee
Chairman

Submissionof SiteEco-Report

PLAN

Eco-Report
evaluation /Next-term plan

Improvement
indication

Site
Environmental
Committee
Execution Report

ACTION

Click here for related information

http://www.dnp.co.jp/csr/2009/55e.pdf

Site
Eco-Report

CHECK

DO

Site Eco-Reportenvironmental
targetEnvironmental
actionSite Eco-Report
Next Term
Action Report

Confirmation bycoordinator

Eco-Report explanation

55

Setting site targets

Internal environmental audit (Eco-Audit)

Compiled
environmental
regulations

Environmental Risk Management

Related information

Environmental Conservation Measures

Soil and Groundwater Contamination

The DNP Group monitors trends in environmental regulations

The DNP Group conducts soil inspections based upon theand publishes regular Eco-Reports so as to ensure full com-

guidelines we have established. When soil contamination ispliance. Our compliance efforts also include the establishment

discovered through our inspection, we file a report with theand strict adherence to our own voluntary standards (air, wa-

office of the governor or mayor in charge of that prefecture orter, noise, vibration, odor) and voluntary guidelines (chemical

city, and upon receiving instructions from the local authorities,

substance management, soil contamination measures), which

we implement appropriate measures for removing the con-exceed what is legally required.

tamination. In addition to continuing the purification of pump

The DNP Group handles a wide variety of chemicals inwater at one site in FY2008, we also implemented the updat-

its production processes. We have drawn up a Chemical

ing of tank equipment, leak inspections, and levee building so

Substance Management Guide for chemical substance han-as to prevent soil contamination.

dling, and have set up levees and shut-off systems to prevent
liquids from over-flowing and installed two-tier storage tanks

PCB Storage

for the prevention of accidents at plants handling chemicals.

PCBs are currently in storage at 28 sites, with a total of 309

Furthermore, we stock up on materials that can be usedduring emergencies and hold emergency response drills.

condensers and 6 transformers, for a total of 315.
The PCBs were contained in electric equipment that wasused in substation facilities in our plants. The PCBs are stored in
special containers in special storage rooms, and are managed
under the strictest of conditions in accordance with applicableregulations to ensure prevention of leakage or loss. All PCB
currently in storage with be disposed of as required by law according to the disposal plans for each region.

Legal Compliance Situation
While we make all efforts to comply with environmental
laws and regulations, over the past three years we haveSound abatement shield

experienced 5 incidents of water quality abnormalities inwastewater, 1 case of inadequacy of qualified personnel, and1 case of odor in excess of standards. There are no ongoinglegal disputes involving environmental issues. We have
unfortunately had some complaints from areas neighboring
our plants concerning noise and odors. Whenever we receive
such complaints, we respond promptly by launching a thorough investigation into the cause of the problem and working
to make improvements.
The authorities conducted a water quality test in FY2008, andEmergency drill

informed us that pollution levels exceeded their standards. We
conducted a cleanup of the reservoir and changed the absorbent
material, after which measurements confirmed that water quality
again met the standards.

Click here for related information

http://www.dnp.co.jp/csr/2009/56e.pdf

DNP Group CSR Report 200956

Environmental Conservation and the Realization of a Sustainable Society

Environmental Controls through Management Systems

Current Status of Environmental Impact

Related information

The DNP Group manufactures a variety of different products
closely related to the everyday lives of consumers, with mainmaterials such as paper, film, plastic, metal (iron, aluminum,etc.) and ink, as well as electronics.
The Information Communications Segment, which mainly
manufactures magazines and other printed material throughoffset printing, uses a great amount of paper.
The Lifestyle and Industrial Supplies Segment, is one of thebiggest users of solvents in the DNP Group as it manufactures
packaging, construction and other industrial materials and uses
solvents for its gravure printing, coating and lamination.
The Electronics Segment uses and discharges a greatamount of water in proportion to the rest of the Group for its
color filters and lead frames.

Main materials
2007

2008

Paper

2,191,600 tons

2,031,700 tons

Film

130,900 tons

126,500 tons

(3.4% decrease)

Plastic

83,100 tons

87,800 tons

(5.7% increase)Metal

59,900 tons

48,500 tons

(19.0% decrease)(7.3% decrease)Ink

58,300 tons

53,400 tons

(8.4% decrease)

Others138,000 tons

139,300 tons

(0.9% increase)

Percentage distribution by individual segment for paper
70%

2007
2008

11%

19%

a

b

d

77%

11%

12%

Main secondary materials
2007

2008

Solvent

25,200 tons

23,200 tons

(7.9% decrease)

Acid and alkaline

19,700 tons

19,900 tons

(1.0% increase)

Percentage distribution by individual segment for solvent
1%

2007
a

2008

1%

90%

9%

b

d

90%

9%

Utilities
2007
Electricity

2008

1,410.6 million kWh 1,392.7 million kWh(1.3% decrease)145.3 million m3

127.6 million m3 (12.2% decrease)

LNG

3.8 million kg

11.1 million kg (192.1% increase)

LPG

19.5 million kg

9.9 million kg (49.2% decrease)

10,100 kl

6,100 kl (39.6% decrease)

Steam

441 TJ

391 TJ (11.3% decrease)

Kerosene

1,500 kg

850 kg (43.3% decrease)18.2 million m3

15.9 million m3 (12.6% decrease)

City gas

Fuel oil

Water

Percentage distribution by individual segment for water
2007
2008

57

Click here for related information

http://www.dnp.co.jp/csr/2009/57e.pdf

8%

15%

66%

a

b

c

11%
d

8%

15%

65%

12%

Emissions into the air
2007

Product Manufacturing
Process

GHG*2 emissionsaBooks and periodicals, commercial
printing, business forms(7.2% decrease)NOx emissions

794 tons

735 tons(7.4% decrease)Ox emissions*3

85 tons

16 tons-

11,100 tons

11,570 tons

(4.8% decrease)

Atmosphericemissions of VOCs

Information Communication

2008

1,091,000 tons-CO2 1,012,000 tons-CO2

Percentage distribution by individual segment for GHG emission amounts
2007bLifestyle and Industrial Supplies

2008

Packaging, decorative materials,
industrial supplies

22%

35%

33%

10%

a

b

c

d

22%

36%

32%

10%

c

Electronics

Emissions into bodies of water
2007

Displays, electronic devicesd

OUTPUTI NPUTBC (brother companies)
Ink, beverages, etc

Recycled solvent
Usage ratio *1
Recycled acid and alkaline
Usage ratio
Recycled water
Usage ratio
Vapor generated from waste
heat recovery

15.2 million m

3

13.1 million m3(13.8% decrease)

COD*4 emissions

56.7 tons

45.4 tons(19.9% decrease)

Nitrogen*4
emissions*4

18.8 tons

13.2 tons(29.8% decrease)

Phosphoric*4
emissions

0.7 tons

0.7 tons-

Percentage distribution by each segment for water discharge
2007

Current Status of Recycling in the DNP Group

6% 13%
a

2008

2007

2008

5,700 tons

5,300 tons

1.23

1.23

9,000 tons

6,000 tons

1.46

1.30

517 million m3

527.5 million m3

29.4

33.2

192,960 tons

183,100 tons

*1 Usage Ratio: This is a calculation of (input+ recovery and recycling)/input. It does notinclude vapor or solvent in ink. Figures for water are calculated by the same method
at page 66.
*2 GHG: Green House Gases*3 SOx emissions volume was calculated based on the energy consumption amountthrough FY2007, but in FY2008 we switched to calculation per boiler unit operating
hour so as to improve accuracy.
*4 This covers water discharge channels which apply to the Water Pollution Control Law.

2008

Water discharged

71%b6% 13%

10%

c

d

70%

11%

Undesired materials generated
2007

2008

To t a l a m o u n t o f
undesired materials

435,300 tons

410,600 tons

(9.4% decrease)

Waste emissions

84,700 tons

70,600 tons

(16.6% decrease)

Landfill waste
amount7,900 tons

5,500 tons

(30.4% decrease)

Percentage distribution by individual segment for undesired materials
2007

39%
a

2008

44%

23%

25%

13%

b

c

d

26%

19%

11%

DNP Group CSR Report 200958

Environmental Conservation and the Realization of a Sustainable Society

Chart: FY2008 Targets and Results

Topic

Global warming
prevention

Targets through 2008
To reduce GHG emissions by 10% from the 2005 level (fiscal
2020).
To reduce per unit CO2 emissions by 15% from the 1990 level(fiscal 2010).

Reduction ofenvironmental impact
incurred during transport

To reduce per unit fuel use for transport (amount of fuelused/sales) at 1% per annum, and 4% by fiscal 2010
compared to fiscal 2006.

VOC

To reduce emissions of VOCs by 70% from the overall Group
2002 level by fiscal 2008.

To reduce per unit waste emissions (waste emissions/production) by 50% from the 2000 level (fiscal 2010).
To reduce undesired material generation by ratio (undesired
material generation/ total material input) at all sites by morethan 3%, 35% less than the 2000 level (fiscal 2010).

Reduction ofindustrial waste

To achieve a 98% recycling ratio (recycled amount/total
amount of undesired material generation) in disposing main
raw materials (fiscal 2010).

To achieve zero emissions for the entire DNP Group (fiscal
2010).

Development and salesof environmentallyconscious products

To increase the level each year by 10% (over the previousyear), and achieve 300 billion yen (fiscal 2010).
To increase the rate of the products purchased according to
the green purchasing standards of DNP, to 40% (fiscal 2010).

Green purchasing

Emissions in 2005: 1.069 million tons
Emissions in 2008: 1.012 million tons
Per unit in 1990: 252 tons/100 million yen
Per unit in 2008: 257 tons/100 million yen
Per unit in 2006: 2.15 kl/100 million yen
Per unit in 2008: 1.84 kl/100 million yen
Emissions in 2002: 21,312 tons
Emissions in 2008: 10,570 tons
Per unit in 2000: 0.312 tons/million yen
Per unit in 2008: 0.169 tons/million yen
Generation rate of undesired materials in
2000: 17.7%
Generation rate of undesired materials in
2008: 13.4%

5.3% decrease
from that in 2005
2.0% increaseover that in 1990
14.4% decrease
from that in 2006

50.4% decrease
from that in 2002

46.8% decrease
from that in 2000

24.3% decrease
from that in 2000

Recycling rate in 2007
paper 99.9%, plastic 95.8%, metal 99.2%, glass 75.7%
Recycling rate in 2008
paper 99.8%, plastic 95.9%, metal 99.3%, glass 65.1%
Landfill waste rate in 2007: 1.7%
Landfill waste rate in 2008: 1.3%
Sales of 315.4 billion yen in 2007
Sales of 308.1 billion yen in 2008

2.3% reduction
compared to
FY200739.3% green purchasing rate for materials in 2007
42.5% green purchasing rate for materials in 2008
47.0% green purchasing rate for materials in 2007
48.2% green purchasing rate for materials in 2008

To keep the maximum concentration of air emissions subject toemissions regulations at 70% of the required standard or less.

93% achievement rate of targets for 2008 (voluntary target)

To keep the maximum concentration of wastewater discharges
subject to wastewater regulations at 70% of the required
standard or less.

93% achievement rate of targets for 2008 (voluntary target)

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

93% achievement rate of targets for 2008 (voluntary target)

To keep the maximum level of noise at our site perimeters at
95% of the required standard or less.

65% achievement rate of targets for 2008 (voluntary target)

To keep the maximum level of vibration at our site perimetersat 95% of the required standard or less.

100% achievement rate of targets for 2008 (voluntary target)

Office environment

To increase the rate of the fractional recovery of waste paper
to 70% of that for general waste.

73.1% rate wastepaper separation in 2008

Environmental
management system

To perform Eco-Audits at all sites.

Eco-Audits conducted at all sites in 2008

Environmental
conservation

59

To increase the purchase rate of environmentally certified
products, such as those labeled with the Eco-Mark, of the total
supplies (office supplies and equipment) to 50% (fiscal 2010).

2008 results

: Target broadly achieved: Conducted activities but target not achieved: Achieved target or in steady progress toward target: No sufficient activities
Evaluation

Referencepage

P 61 - 62

Targets from fiscal 2008

To reduce GHG emissions by 10% from the 2005 level (fiscal 2020).
To reduce per unit CO2 emissions by 15% from the 1990 level (fiscal 2010).

P 63

To reduce per unit fuel use for transport (amount of fuel used/sales) at 1% per annum, and 4% by
fiscal 2010 compared to fiscal 2006.

P 64

To reduce emissions of VOCs by 70% compared to 2002 by fiscal 2010.

We aim to achieve the following targets by 2010:

P 65

P 67 - 70

To reduce per unit waste emissions (waste emissions/production) by 50% from the 2000 level.
To reduce undesired material generation by ratio (undesired material generation/total material
input) at all sites by more than 3%, 35% from the 2000 level.
To achieve a 98% recycling ratio (recycled amount/total amount of undesired material generation)in the disposing of main raw materials.
To achieve zero emissions for the entire DNP Group.

To increase the level each year by 10% (over the previous year), and achieve 300 billion yen(fiscal 2010).

P 70

To increase the rate of the products purchased according to the green purchasing standards of
DNP, to 40% by 2010.
To increase the purchase rate of environmentally certified products, such as those labeled with the
Eco-Mark, of the total supplies (office supplies and equipment) to 50% by 2010.

P 56

To keep the maximum concentration of air emissions subject to emissions regulations at 70% of
the required standard or less.
To keep the maximum concentration of wastewater discharges subject to wastewater regulations
at 70% of the required standard or less.
To keep the maximum concentration of odors at our site perimeters at 70% of the required
standard or less.
To keep the maximum level of noise and vibration at our site perimeters at 95% of the required
standard or less.

P 66

To increase the rate of the fractional recovery of waste paper to 70% of that for general waste.

P 55

To promote Eco-Audits at all sites.

DNP Group CSR Report 200960

Environmental Conservation and the Realization of a Sustainable Society

Global Warming Prevention Efforts
People throughout the world are using knowledge and effort in a movement to prevent global warming, so as to protect
our irreplaceable Earth.
We at the DNP Group see this as a vital issue, and are making efforts in all areas, including planning, design,purchasing, production, and distribution, to reduce greenhouse gas emissions.

Greenhouse Gas Emissions Reduction
Employee Comment: A worksite that switched to cleaner fuelSwitching to low CO2 emissions fuels
The DNP Group is making progress in the switch to low-CO2
emissions fuels so as to reduce emissions of greenhousegases such as CO2.
We have been making the switch from diesel, kerosene,and similar high-CO2 emissions petroleum fuels into low-CO2
emissions utility gas and LPG (liquefied petroleum gas) since1990. We also switched from Grade A fuel oil to city gas at
DNP IMS Odawara, as part of our ongoing effort to switch
over to low emissions fuel. We predict that this switch will result in an annual reduction in Grade A fuel oil use of 7,000 kl,
cutting annual CO2 emissions by 2,600 tons.

We contribute to the Group’s
environmental efforts by switching to
low emissions fuels and daily energy
conservation.
Makio Koto
Manager, Facilities Section, DNP IMS Odawara

We at DNP IMS Odawara became members of the DNP Groupin October 2006, when Konica Minolta HD was sold and transferred to DNP. Although we had already been taking an active
approach to energy conservation, our shop generators andthrough-flow boilers were running on Grade A fuel oil, resulting
in roughly 30,000 tons of CO2 emissions for the entire plant in
FY2005. We shut off our shop generators in September 2007,
and switched our boilers to city gas in November 2008, and we
forecast that these measures will cut our FY2009 CO2 emissions to under 20,000 tons.
We are going to continue to try to conserve energy, forexample by working daily to save electricity and by making theswitch to more efficient plant equipment. This will not only help
us contribute to the Group’s environmental efforts, but will also
help to reduce our environmental impact on the Earth.

Changes in fuel composition(Total use unit: kl)

fuel oil

Total use

1990

285,000

2000

455,000

2%

2005

517,000

0.5
%

0.4%

2008

532,000

1%

0.2%

kerosene

15%

2%

0.2%

13%

utility gas

3%

29%

3%

0.9%

62%

66%

2%
LNG

61

64%

6%

2%

electricity

67%

5%

31%

26%

LPG

steam

Greenhouse Gas Emissions Volume and Per-unit CO2 Emissions
FY2008 were 1,012,000 tons. This breaks down as follows:
energy source CO2 emissions, 978,000 tons; non-energy
source CO2 emissions 29,000 tons; methane converted toCO2 emissions equivalent, 80 tons; CO1 emissions, 690 tons;
SF6 emissions, 1,110 tons. There were no emissions of HFCs
or PFCs.
Per-unit* CO2 emissions in FY2008 amounted to 25.7 tonsCO2 /billion yen, an increase of 2.0% in comparison to fiscal
1990. We continued to make efforts in FY2008 to reduce CO2
emissions through using less energy for air conditioning andpower, switching to low emissions fuels, improving production
line operations, efficient co-generation, etc. In FY2009, we
will continue our aggressive efforts to limit greenhouse gas
emissions by continuing with the switch to low-emission fuels,
introducing energy-saving equipment such as inverters, andEmployee Comment: Energy conservation practiced at a DNP plant

The DNP Group’s overall greenhouse gas emissions* in

We are working to conserve energy
by making its use visible.
Shingo KimuraGroup Leader, Kobe Facility, No. 2 Technical
Section, Lifestyle Materials Operations

We are working to make it easy to see how much energy is being used at the Kobe Plant by placing meters on our production
and utilities equipment. In FY2008, we improved per-unit energy
efficiency by 13.9% compared to FY2007.
Our plant takes part in the DNP Energy Conservation
Practice Council as an energy conserving facility. The Energy
Conservation Practice Council represents an effort at plants
across the DNP Group, through which participating plantsmonitor and diagnose their energy usage situation, and thenlook into measures to be taken. These measures become casestudies for lateral development in the Group.
As a member of the DNP Group, our plant shall continue to engage in aggressive energy conservation and CO2 reduction efforts

improving production efficiency.

as we seek to build low environmental impact production lines.

Unit greenhouse gas and CO2 emissions
Line graph: CO2 emissions unit (Unit: tons-CO2 /¥1 billion)

Bar graph: Unit greenhouse gas emissions (Unit: 1,000 tons CO2)
Non-energy source
CO2 emissions

Energy source CO2 emissions

25.2

1990

517

Other

(Base year)

2005

22.7

1,069

23.2

1,057

(Base year)

2006

25.0

2007

25.7

2008
Target value to be achieved in 2010 (unit CO2 emissions)

1,091

21.4

1,012
Target value to be achieved in 2020 (unit greenhouse gas emissions)962* Greenhouse gas emissions volume
Electricity use, fuel use/combustion, burning of waste, atmospheric emissions of HFC / PFC / SF6 from plants, as well as greenhouse gas emissions due to the fuel use and runningof DNP Logistics trucks are calculated according to the “Greenhouse gas emissions calculation and reporting manual Ver. 2.1” (Published June 29, 2007; Ministry of the Environment
and Ministry of Economy, Trade and Industry). Electricity emissions coefficients for 2007 and 2008 are according to FY2007 values published by the Ministry of the Environment on
December 19, 2008; for other years those published in the environmental reports of the electric companies are used. All emissions volumes are converted to CO2. Also, the Guideline
for Greenhouse Gas Emissions Calculation for Businesses (Draft Ver. 1.6)”(July 28, 2005, partially revised; Ministry of the Environment) is followed in recalculating the greenhouse gas
emissions amount standards, etc., in regard to the changes in the calculation range due to the change in our aggregate accounting range resulting from M&A.
* Per-unit CO2 emissions
This is direct CO2 emissions volume from plants through energy use divided by production output. Production output indicates business activity, and added value is distributed to thedirect amount according to the ratio of the energy amount for direct emissions and the energy amount for indirect emissions.

DNP Group CSR Report 200962

Environmental Conservation and the Realization of a Sustainable Society

Global Warming Prevention Efforts

Efforts in transport

Anti-global warming measures at offices and homes

In FY2008, the Group’s overall transport volume was 457

The DNP Group has participated in “Team Minus 6%,” a pro-million ton-kilometers. 29,200 kiloliters of energy (converted

gram encouraging CO2 emissions reduction efforts both atto crude oil) was used in shipping, with CO2 emissions of

the office and at home, since 2005. Nine of our facilities par-73,300 tons. Per unit fuel use for transport (amount of fuelticipated in the “CO2 Reduction/ Lights Down Campaign” inused/sales) was 1.84 kiloliters/JPY100 million, a reduction of

FY2008 as well.

7.1% over FY2007.
We continued to implement distribution-related environmental impact reduction measures such as the optimization oftransport routes, improved efficiency through digital tachometer installations, an idling-stop campaign, a modal shift to railtransport, and the introduction of hybrid vehicles.

Case Study: Rooftop Gardens

By Creating Rooftop Gardens We Help Prevent Warming and Get a Place to Relax
Naoki Taniguchi
Group Leader, IPS Technical Section
Technical Department
DNP Data Techno Kansai

We installed a rooftop garden on top of the new Nara Plant building
constructed in October 2008. While the goals in doing so were to
reduce the air conditioning equipment burden through the exterior
thermal insulation effect and to prevent the structural degradation
caused by heat fluctuation, a space for “R&R” was also created.
After looking into a number of different plants, we decided touse a variety of Mexican succulent planted in trays. When measured to check the effect we found that this reduced the maximum
rooftop temperature from 40 to 25 °C. We have also calculated
that this will reduce CO2 emissions by 6,000 kg due to the reduced
burden on air conditioning equipment. We initially found it difficult tomaintain the plants, with some of them withering and others being
damaged by birds, but when yellow flowers bloomed about a year
after installation we experienced a deep sense of satisfaction.
We are going to continue to take good care of this garden, andhope it will be a place where everyone can come to relax.

63Environmental Conservation and the Realization of a Sustainable Society

Efforts to Reduce Environmental Pollutants
As a manufacturer we are constantly thinking about how to coexist with the global environment.
We avoid polluting the global environment, and work hard for environmental conservation and environmental pollutant
reduction, so as to pass on a beautiful planet to the generations that follow.

Reducing Air Pollutants

Related information

Reducing VOC Emissions

Related information

The Air Pollution Control Law regulates substances such as

The Revised Air Pollution Control Law, which was enacted in

toxic air pollutants and ozone depleting substances, including

April 2006, strengthened emissions controls on VOCs (Volatilesulfur oxide (SOx) and nitrous oxide (NOx), as well as volatile

Organic Chemicals) emitted from printing processes and otherorganic compounds (VOC). These substances have an impact

processes. Printing processes use VOC-containing materials

on health and the global environment, causing problems such

such as ink, solvents, adhesives, and cleaners, and the DNP

as urban ozone formation and ozone layer depletion. We at theGroup is making efforts not only to regulate concentrations

DNP Group are working hard to monitor and reduce emissions

but also to reduce emissions overall. We have been switchingof such substances.

to substitute products with a lower environmental impact andWe are making progress in our switch from dichlo-

installing equipment for VOC treatment and collection. Theseromethane to water-based cleaners in our printing process,efforts have resulted in a 49.6% reduction, to 10,570 tons,

and in FY2008 our total atmospheric emissions fell from thein comparison with 2002, which is used as the yardstick for2001 level of 53 tons to 0.9 ton. Also, dioxin emissions, which

performance. This emissions total breaks down to 1,012 tons

are created by the burning of waste, were completly eliminat-of substances regulated by the PRTR Law, and 9,558 tons ofed in small furnaces due to strict burning controls. Currently,

substances not covered by that law.

atmospheric emissions from large furnaces, which have beenbrought up to the 2002 control standards, were 4.8 mg-TEQ

Trend in atmospheric emissions of VOCsin FY2008 for the 6 furnaces currently in operation.

From left:(Unit: tons)

VOCs covered by PRTR

VOCs not covered by PRTR

While we still use the ozone-depleting chemical HCFC141b (1,1-dichloro-1-fluoroethane) as a cleaner, we havecontinued to make the switch to a substitute, and as a result
our FY2008 atmospheric emissions fell to 4.9 tons, a 9% reduction over FY2007.
Sulfuric acid emissions result from burning fuel oil andkerosene containing sulfur. We have reduced emissions inexisting plants by eliminating boilers or switching from oil to

2002

3,521

17,791

21,312(Base year)

2005

949

9,713

2006

1,123

10,104

11,2272007

890

10,214

11,104

2008

1,012

9,558

10,570

10,662

low-sulfur utility gas boilers and other equipment, resulting in
atmospheric sulfuric acid emissions of 16.2 tons, a major re-

Reducing Water Pollutants

Related information

duction compared to FY2007. Beginning in FY2008, we also
are changing to a more accurate means of emissions calcula-

We detoxify and reduce the pollution load of the wastewa-

tion. Also, nitrogen oxide emissions, which are caused by theter from our industrial processes and dining halls by usingburning of fuel, are being reduced through our efforts to install

purification tanks and wastewater treatment equipment. We

low NOx burners, and fell to 735 tons in FY2008.

continued to conduct measures in FY2008, such as changing out the filtration membranes and absorbent materials in
wastewater processing equipment, improving the wastewater
treatment in the kitchens, and reducing the organic materials
in rain runoff, and a have reduced COD.** COD: Chemical Oxygen Demand

Click here for related information

http://www.dnp.co.jp/csr/2009/64e.pdf

DNP Group CSR Report 200964

Environmental Conservation and the Realization of a Sustainable Society

Building a Recycling Society
We seek the effective reduction of environmental impact by selecting and purchasing materials according to our Green
Purchasing Policy, and by working to reduce undesired material output through the effective use of resources in our
production processes. DNP is taking part in the production of more and more environmentally-conscious products as thedemand for such products increases; we are engaged in designing easily recyclable products, making more use of
biomass materials, etc.

Use of Recycled Materials

Related information

Reduction of undesired materials in production processes
and the use of recycled materials

in waste fluid and sludge generation. At the same time, theThe DNP Group is working to “improve resource productiv-

worse than the 12.9% in FY2007.

undesired materials production ratio was 13.4%, which isity” and “promote the reuse of undesired materials” so as to

We use the recycling rate as the indicator for undesired

contribute to the building of a recycling society. These efforts

materials reuse promotion, with the goal being zero emissions.

require that the materials input in production processes are

Zero emissions means efforts to bring the landfill waste amountused without waste, and that resources are used effectively( J + K )/ undesired materials production volume ( A ) to 0.5% orby reusing to the greatest extent possible any undesired ma-less, and while the rate for the Group overall is 1.3%, 45 sites

terials that are produced.

have achieved zero emissions, adding 2 sites since last year.

We use waste per unit of production (waste emissions

We have also achieved a recycling rate of 99.1%, despite low( E + F ) / production volume*) and the undesired materials

rates for waste plastic (95.9%) and glass waste (65.1%).

production ratio (volume of undesired materials*/ materials* Production output
This shows the output from our business activities, and uses added values.
* Undesired materials production volume
The volume of undesired materials, which excludes undesired materials originating as
primary raw materials not used by the Electronics Division and Data Techno.
*Recycling rate
Ratio of effective use through the processing of undesired materials originating as
primary raw materials [( C + G + H )/ a ]; however, the amount of paper and plastic forwhich volume has been reduced through intermediary use in on-site processing
equipment (heat recovery furnaces) ( D - F ) is added.

input volume) as productivity indicators, and incorporate it in“Production 21”. Waste per unit of production in FY2008 was
0.169, which represents an improvement since 2007, when
it was 0.180. This is mostly due to a shift to shadow masks
and color filters by the Electronics Division, and a decrease
Breakdown of undesired materials production volume
other 7%
metal 1%

sludge 46%

paper waste 10%

Bwaste plastic25%
liquid waste
4%

a

B

waste oil 7%

A

Total materials
input volume2,487,200 t

Undesired materials
production volume
410,600 t(100%)

C

Waste
137,900 t(33.6%)

sludge 76%Eother 11%E

metal 2%waste oil 2%

subject to on-site
interim processing
77,500 t(18.9%)

waste plastic
15%

F

paper waste 14%

Waste notsubject to on-site
interim processing
60,400 t(14.7%)Fliquid waste
3%

Waste after
on-siteinterim processing
10,200 t(2.5%)Iwaste oil 15%

liquid waste
9%G

other 12%
metal 2%sludge 7%

paper waste 16%

waste oil17%

waste plastic
41%

liquid waste
5%65

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G Materials
H

recycled asresources
50,200 t(12.2%)H Materials

recycled
as thermal
8,700 t(2.1%)I

Interimwaste processing
outsourced
7,100 t(1.7%)

paper waste 2%other 10%
metal 2%sludge 14%

Volume outsourced

waste plastic
35%

waste oil
14%

J

Final
disposalvolume (direct)
4,700 t(1.1%)J

K
other 10%K

Final
disposal volume(indirect)
800 t(0.2%)

http://www.dnp.co.jp/csr/2009/65e.pdf

paper waste
88%

waste plastic
5%

Residue 5%
sludge 11%

paper waste
60%

liquid waste
3%
waste plastic
12%

C

D Volume of waste

paper waste 8%other 3%
metal 2%sludge 16%
waste oil 4%

Valuable waste
272,800 t(66.4%)

Dother 1%

A

Residue 31%

waste plastic 12%
liquid waste
46%

paper waste 2%
waste plastic 4%
liquid waste1%
sludge 52%

Collection of paper for recycling from offices

Use of recycled water

We make serious efforts to separate and recycle paper dis-

We are working hard to conserve water resources by recy-

carded from offices. Our rate of office paper recycling* wascling the water we use in cleaning our products, heating and73.1% in fiscal 2008, meaning that we are continuing to meetcooling our production equipment, and air conditioning ourour targets. The business of the DNP Group is deeply con-buildings. We used 527.5 million m3 of recycled water* in

nected to paper, and we have been collecting data about

FY2008. Our water usage ratio was 33.2-fold.

paper separation and collection for some time. Data was* Recycled Water
As water is mainly used for heating or cooling the manufacturing equipment, airconditioning in buildings, and in product cleaning, the majority of plants are starting to
use recycled water through a closed system. The amount of recycled water is the total
amount that flows through heat exchangers and cleaning equipment in these closed
systems in one year.

Paper Collection Trends
Bar graph: Amount of used paper collected (Unit: tons)

Water Input-Output

Line graph: Used paper collection rate

2005

74.4%

2007
2008

1,298

71.2%
76.7%

1,299
1,214

73.1%

Water
consumption
15,900,000m3

Flow of processes that use
the water recycling system
527,500,000m3
Flow of processes that do not use
the water recycling system
13,300,000m3

Product
186,000m3

1,223* Wastepaper collection rate
Waste paper collection/ {wastepaper collection + general waste amount (excluding
cans, bottles, and garbage)} x 100

Employee Comment: Efforts to reduce waste

We are working to reduce waste not
only in our production processes, butalso in the Development andTechnology segments.
Katsumi Kishida
General Affairs Group 1, General Affairs
DNP Opto-Materials

We produce optical film for products such as LCD and plasma
televisions at the Opto-Materials Okayama plant. We have forsome time been taking measures such as improving yield rates,
reduced packaging use, and recycling and extracting value fromwaste so as to reduce waste emissions, but we had not neces-

Hokkaido Coca-Cola Bottling and The Inctec use it in products.

Transition of the amount of recycled water

529,400

2005

532,100

2006

559,700

2007

517,000

2008

527,500

We are also making effective use of rainwater in our officebuildings and other areas. We used 8,870 m3 of rainwater in
FY2008 for toilet flushing and watering our grounds.

sarily been producing results. In our drive to acquire ISO14001

蒸発量 2,800 千m3

certification, which we achieved in May 2009, we made progressin achieving thorough waste separation, which not only reduced(Unit: m3)

those of our development processes, which had been overlooked.

2004

Once they became aware of the situation, the Development

2005

production. Moreover, the business office also achieved broad

循環システム利用工程流量

水使用量
2006
18,200 千m

decreases in paper trash by reviewing the recipients of in-house

2007 *

documents. This enabled us to improve per unit emissions by2008

23.2%, and the rate of generation of undesired materials by

排水量15,200 千m3Transition of the amount of rainwater used

the waste products from our production processes, but also cut

and Technology segment put their efforts into efficient test

(Unit: m3 1,000’s)

2004

INPUT

2006

1,242

Wastewater
13,100,000m3

3

6,310 千m3
517,000
5,140

非循環工程流量5,200
15,400 千m3
8,970
8,870

OUTPUT

73.8%

INPUT

2004

Evaporation 2,800,000m3

OUTPUTgathered at 34 sites in fiscal 2008.

製品量
200 千m3* The Gotanda Building
also began using rainwater in FY2007.

15.5% since 2007. We will continue to seek to make improvements from a “loss/waste” perspective as well.

DNP Group CSR Report 200966

Environmental Conservation and the Realization of a Sustainable Society

Building a Recycling Society

Offering Environmentally-Conscious Products
Development and sales of environmentally conscious
products

Development of products using LCA

The DNP Group created the Environmentally-Conscious

impact. DNP has introduced LCA (Life Cycle Assessment),

products Development Guidelines to direct from the design

which evaluates the form and degree of the environmental

stage the creation of environmentally-conscious products,

impact of a single product over its entire life cycle, and seeks

so as to reduce the environmental impact of our products

ways to make improvements. The LCA system has been in-throughout the lifecycle. We offer solutions, such as reduced

corporated into product development.

Society now strongly demands the reduction of environmental

The LCA is a method for quantitatively evaluating the re-environmental impact products, in each area of business sosource investment and environmental impact, as well as theas to realize a sustainable society.
Our sales of environmentally-conscious products reachedeffect on the planet or the ecosystem, that a certain product

JPY308.1 billion in FY2008 (JPY315.4 billion in FY2007). De-or service exerts over the course of its lifecycle. “Lifecycle”

spite falling electronics sales, such as Resin BM Color Filters

here encompasses everything that takes place during the(LCD color filters using a resin black matrix instead of metal),

existence of the product or service, from resource extraction

our sales of printed items, such as PET-G cards (cards madethrough manufacture, transport, use, and the return of allof non-PVC “PET-G” material), and printed materials using

waste to the Earth.

Forest Certified paper (paper certified as having originated inforests that are managed according to environmentally soundpractices), have improved.

Sales of environmentally conscious products

2004

14.6

2005

16.1

2006

25.1

2007

28.1

2008

30.5

69.9

49.4

89.0

30.1

164.0

113.1

86.2

38.4

110.3

93.1

44.2

144.9

108.0
Information Communication

67(Unit: 1 billion yen)

115.9
Lifestyle and Industrial Supplies

Electronics

256.6

265.8

49.2

53.7

315.4

308.1
Other segments

Environmentally Conscious Product Development Guidelines
Reduction of environmental pollutants
Elimination of ozone layer-damaging substances,heavy metals, volatile organic compounds, andprevention of release into the environment of nitrous
oxides and other substances

Resource and energy conservation
Reduce the use of metals and fossil fuels
Energy-conserving products and systems

Examples of Environmentally Conscious Products

BM Color Filters

BM

These are color filters using a black matrix made of resin
instead of metal. Development of this product has
resulted in reduced environmental impact and cost.

Elbow PouchOur Elbow Pouch is a refill-use pouch with improved
opening and pouring features. It is useful in saving bottle
resources, and post-refilling volume is reduced.

HI-CUP
Sustainable harvesting of resources
Utilize natural resources in a sustainable way

This is an insulated two-layer cup made up of the cup
itself and a sleeve. Post-use volume is reduced, and it canemploy recycled paper.

Long-term usability

Safmalle

Consider the ease of repair and parts replacement,
length of maintenance and repair service, and the
expandability of functions

Safmalle is our line of olefin-based decorative sheets forconstruction or decorative use, which meet the need for“healthy,” “hygienic,” and “safe” living space creation.

Reusability

Peel-off Shipping Labels

In the case of sites and parts, considerations
regarding disassembly, cleaning, and refilling;
establishment of a collection and reuse system thatis easy for the purchaser to use

These are shipping labels that are easily peeled off ofpacking paper or cardboard. The labels are one-ply,saving paper, and they make the recycling of cardboard
and other packaging easy because they peel off cleanly.

Recyclability
Are the materials used in the product easy torecycle? Does the design allow for easy breakdown,disassembly, and separation of materials? Is there acollection and recycling system that is easy for thepurchaser to use?

Sectional viewEnvironmentally Conscious Calendars
These calendars are made with recycled paper and low
environmental impact ink. No metal or plastic need beremoved post-use, because neither is used in theirproduction.

Magazines and Pamphlets Using Recycled Paper
Use of recycled materials, etc.
Use as many collected and recycled materials andparts as possible

Ease of treatment and disposal
Attempt to place as little burden as possible on
incinerator facilities and landfill sites

These are printed materials that use composites of usedpaper, such as used magazines and newspapers. Not only
do they require fewer paper resources, but the use of low
environmental impact soy ink and non-VOC ink isincreasing.

Exeample

IB (Inorganic Barrier) Film
This packaging-use clear cling film which cuts dioxin use
because it is non-PVC. It is widely used in the packaging
of food, toiletries, or daily items requiring a barrier.

DNP Group CSR Report 200968

Environmental Conservation and the Realization of a Sustainable Society

Building a Recycling Society

Case Study: Offering services that use green electricity

Hosting Services Contributing to the Spread of Natural Energy and CO2 Reduction
The development of Internet businesses is causing a rapid increase in the consumptionof electricity by server equipment, while at the same time worldwide efforts to reduce CO2
emissions to prevent global warming are getting into full swing. Therefore, reducing electricity use by servers has become an issue.
DNP Digitalcom is working to cut electricity consumption and reduce CO2 emissions byswitching to energy saving equipment for use by its Media Galaxy hosting services. The
company is also seeking to contribute to the environment by installing “Green Power Certified Systems,” which use “Green Power Certified” electricity generated through naturalenergy, for its hosting services. This marks the initiation of Green Power Hosting Services, a
CSR solution that enlists the cooperation of the customer in environmental contributions.
Green Power Hosting Services is an optional service for contributing to the spread ofnatural energy and the reduction of CO2 emissions in which Green Power is allotted to a
portion of the electricity consumed by the Media Galaxy hosting service used by the customer, depending on how much energy is used. The Green Power mark is then displayedon the customer’s homepage or website, showing that the site is powered by green electric and thereby providing an environmental contribution appeal to viewers.

Case Study: Developing ink using biomass ingredients

Reducing Environmental Impact by Developing Web Offset Ink Using a No Petroleum Solvent
Web offset ink, which is the ink most often used in printing, is about 40% petroleum solvent. A switch to a non-petroleum
solvent is desirable because the petroleum solvent is made by refining petroleum, which may be in short supply, andalso because when burned it emits CO2, a greenhouse gas. Nonetheless, the switch
to a non-petroleum solvent has been difficult because of the web offset ink drying
mechanism (heat-set drying), but a new environmental ink, “Non-Petroleum
Solvent Biomass Offset Ink,” in which the petroleum
solvent is replaced by plant-derived (biomass)materials, has been developed. A number ofbiomass-derived materials were evaluated in thecourse of developing this ink, of which a pinederived solvent was selected, making the new ink areality.
Also, by improving the biomass ratio of the productwe were able to secure Biomass Mark Certificationfrom the Japan Organics Recycling Association, theBiomass
Usage category: Printing ink
Registration no.: 080028

first such certification for offset ink. This ink allows us
to contribute to the conservation of limited petroleum
resources and to the realization of a low-carbon society
through printed materials.

69

Catalogs using biomass web
offset ink

Proper Provision of Product Environmental Information

Related information

Environmental Label Certification

Promoting Green Purchasing

We have acquired environmental labeling, such as Eco-Mark,We employ Green Purchasing in selecting and buying parts,

CoC certification, and EPD, and are working to expand thematerials, provisions and equipment, and office supplies that

number of such products. The Eco-Mark is granted to productscause the least possible environmental impact, so as to reducethat are valuable in terms of environmental conservation, andthe environmental impact of upstream production processes

our “S-mail recycled paper type” (pressure-bonded postcard).

and of our business overall, and to reduce the environmental

CoC certification guarantees that the pulp used in making theimpact of DNP’s products. We also give priority in materials

printed materials is Forest Certified, meaning it originated inand equipment purchasing to suppliers that take environmental

forests that are managed according to environmentally soundconservation seriously.

practices. CoC certification has been acquired by a total of 16
divisions as the system for certifying that the printed materials

Management of Chemical Substances in Product Materials

are made from such pulp. EPD is an environmental declaration

As part of DNP’s efforts to improve product safety, in

program developed by Sweden’s Environmental Management

response to the RoHS Directive adopted by the EU and vari-Committee for the disclosure of LCA data reviewed by a third

ous environmental conservation regulations, as well as client

party. DNP has acquired EPD certification fused thermal trans-

demand, the DNP Group monitors and manages chemicals

fer materials and dye-sublimation transfer materials.

contained in the materials we purchase.
We conducted a study of the amounts of chemicals con-Environmentally Conscious Materials Procurement

tained in materials we purchase from suppliers, and in 2004
we completed a chemical content database. This has allowed

We choose and prioritize for purchase those materials with

us to monitor the chemicals used in each product, thereby

the lowest possible environmental impact, so as to offer

strengthening our controls. In addition, it has created a mecha-

goods and services that are both valuable for society and cannism for the manufacture of products according to established

be used with confidence. We also seek to control the chemi-

standards.

cal substances contained in materials.

We require a report from the supplier in the form of an
examination slip with every new purchase; in addition, when
we start trading with a new supplier we explain the use of thePurchasing rate for environmentally conscious products
General supplies

47.0
41.6

20

48.2

43.3

30.6
37.4

30

chemical content examination slip when the trading account is
opened, and request that one be submitted with each delivery.

Raw materials

50
40(Unit: %)

39.3

42.5

27.5
23.6

10
0

2004

2005

Click here for related information

2006

2007

2008

http://www.dnp.co.jp/csr/2009/70e.pdf

Certificate of non-use of chemical substances/ Chemical substancecontent examination slip

DNP Group CSR Report 200970

Environmental Conservation and the Realization of a Sustainable Society

Activities at Overseas Bases
We operate our Management System and Overseas Surveillance at our overseas bases as well, engaging in activities forachieving targets and enhancing environmental management.

Efforts at Overseas Sites
We implemented the Eco-Report System (see p.55) at our

We promote compliance with all local laws and regulations atoverseas sites as well beginning in 2005. We will continue

our overseas manufacturing sites, as well as environmental

to work to enhance our environmental management. Ourconservation measures such as setting targets for energy con-

Headquarters Promotion Office also visits all overseas

servation, waste reduction, and recycling. We also promote the

manufacturing sites and offices, checking on the environmental

setting and achievement of targets for items such as energy

management situation and giving guidance through ourconservation, reduced use of copier paper, and recycling at ourOverseas Surveillance program.

overseas offices.

Overseas Manufacturing Sites

LondonOverseas Offices

Dusseldorf

Paris

Seoul

Santa Clara
Los Angeles

Shanghai

New York

DallasSan Marcos

TaipeiSingapore

SydneyEnvironmental impact status at overseas production sites

71

tabulated between April 2008 and March 2009tabulated between January 2008 and December 2008

DNP Photomask Europe S.p.A.

Manufacturing photomasks

DNP Denmark A/S

CO2 emissions(Unit: CO2 tons)

Final amount of waste
disposals (Unit: tons)

VOC emissions(Unit: tons)

4,960

33

less than 1 ton

Manufacturing projection television screens

810

0less than 1 ton

DNP IMS America Corporation

Manufacturing information media supplies

1,800

319

less than 1 ton

DNP Electronics America, LLC

Manufacturing projection television screens

1,340

13

less than 1 ton

Tien Wah Press (Pte.) Ltd. (Singapore)

Offset printing and binding

14,280316

123

Tien Wah Press (Pte.) Ltd. (Johor Bahru)

Offset printing and binding

4,310

0

110

DNP Indonesia (Progadon)

Gravure printing and offset printing

19,560

1,852

2,411

DNP Indonesia (Karawang)

Gravure printing and offset printing

20,390838

4,208

Environmental Conservation and the Realization of a Sustainable Society

Independent Review Report Comments by an Independent Institution(Third-party review: Ernst & Young ShinNihon Sustainability Institute Co., Ltd.)On site audit
DNP IMS Odawara

On site audit
DNP Technopack Kansai, Kyoto Plant

On site audit
Ichigaya Publication Printing Operations
Kuki Plant

On site audit
Hokkaido Coca-Cola Bottling

DNP Group CSR Report 200972

Third Party Opinion

Saburo Kato
Chairman, Japan Association of Environment
and Society for the 21st Century President,
Research Institute for Environment and Society
Upon graduating from the Faculty of Engineering of the University of Tokyo in 1966,
joins the Ministry of Health and Welfare. Takes charge of Pollution and Environmental
Administration at the Environmental Agency after its establishment. Appointed as thefirst Head of the Global Environmental Department in 1990. After participating in the
Global Summit and the creation of the Basic Law for the Environment, leaves office in
1993. Establishes the Research Institute for the Environment and Society in the same
year, of which he is currently President. Serves concurrently as Chairman of the Japan
Association of the Environment and Society for the 21st Century (formerly, Association
for the Study of the Environment and Society in the 21st Century). Major publishedworks include The Power of the Environment to Create Wealth (2005, Goma Shobo);
The Power of the Environment (2003, Goma Shobo); The Environmental Century (2001,
Mainichi Shinbunsha); Conditions for Creating the Recycling Society (1998, Nikkan
Kogyo Shinbunsha), The Environment and the Future of Culture (PRESIDENT Inc.).

I have been commenting on the DNP Group CSR Reports forapproach in this year’s report demonstrates the “starting point

several years now, but one thing I’ve noticed about this one

of DNP’s CSR” that President Kitajima describes.

in comparison to previous year’s reports is that each section

There are three responsibilities DNP must meet to be ait goes beyond a businesslike approach and lets the people

trusted company. The first is the ongoing offering of the “value

in charge speak naturally and show their can-do spirit. In thecreation” necessary to a sustainable society. The second is“Top Message,” President Kitajima notes that “TAIWA is in-“sincere conduct” in creating values fairly and honestly. The

dispensable to gaining a firm understanding of what our wide

third is “high transparency” for accountability through TAIWA

variety of stakeholders, including customers and consumers,

with all stakeholders. While the report provides explanations

find unsatisfactory, as well as of what they desire. I think theon each of these points, what draws my attention is that DNP
seeks to create an “emergently evolving” society that gives
birth to new values through the synergies of the various typesof value created through both printing technology and information technology. DNP ascertains the customer needs andcreates solutions by synthesizing its bedrock technologies ofprinting and IT.
Governance must of course be completely solid if a company is to be able to offer such values. In addition to internal
controls, I sensed a freshness in DNP’s establishment of clear
goals for each of the company’s themes, such as “Contributing
to the development of society,” “Compliance with all laws
and societal ethics,” “Ensuring information security,” and the“Realization of a universal society.”
DNP is active in a lot of unexpected areas, but this year’s
report focuses on the company’s challenging of the green

73energy and medical fields. Organic dye-sensitized photovol-

hard-hitting section. Special attention is given to the genera-

taic cells are manufactured by coating a thin layer of dye ontion of employees that will be bearing and raising children.

a plastic sheet. What makes this film-type photovoltaic cellThis an urgent problem, and it is easy to understand why

possible is the application of a wide variety of DNP’s printing

DNP reports its efforts, through the uniquely named “Kanga-

technology techniques, such as low-temperature coating,roo Club,” aimed at helping employees balance childrearing

transfer, and microwave irradiation. DNP is challenging theand work.

possibilities of capillary regrowth, and discusses the commer-

In the area of environmental conservation, DNP can becialization of patterning cell formations on culture substrates.

credited not only for its per unit CO 2 targets, but also forThis is not only unexpected, it is interesting.

including in its core issue of global warming a target of 10%

DNP believes that improvement of products and services

total greenhouse gas volume reduction in 2020. Nonetheless,from a consumer perspective that provide for safe andgiven that the Aso cabinet has called for a 15% reduction inconvenient living is vital. Therefore, the company has incomparison with 2005, and that there is the possibility thatrecent years made Universal Design a Group-wide project.

strict targets from 2013 onward may be set at the important

The DNP Group declared the DNP Group 5 Principles ofglobal warming summit in Copenhagen in December 2009,

Universal Design in October 2008, based upon a “dedication

DNP should take more forward-looking and aggressive global

to print that is beautiful and easy to read” and a “dedication towarming measures by hastening to set even higher targets.

creating secure, safe and convenient products that are easy

While there are a lot of other issues, such as VOCs, waste,

to use by every individual consumer,” so as to meet the needs

and biodiversity, there is a trend in each case for stricterof client companies and consumers.

measures to be taken as time goes on. It is my strong hope

DNP gives a lot of thought to employee work habits andthat the DNP Group will demonstrate its abilities and lead thehuman resources development. Particular respect is paid

industrial world in creating new technologies and new produc-to employee diversity, including women and the physically-tion and distribution systems from these.

challenged, about which the report contains an especially• This report has been designed in consideration of the environment and Color Universal Design.

Green Power: We have started using
Green Power (100kWh annually).
The printing of this report was
powered by “natural” energy(1,300kWh).

CUD: Approach to Color Universal Design:This report was designed using a color
scheme that the majority of readers will findeasy to understand. It has been certified by
the Color Universal Design Organization, anon-profit organization.

The Japanese-version of DNP Group CSR Report 2009 is printed in an environmentally conscious manner on FSC certified paper.

DNP Group CSR Report 200974

Dai Nippon Printing Co., Ltd.
Corporate Social Responsibility Office
1-1, Ichigaya Kagacho 1-chome, Shinjuku-ku, Tokyo 162-8001, Japan
Tel: +81-3-3266-2111
Fax: +81-3-5225-8083
http://www.dnp.co.jp/
Next issue scheduled for release in June 2010.

Published: June 2009 © 2009 DNP
PRINTED IN JAPAN