Dai Nippon Printing Co., Ltd.
CSR & Environmental / Product Liabilities Department
1-1, Ichigaya Kagacho 1-chome, Shinjuku-ku, Tokyo 162-8001, Japan
Tel: +81-3-3266-2111
URL: http://www.dnp.co.jp/eng/© 2016 DNPPRINTED IN JAPANDNP Group CSR Report 2016

Information Disclosure Philosophy / Editorial Policy◆ DNP ensures accountability by properly disclosing
information about its corporate activities.

◆ Based on this approach, we use websites andvarious media to appropriately disseminate financial
and non-financial information so that all of society
can understand our company in a multi-faceted andintegrated way.

CONTENTS

02

Information Disclosure Policy / Editorial Policy
Corporate Profile“Today’sInnovation isTomorrow’s
Basic”
09
13

03
05
07

Top Message
DNP’s History of Contributing to Society
DNP Creates New Value for
the Future of People and Society

About the Cover Design
Based on the concept of the DNPGroup Vision 2015—“connecting
individuals and society, and providing
new value”—this design illustrates
how DNP’s CSR coexists with all aspects of nature and contributes to thedevelopment of a sustainable society.

DNP Corporate Site
DNP information database for presenting
financial and non-financial information

http://www.dnp.co.jp/eng/◆ Information relating to social responsibility isdisclosed in our CSR Report, Environmental Report,
and the CSR and Environment sections of our
website.

Financial and non-financial information to meet stakeholder needs isprovided in an easy-to-understandform via a range of media◆ This report describes the role DNP plays in society,from the perspective of business activities andassociated processes.
◇Period covered by this report:
April 1, 2015 to March 31, 2016 (FY2015)
However, reporting is not confined to this period regarding some important matters.

Special Feature 1
Friendly to the Earth and People—A Vision of
the Future Realized with Functional Films◇Scope of report:
All companies and divisions of the DNP GroupSpecial Feature 2
Providing Cutting-Edge Information Security
as a Top Professional in Protection ofInformation◇ Issued: June 2016 (Next scheduled issue: June 2017)

In this report, “DNP” indicates the DNP Group, as distinct from Dai Nippon Printing
Co., Ltd. The designation “DNP Group” shall be used in contexts where weemphasize the Group as a whole.

Survey on the DNP Group CSR Report 2016

CSR and
Environment
sections of website

CSR Reports(this report/PDF)

Environmental
Reports(PDF)

Annual Reports(booklet/PDF)

Information about social responsibility

http://www.dnp.co.jp/csr/enquete/ (Japanese only)

Please let us know your opinions and impressions.
groovisions

CSR Activities at DNP
17
19

Three Corporate Responsibilities
Establishing Principal Themes
Report on Activities under each Principal Theme

21
22
23

Respect for Human Dignity and Diversity

24
25

Ensuring Information Security

26

Environmental Conservation and theRealization of a Sustainable Society

27
28
29
30

Realization of a Safe and Vibrant Workplace
Ensuring the Safety and Quality of Our Products
and Services

Groovisions is a design studio established in
1993. It is active in a variety of areas, primarily
graphics and motion graphics, but also music,
publishing, products, interiors, fashion and theweb. Groovision’s main works include stage
visuals for Pizzicato Five, editorial design for themagazines Kokoku Hihyo and Metro Min., motion
graphics for Expo 2005 Aichi Japan, show window direction for Maison Hermès, and the 301st
Ginza Graphic Gallery Exhibition.

Detailed information is provided in
our Environmental Report.

Promoting Social Responsibility throughthe Supply Chain

Social Contribution as a Good Corporate Citizen
Proper Disclosure of Information
Compliance with the Law and Social Ethics

Corporate Profile (as of March 31, 2016)
Company Name: Dai Nippon Printing Co., Ltd.
Head Office:Website:37
38

Third-Party Opinion
A Message from the CSR/Environmental Committee Chairman

Consolidated subsidiaries: 114
Equity-method affiliates: 15

Financial Data: (FY ending March 2016)
Net Sales

Established:

October 1876

Operating Income

Incorporated:

January 1894

Ordinary Income¥52.6 billion (down 2.1% year-on-year)

Paid-in Capital:¥114,464 million

Net Income¥33.5 billion

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

Printing

Lifestyle and Industrial
Supplies
Packaging, lifestyle materials,
industrial supplies, etc.

Electronics
Display components, electronic
devices, optical film, etc.

Beverages

Beverages¥1,455.9 billion (down 0.4% year-on-year)¥45.4 billion (down 5.6% year-on-year)(up 24.8% year-on-year)

Percentage of total sales
3

56.2%

2 Smart cards, magneticcards
1

3 Photobooks, dyesublimation transfer
media

2
5

26.2%

6

4 Packaging
4

7

5 PET bottles andpreforms (left of photo)
6 Aseptic filling systems
for PET bottles

13.6%
8

4.0%

1 Magazines, books

9

7 Automotive interiormaterials
8 Screens for projectors
9 Electronic paper systems

10

10 Soft drinks

02
Information Disclosure Policy /Editorial Policy, Corporate Profile

FY2015 (Apr. ’15–Mar. ’16) CSR Management Report

Group Companies:

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

Development of a System for BusinessContinuity

31

1-1, Ichigaya Kagacho 1-chome,
Shinjuku-ku, Tokyo 162-8001,
Japan
Tel: +81-3-3266-2111

Business Segments:

DNP Group
Environmental Report 2016 (PDF)
http://www.dnp.co.jp/eng/csr/

Number of Employees: 39,198 (Consolidated)
10,676 (Non-consolidated)

“Today’s
Innovation isTomorrow’s
Basic”Top Message

I would like to express my sincere condolences for thevalue, and achieve our own sustained growth. To that end,of the utmost importance and that discriminatory speech andvictims of the Kumamoto earthquakes of April 2016, andwe feel it is important for our employees to independently

behavior will not be tolerated under any circumstances. We

heartfelt sympathies to all those affected by the disaster.

and accurately grasp social issues and changes, and thenare making every effort to ensure that this policy is enforced

rapidly produce solutions by combining the strengths thethroughout the Group. In 2015, we carried out a survey

Group has available.

to determine whether any of our operations conducted at

We are fortunate enough to report that the earthquakes
had no major effects on the DNP Group. We quickly
confirmed the safety of all our employees, and our plants

Products, services and systems arising from suchinternational business locations are having a negative impact

in Fukuoka Prefecture suffered minimal damage andthinking should eventually become everyday things,

on stakeholders. In terms of environmental issues, in 2014

are operating normally. Since before the disaster, DNP

which are essential and indispensable to life, business andwe established long-term targets for 2030 to strengthen

has endeavored to become a disaster-resilient company,

society. At DNP, we express this in our motto “Today’s

our reduction of greenhouse gas emissions. Also, due todeveloping a Business Continuity Plan (BCP) in line with

Innovation is Tomorrow’s Basic,” and take concrete steps

the increasing importance of issues such as reducing water

the characteristics of each business division to prepare forto make it a reality. Among those efforts, this report focuses

usage, we revised our management targets and initiated new

emergencies. Furthermore, we are taking these earthquakes

on “functional films,” which contribute to harmonious

efforts to meet them by the year 2020.

as an opportunity to further enhance our ability to withstandcoexistence between the earth and human beings, andAs a corporate citizen, DNP wants to broadly contributenatural disasters.

“information security,” which is the foundation for a safe

to a better society. Our employees are continuing their local

and secure advanced information society.

volunteer activities to support recovery from the Great East

Creating new value to address social
challenges

Japan Earthquake. In 2015 these activities included cleaning

Responding to challenges inside andoutside Japan

When DNP was founded in 1876, our stated goal

Ishinomaki. Also, in the wake of the recent Kumamoto
earthquakes, our hearts have gone out to the affected areas

was to “Run a civilized business.” We intended to support

In 2015, the international community reached two

civilization through business, by using letterpress printing,historic agreements concerning corporate conduct. Firsta cutting-edge technology at the time, and thus building awere the Sustainable Development Goals (SDGs). Thesefoundation for publishing and information dissemination

were adopted by the UN General Assembly in September,essential to the modernization of Japan. This spirit ofand are international guidelines to eliminate human rights

In October 2016, DNP will mark the 140th anniversary

contributing to the development of society was indeed ourissues such as poverty, environmental concerns and otherof its founding. The trust and expectations of society,founding philosophy. Since then, we have supported various

global problems so that sustainable development is realizedcompanies and consumers, built up over many years, aretypes of social infrastructure by applying and expandingby the year 2030. Second was the Paris Agreement on global

DNP’s precious asset and a major aspect of DNP’s value.

printing technologies—moving into fields such as packaging,warming, adopted in December at the 21st session of theGoing forward, DNP will strive to be a company all the moredecorative materials, securities, smart cards, electronics,

Conference of the Parties to the United Nations Framework

trusted by society, by carrying on our founding purpose, andinformation recording media and life sciences. Although theConvention on Climate Change (COP21). These adopted

earnestly responding to the various issues and expectations

scale and content of our business have undergone significant

goals and agreements address urgent issues that cannot beof society.

changes, the legacy of our founding purpose remains intact insolved without a total cooperative effort, involving not only

our current corporate philosophy of “connecting individuals

government agencies, but everyone from private sector

and society, and providing new value.”organizations to individuals.

Society today is in the midst of major changes, rivaling

We at DNP also hope to engage with these issues

the post-war period of turmoil, and facing a variety of issues.

proactively and to fulfill our responsibilities. More

DNP’s aim is to contribute to the sustained development ofspecifically, with respect to human rights, the DNP Groupsociety, by striving to resolve these social issues, create new

Code of Conduct establishes that respecting human dignity isand people; our employees are engaged in a variety of
support activities to hasten recovery efforts.

President

Yoshitoshi Kitajima

Top Message

Top Message

03

temporary housing and supporting the fishing industry in

04
Today’s Innovation is Tomorrow’s Basic

Today’s Innovation is Tomorrow’s Basic“Today’s
Innovation isTomorrow’s
Basic”

DNP’s History of Contributing to Society

1870
1876
Founded Shueisha (thepredecessor to DNP), beganletterpress printing

1950
1882
Began sales of printing types
1886
Established the First Plant inTokyo’s Ichigaya Kagacho

1935
Shueisha merged with Nisshin
Printing Co., Ltd. to form Dai
Nippon Printing Co., Ltd.
1944
Launched the TechnicalResearch Laboratory, theforerunner of today’s
Research and Development
Center
1949
DNP shares listed on Tokyo
Stock Exchange

Information Communication

1877
Printed a revised andtranslated edition of“Self-Help” written by
Samuel Smiles
Developed cardboard
First book produced in Japan
using Western-style bookbinding

1898
Started printing securities
1910
Completed initial development of DNP’s original“Shueitai” typeface

1951
Began “expansion printing”
1956
Created Project Planning
Division
Established an integrated
system covering everythingfrom planning, to printing andmanufacturing
1963
Established Hokkaido
Coca-Cola Bottling Co., Ltd.
1955
Printed “Kojien,” one of themost authoritative dictionaries in Japan

1925
Printed the first edition of“King” magazine
Unprecedented major
bestseller
1945
Printed paper currency

1980

1956
Printed theweeklymagazine“Shukan
Shincho”

1975
Began digital processing ofimage data

Preserving flavor and the environment

1965
Started mass-producing
business forms
1972
Began operating acomputerized typesetting
system (CTS)1951
Fully entered the fields ofpaper containers and film
packaging1961
Began printing directly onto
steel plates
1967
Began producing molded
plastic containers

1952
Developed technology for
printing decorative paper

1998
Began issuing the DNPGroup Environmental Report

2001
Announced DNP Group
Vision for the 21st Century

1973-74
Began full-scale productionof magnetic bankbooks and
cards

1983
Developed smart cards

1978
Developed large-size
holograms

Development of operating
systems and applications
for smart cards becomesa DNP strength

1976
Developed aseptic fillingsystem for coffee whitener

1983
Developed multi-layer barrier
film

1976
Developed paper containers
for liquids

1984
Began producing PET
bottles
1996
Developed technologies for
manufacturing electrodeplates of lithium-ion batteries

1969
Began production oflaminated tubes

2014
Established DNP Kyoto
Uzumasa Cultural Heritage
Gallery

1985
Developed an electronic
dictionary on CD-ROM
Japan’s first-ever
CD-ROM software
1995
Launched “Media Galaxy”
Internet service

2000
Established Internet Data
Center
2001
Launched website “Book on
Demand” for online
marketing of publishedcontent
2001
Developed SIM cards formobile phones

1959
Succeeded in producing
prototypes of photomasks forsemiconductor circuit boards

Highlight

1997
Began marketing aseptic
PET bottle filling systemusing preform supply
method1999
Commercialized soft packs
for lithium-ion batteries

2004
Succeeded in forming
capillary blood vessel
patterns

2007
Developed packaging forJapanese cuisine space
foods

Application of printing
technologies to life
sciences field2013
Established packaging plantin Vietnam

1995
Unveiled technology forforming multi-layer wiring
1997
Began full-scale productionof anti-reflective films for
LCDs
1999
Developed ultra-high-density
multi-layered substrates forsemiconductor packages

2001
Began contract fabrication of
Microelectromechanical
Systems (MEMS)
2001
Developed a flexible OLED
display

2011
Developed the world’s
thinnest (0.28 mm) printed
circuit board

06
Today’s Innovation is Tomorrow’s Basic

Today’s Innovation is Tomorrow’s Basic

Ultrafine technologies contribute to the miniaturizationof electronic products

2013
Established DNP Kashiwa
Data Center

DNP’s History of Contributing to Society

1964
Began manufacturing leadframes1985
Developed production
technologies for LCD color
filters

2010
Introduced “honto” e-booksales service

2005
Introduced PrintRush,
self-service photo printing
KIOSK

Entry into the energy
field

Opened the door to domestic
production of color televisions

2006
Opened the Louvre–DNP
Museum Lab

2015
Announced DNP Group
Vision 2015

1984-85
Developed melt-type anddye-sublimation thermaltransfer printing media (inkribbons, etc.)

1958
Succeeded in producing
prototypes of shadowmasks
used in color televisions

Electronics

DNP’s History of Contributing to Society

Drink containers used to be primarily glass bottles or cans. In 1982, a revision to the Food Sanitation Act allowed the use of PET bottles for soft drinks,
and their convenience led to widespread use. Meanwhile, the 1980s werealso a time when global environmental issues began to receive attention.
In 1997, DNP began marketing an aseptic PET bottle filling system using the
preform supply method as a response to environmental issues. This system
employed an in-line molding system in which “preforms” (test tube shaped
pre-formed PET bottles) were shipped to the beverage plant and formed directly on the line. Since bottles were delivered to the plant in preform condition, this represented a seven-fold improvement in transportation efficiency.
Also, by reducing the weight of the bottle, the amount of raw material (derived from petroleum) was cut by 18%, and CO2 discharged over the entire
lifecycle of the product was 35% lower than conventional heat-resistantbottles. Furthermore, the contents
were immediately cooled after rapid Preform
PET bottle
high-temperature sterilization, andthis allowed for filling at room temperature, so there was less risk ofdestroying nutrients and flavor andaromas were kept longer. Such asystem was not only environmentally friendly, but also offered benefits
to consumers as well.

Lifestyle and Industrial Supplies

1997 Began marketing aseptic PET bottle filling system using preform supply method

1986
Opened Ginza Graphic
Gallery (ggg), specializing ingraphic arts

2000

1964-69
Established international
representative offices in quick
succession, including offices
in New York and Frankfurt

Enhanced printing systems toallow publishing companies
to issue weekly magazines

Highlight

05

DNP’s history has always involved responding to the problems of consumers, companies and society. We
confront social problems which arise due to changing times and issues that must be addressed to create thesociety of the future. To help solve these problems, we develop products and services that will soon become afamiliar presence in our daily lives, something we take for granted—in other words, we create new value for the
future. Moreover, we continue to evolve the DNP technologies created as we face these challenges. In this way
we hope to contribute to future society.

“Today’s
Innovation isTomorrow’s
Basic”

FutureDNP Creates New Value for
the Future of People and Society
In 2015, we announced the DNP Group Vision 2015.
Today, we carry on our legacy of “providing new value tosociety,” as set forth at our founding in the expression“Run a civilized business.” This is the foundation supporting all of the activities of DNP.
At DNP, we have numerous assets, built up over thecourse of 140 years. On that groundwork, we have established the DNP Group Vision 2015 as a guidepost forvalue creation. Following that vision, we will create newvalue—things that everyone in society takes for granted
and cannot do without.

Creating New Value

2016

2015

We need to realize a sustainable society where people accept
diversity. Many voices in society are calling for new approaches. They want to reduce impacts on the global environment,
deepen communication while protecting vital information, andlive comfortably in safe living spaces. We at DNP want to be
one step ahead in providing effective solutions for these social
needs.
Starting on page 9, we introduce examples
of how we create new value.

DNP
Group Vision
DNP Group Vision 2015
2015
Four Growth Areas

Corporate Philosophy
The DNP Group connects
individuals and society, andprovides new value.

Knowledge andCommunication

Food and
Healthcare

Lifestyle andMobility

Environment andEnergyBusiness Vision
Use P&I Innovations to expand
business, primarily around four
growth areas.
Guiding Principles
TAIWA and Cooperation

Foundation for Creating New Value

AssetsHuman Resources
Employees: 39,198 (consolidated)(34,545 in Japan, 4,653 internationally)

Intellectual Property
Japanese patents held: 11,858● Manufacturing sites: 56 in Japan,
14 internationally● Sales offices: 40 in Japan,
25 internationallyResearch and Development Facilities● Research & Development Center● Technology Development Center● AB (Advanced Business) Center● Development divisions for eachbusiness segment● R&D budget: ¥31.8 billion(FY ending March 2016)(as of March 31, 2016)

Stakeholder Dialog
In the same way as last year, we held a stakeholder
dialog in March 2016 with four reviewers from the
CSR Review Forum-Japan (CRF)*. Four directors
and executives participated from DNP. The topic was the DNP Group Vision 2015. Through ourbusiness activities, we at DNP are working to solve
social problems by providing new value, and theparticipants engaged in a lively exchange of views
on issues relating to our goals.
(CRF provided suggestions and a third-party opinion on this report; see page 37.)

point, we believe these are valid areas.
DNP:	Creation of new, previously unavailable value is
not something we can do alone. Thus, we haveestablished “TAIWA and Cooperation” as our
Guiding Principles. In this way, we indicate ourposture of collaborating with all sorts of people,
both inside and outside of our company.
CRF: That is a wonderful approach. We believe yourbusiness activities will be improved by consistent dialog with stakeholders regarding all aspects of your business, including underlying
processes and subsequent review. DNP’s main
focus is B-to-B business, so we cannot reallysay DNP is familiar to consumers. However, precisely because it is such a company, it has thepower to determine quality of life and change
society. We expect DNP to contribute to society
in its own unique way, thanks to its role in connecting companies and consumers.

*The CSR Review Forum-Japan is a private, non-profit organization dedicated to the realization of a sustainable society. It is an alliance of citizen groups working to addresssocial problems (including NGOs and consumer groups) as well as individual members of such organizations. Based on the ISO 26000 international standard for social responsibility, CRF offers CSR Review Programs for third-party review of corporate activities.

08
Today’s Innovation is Tomorrow’s Basic

Today’s Innovation is Tomorrow’s Basic

CRF: Last year you announced the DNP Group Vision
2015.
DNP:	Yes. We further developed the previous DNP Group
Vision for the 21st Century, and indicated our intent
to contribute more actively to society.
CRF: For society, it is a welcome development that DNP
has established its own focus areas, and declaredits intent to actively create value. How did you decide on the four growth areas given in your Business
Vision?
DNP:	First, we considered what sort of social problems
the world is facing. We looked at areas we can focus
on to make the most of our strengths. In these areas, we will create new value to help solve social
problems by leveraging DNP’s strengths in P&I(Printing & Information).
CRF: You have indicated these growth areas as sets ofsocial issues where DNP can make a difference, andthrough engagement of which will contribute to thegrowth of your businesses. From an objective stand-

DNP Creates New Value for the Future of People and Society

DNP Creates New Value for the Future of People and Society

07● Net assets: ¥1,063.2 billion● Gross assets: ¥1,718.6 billion

Manufacturing Sites and Sales Offices

DNP Group Vision 2015

an Environmenta

lly C

on

Energyconservation

sc
iou

sP
e

Special Feature 1

EffeFriendly to the Earth and People

ive
ct

ct

pe

so
f

fr o m

rs

n
Fu

io
ct

na

lms
l Fi

“Today’sInnovation isTomorrow’s
Basic”

Reductionof CO2emissions

Resource
conservation

A Vision of the Future Realized with Functional Films
Mitigation of
air pollution

Reductionof wasteAchieving economic development while protecting the

Mitigationof waterpollution

global environment is an issue facing not only Japan,
but all countries throughout the world.
Functional films are one response developed
by DNP to resolve this problem.
By evolving, developing and applying the various
technologies cultivated by DNP, we have successfully realized
needed functions, and created a diverse variety of functional films.
DNP’s functional films are garnering attention as revolutionary products forconserving energy and resources.

History of the Development of Functional Films

1951

1969

1983

1984

1998

1998

the use of aluminum foil, and carrierbags for storing liquid medications.
The possibilities of functional films
combining the core technologies of
DNP will surely broaden even further
in the future. DNP will continue todevelop these films, so their value
can help solve problems relating to
the environment, and create a better
tomorrow.

Masato Yamaguchi
Senior Corporate Officer

2004

2011

Packaging

Industrial supplies

Industrial supplies

Lifestyle materials

Packaging

Industrial supplies

Packaging

Began production of laminatedtubes using film lamination technology.

Began production of projection
screens using technology forforming fine patterns on film
surfaces and design technology
employing light characteristics.

Began production of ink ribbons fordye-sublimation thermal transfer
printers for printing digital images.
This was achieved using technology for uniformly coating various
functional materials onto films.

Began production of electron beam(EB) coating interior and exterior materials for housing. This was done using
electron beam irradiation technology
to instantly enhance the functionalityof resins and coatings on films.

Developed transparent vapor-deposition Innovative Barrier Film (IB-Film)using technology for coating plastic
film with materials vaporized in a
vacuum. Began production for foodand medical products.

Began production of JETBLACK®
front projection screens using
optical design technology. These
screens efficiently reflect projector
light, while absorbing other light,
enabling display of vivid images
on par with LCD TVs.

Developed film using plant-derived materials, and began production of Biomatech PET withlow environmental impact.

09
Today’s Innovation is Tomorrow’s Basic

Lifestyle materials
Began development of decorative laminate for melamine board.

10
Today’s Innovation is Tomorrow’s Basic

Packaging
Began printing on cellophane
wrapping paper.

Special Feature 1 Functional Films

Special Feature 1 Functional Films

Development of functional films began with food packaging and has continually progressed for over 60 years. The products created over this long history
have not only addressed environmental problems, but also achieved important milestones in other areas, such as lifestyle comfort and industrial supplies.

Today, DNP’s functionalfilms are at work in awide variety of fields, as
New value provided by functional films new materials helping
helps reduce environmental impact into reduce environmental
many areas.
impact. One example isbattery pouches, exterior material for lithium-ion batteries to
The functional films offered by DNP
seal in materials such as electrolytes.
were created by applying originalPreviously, metal casings were used,technologies evolved in our printbut greater compactness and lower
ing business to the development
weight have been achieved by reof functional materials. By applying
placing these with laminated pouchthese technologies—such as photoes made of water vapor-resistantlithography for forming fine patterns
multi-layer film. Reducing the weighton metal, and coating technologyof batteries for cars and other vehifor evenly applying inks—to film, wecles improves fuel efficiency, thereby
have realized functions for controlling
helping to reduce energy consumpthings like light, heat, liquids, gases
tion and CO2 emissions. These films
and electricity. The added value provided by such functions has been
are also used in the batteries oflong sought after, as a way to adsmartphones and tablet devices, anddress the major issue of conserving
have captured a high share of thethe environment—a problem thatworld market. They are also used inmust be confronted if we wish tovarious other areas, such as barrierbuild a more prosperous society.
films enabling food storage without

“Today’s
Innovation isTomorrow’s
Basic”

Special Feature 1

Coating, Laminating, Bonding—
How DNP’s Functional Films
Work to Conserve Energy

Zero energy

DNP lighting film (see page 12) application example

There are some materials, such as resin glass and carbon fiber reinforced plastic (CFRP), which have been
underutilized due to problems with strength and cost, even though they have outstanding characteristics. DNP ispioneering new applications by combining functional films with these materials, and working to achieve practicalapplications to help protect the environment. We have also been developing film products that control heat andlight without consuming energy, and seen favorable outcomes. Here, we give a brief overview of the future thatcan be realized with functional films, focusing in particular on energy and resource conservation.

Reducing the weight of vehicle bodies improves fuel efficiency, thereby reducing energy

Weight reduction consumption and CO2 emissions.

Using DNP Super Weatherable Hard
Coat Transfer Film for resin windows in
automobiles helps reduce window weightby approximately 40%*1

Bonding dissimilar materials such as aluminum and CFRP

Delivering Japan’s delicious flavors to
the world with DNP multi-functional heatinsulated boxes requiring no electricity

Recent advances in research on circadian rhythms oforganisms have drawn attention to the effect of daylightcycles on health and work efficiency. By simply affixing
lighting film developed by DNP to window glass, theinternal structure of the film effectively reflects sunlightcoming through windows onto the ceiling and other areas, diffusing it to brighten up entire rooms. When usedon north-facing windows with poor sunlight exposure,the interior brightness of a room was doubled,*2 andpower required for lighting (electricity bill) was reduced by
13%.*3 This lighting film has already been commercialized and is being introduced in facilities such as homes,
offices, stores and hospitals. Following a trial installation
at a bank branch, survey results showed that 87% ofcustomers felt the space was brighter and more comfortable.*4 DNP lighting film helps realize a brighter, more
affluent life with its various functions, including reducing
ultraviolet light by 99% and preventing shattering whenglass is broken.

Shortening transport time and securing a power source
for refrigeration are essential to maintaining quality insupply chains for perishable goods, electronics products
and other items requiring temperature control. DNP has
addressed these issues with high-barrier film. By applying this material, DNP has developed multi-functional
heat-insulated boxes which realize both a high level ofcold-retention and loading efficiency by requiring no power source. This is achieved using vacuum-insulated panels
in which glass wool is sealed in high-barrier film. Refrigerated items can be transported in an unrefrigerated transport vehicle. We expect this product to play a major role
not only in Japan, but also when exporting fresh items toSoutheast Asian countries where it is difficult to maintain acold chain for transporting products in a refrigerated state.
Applications using high heat insulation are expanding toinclude mixed shippingof refrigerated items with
non-refrigerated items,
storage in warehouses
and other unrefrigerated
locations, and use as simple refrigerators.

Example of use
Conceptual diagram
Glass
Lighting
film

DNP multi-functional heat-insulated box

Cross-section of heat-insulated box panel
Upwardreflection
effectBy using our optical design and microfabrication
technology, we succeeded in creating a filmwith the ability to reflect light upwards.

Core material (glass wool)

High-barrier film

Vacuum state*2 According to DNP testing: Maximum value from measurements taken between 9:00 a.m. and 6:00
p.m. on June 5, 2015
*3 According to DNP testing: Measurements taken between 9:00 a.m. and 6:00 p.m. on July 21, 2014
*4 According to DNP testing

Heat seal

Future Visions
Expanding the possibilities for functional films into areas beyond environmental conservation
We commercialized DNP Agri Film by applying film
deposition and laminating technologies. This film
Agriculture has high reflectivity and superior moisture retention.
Its durability and resistance to soiling encourage
the long-term growth of crops. Productivity of conventional soil
cultivation is approaching its limit due to global warming, explosive population growth, severe water contamination and soil pollution caused by agricultural chemicals. Hydroponics is attracting
interest as an alternative
farming method, and DNPAgri Film is garnering increased attention in this field
because it enables efficientmanagement of light andwater, which is essential forhydroponics.
Experiment in Chiba Prefecture

Touch panels such as those in smartphones use
transparent conductive film for touch sensor wiring.
Due to its outstanding conductivity and high lighttransmittance, DNP’s silver nanowire film enables
low-cost realization of larger screens, bendability and flexibility—
characteristics difficult to achieve with today’s mainstream ITO(indium tin oxide) film. This opens the possibilities for further evolution of electronic equipment.

20.0 μm
Semi-circular acrylic basewith silver nanowire film (R = 75 mm)

Magnified image of silver nanowire(Magnification: 2,000x)

12
Today’s Innovation is Tomorrow’s Basic

Today’s Innovation is Tomorrow’s Basic*1 March 2013 issue of JAMAGAZINE (Japan Automobile Manufacturers Association, Inc.)

CFRP is used in airplanes and racing cars because it isa resin with superior strength and one tenth the weightof aluminum. However, its high manufacturing cost is
the barrier to adopting it in normal automobiles. Therefore, automobile manufacturers are working on weight
reducing technology through combined use of CFRP
with metal materials to lower the cost. DNP adhesive
films play an important role in realizing this technology.
Adhesive in film form bonds CFRP securely to metals
such as aluminum. This eliminates the need for parts
such as bolts and screws, and prevents protrusions that
occur with liquid adhesive. In addition, bonding strength
is increased using heat or ultraviolet light after materials
are temporarily fixed or reattached, thus improving work
efficiency and yield.
Various other applications are being investigated including alternatives for metal welding and emergency repairs
for damaged concrete in structures such as bridges.

DNP lighting film reduces power consumption
and creates comfortable spaces by making
effective use of natural light

Special Feature 1 Functional Films

Special Feature 1 Functional Films

11

In recent years, automobile energy consumption andCO2 emissions have increased as a result of the growing
number of parts required
to meet demands forenhanced functionality,
safety features and compliance with environmental regulations. This has
led to increased interestin switching from glass
to resin as a material for
windows and sunroofs.
Although resin is approximately half the weightof glass and can help
Resin glass sample treated with
reduce vehicle weight, it
DNP Super Weatherable Hard Coat
Transfer Filmhas drawbacks of being
easily scratched and having low weather resistance.
Simply transferring DNP Super Weatherable Hard Coat
Transfer Film onto resin products improves surface wear
resistance, and prevents deterioration due to ultraviolet
light. Coating by transfer film is an original DNP technology with the benefit of greater simplicity and higher
production yield than spray coating. It has already been
introduced in some construction machinery applications,and is expected to be adopted in a wide range of vehicles including automobiles and trains.

DNP adhesive film helps reduce weightby bonding carbon fiber reinforced plastic(CFRP) with dissimilar materials

Contributing to comfortable living and energy conservation through light and heat control.

Society

Special Feature 2

Providing Cutting-Edge
Information Security as a Top Professional
in Protection of Information

Providing information
security throughproducts and services

BPO(Business
Process
Outsourcing)

Smart
cards

Providing our information
security technology andexpertise cultivated overthe course of our businessSettlement for
e-commerce sites
Marketing support

Security
solutions

Personnel
development

Non-public
information

tremendous changes to society while realizing more convenientof corporate and personal information leaks. When there is a leak

Consulting

Providing value

The proliferation of the Internet and evolution of IT have brought

and affluent living. On the other hand, there is an increased risk

“Today’sInnovation isTomorrow’s
Basic”

Critical information

DNP’s foundation
for providing value

Technology
information

Personal
informationof critical information held by a company, the consequences canbe immeasurable. In recent years, companies have had to adopt

Confidentiality*

Integrity*

Availability*

high-level security measures due to the increasing prevalenceof critical information leaks. Causes of these incidents include

Physicalmeasures

Technical
measures

Organizational
measuresHuman
measurescyber-attacks from external sources, loss of information due toinadequate internal management, and exploitation of information*Confidentiality: Making information accessible only to authorized persons
Integrity:
Ensuring that information and information processing methods are accurate and sound (not tampered with)
Availability:
Ensuring that information assets can be accessed by authorized users when requiredby malicious individuals.
At DNP, we believe “Tomorrow’s Basic” is a society with a richcommunication environment free from these problems, and which
maintains a high level of security for safety and peace of mind.
Since our founding, we have always properly handled information
entrusted to us by our clients. The technology and expertise that
we have accumulated over our 140-year history have enabled us
to create a robust security foundation as a “top professional inprotection of information.” By building on this base, we will provide proprietary information security solutions that are useful tosuch as information leaks from cyber-attacks. They
include everything from physical measures, to technical, organizational and human measures. DNP’s
information security services go beyond just providing software and systems. We also undertake
information-related management for client companies through BPO in cases where it is difficult forthem to set up their own security system.
As a pioneer in the information security business,
we will continue to focus efforts on building a safe
and secure foundation for our highly information-oriented society.

14

Sakae Hikita
Senior Executive Corporate Officer

Today’s Innovation is Tomorrow’s Basic

Today’s Innovation is Tomorrow’s BasicFor 140 years since our founding in 1876, we havestrictly managed information entrusted to us by ourcustomers, properly handling it with the greatest
care. We handle all sorts of critical information,
ranging from non-public information, such as thecontent of pre-publication books and magazines,
photographs of new products, and technical information pertaining to semiconductor manufacturing, to personal information needed to process
various statements from financial institutions. We
have therefore established a total security management system incorporating physical security at
our plants, workflow design, in-house regulations
and employee training. These continued efforts
over our long history have led to an accumulationof technology, experience and expertise and are awell-established part of our corporate culture. All
products and services we provide for companies
and consumers include the added value of safety
and security of the information entrusted to us.
Information security is the very foundation of ourbusiness.
DNP provides information security systems andexpertise cultivated through our printing businessas highly practical solutions for companies andconsumers. These solutions cover a wide range ofmeasures to protect companies against incidents

Special Feature 2 Information Security

Special Feature 2 Information Security

13

society.

Our information security is based on highly practicalsolutions cultivated through our printing business.

“Today’s
Innovation isTomorrow’s
Basic”

Special Feature 2

BPO

Cyber security

Higher Operational Efficiency andGreater Safety and Security in Copingwith Large-Scale Social Systems

Supporting the Development of Personnel
Capable of Handling Cyber-Attacks Basedon the Concept of an Incident-Ready Society

Supporting corporate growth with robust
information security“My Number”-compliant support services madepossible by DNP’s trustworthiness and track record

Providing information security that isalways up-to-date

Japan’s “My Number” social security and tax number system became fully operational in January 2016. The DNPMy Number Web Collection Service allows individuals toreport their number to employers, financial institutions andother parties simply by taking a smartphone picture of their
Individual Number Notification Card or Individual Number
Card. Since there is no need to mail the application form,
the system relieves the burden on individuals and company staff, prevents delays in processing due to data entry
mistakes, and reduces mailing costs. Data is protected
through high-level encryption during network communication and server storage. We also provide broad support forcorporate My Number compliance through total security
services combining BPO support for form-based My Number collection, consultation on handlingspecific personal information, and training of staff in charge.
DNP’s track record,
Users launch the web application from asmartphone, and take a photo of the social
based on relationsecurity and tax number card (or provisory
notification card) (conceptual illustration)
ships of trust with ourcustomers, is what makes our wide-ranging BPO businesspossible. As a result, our clients outsource their operations
that only DNP can handle. For example, an insurance company outsourced clerical processing of notices and returnmail for 8 million insurance policyholders to inform them of
the company’s demutualization, and about 90 financial institutions have outsourced receipt of NISA applications to us.

Companies today are facing evergreater risk of cyber-attacks suchas leaks of personal informationand data destruction/tampering.
The Basic Act on Cybersecurity
was enacted in 2014, and Cybersecurity Management Guidelines
As a top vendor of smart cards,
were released at the end of 2015.
we have established technology
for properly managing corporate
Developing safe and secure inand personal information
formation security measures is amajor issue affecting not only corporate management,
but also social infrastructure. As a printing company,
DNP has long handled the critical information of corporate clients. Through that process, we have accumulated
experience and expertise, and always established an
information security structure that satisfied the needs ofthe times. In our smart card business, which started in
the 1980s, everything was developed in-house, from ICchip design to OS and encryption programs. Such DNP
technologies have a track record of going on to become
industry standards, enabling compatible use of cash
cards between different banks. Even before viruses andhackers became a hot topic, DNP was hard at work ensuring information security.

In order for companies to increase their profits and grow,they must do more than just offer beneficial products andservices to society. It is also essential to optimize work, andboost operational efficiency. Meanwhile, in the context ofclerical processing, protection of huge amounts of personal
information and other critical data is becoming increasingly
important in all fields. Business Process Outsourcing (BPO)
was developed to realize both greater operational efficiency
and information security under these social conditions. In
BPO, a company outsources its business processes to areliable company with specialized technology, expertise, andexperience.
Since DNP’s founding, we have safely and reliably processed
and managed important information entrusted to us by our
corporate clients, including books, catalogs, coupons, securities, business forms, and smart cards. Since the 1980s, business form BPO needs have been
growing, primarily in the financial
industry. DNP has evolved a BPO
business providing total support—
from analysis of client operational
issues to development of optimal
operational structures and systems, and planning, design andoperation of the best operational
processes. In this way, we arecontributing to corporate growth
and the realization of a safe andsecure society.
DNP Kamiya Solution Center, our BPO facility (Tokyo)

Advertise
Send●Catalogs, pamphlets●Websites, etc.

●Direct mail●Pre-printed applications, etc.

Collect●Document receipt center●Call center, etc.

Notify●Bills, notices●Electronic delivery, etc.

Integrated management of all processes
Store●Data centers●Secure warehouses, etc.

Document●Image scanning●Data entry, etc.

Practical exercise at
Cyber Knowledge Academy

Automatic
attack system

Exercisemanagement system

Trainee
exercise team

Cyber-attack
Actual malware

Instruction tostart attack

Response toactual attack

Red Team

White Team

Continuous
attackscenario

Blue Team

Training
environment(Recreation of corporate
information system)

Automatic attack
Automatic attack

Defensive
response

Automatic attack

Communicationof guidance

Response
reportEvaluation
systemIsolated virtual environment
In March 2016, we established the Cyber Knowledge
Academy, where trainees can undergo the TAME Range
training program. The exercises involve actual handson practice. A typical corporate information system isrecreated in a virtual environment, and actual malware isallowed to infiltrate the system. Then a four-person teamattempts to respond to the attack. The purpose of these
exercises is to help trainees master ways of thinking
about responding to incidents so that they can appropriately handle unfamiliar attacks.
For cyber-attacks that cannot be completely prevented
simply by hardening defense, we build a secure foundation by training human resources based on the assumption that breaches will always occur. DNP offers highly
practical solutions to companies based on the new concept of an incident-ready society.

16
Today’s Innovation is Tomorrow’s Basic

Today’s Innovation is Tomorrow’s Basic

Judge●Checking entered content●Identity verification, etc.

Issue
●Issuing various cards●Issuing coupons, etc.

Cyber-attacks targeting corporations are evolving day byday, and becoming more clever and sophisticated. No
matter how robust the defensive tools adopted, there is
no guarantee of 100% prevention. Going forward, in an
incident-ready society we will need to devise information
security from the perspective of how to respond in theunlikely event of a security breach. It is crucial to develop
a security system which minimizes damage by quickly detecting any network infiltration and identifying thescope of its effects. To achieve this, personnel must be
trained so that they can respond flexibly to unanticipatedcyber-attacks. In the fall of 2015, DNP began offering
the training system TAME Range from Israel Aerospace

TAME Range, conceptual diagram of practical exercises

Special Feature 2 Information Security

Special Feature 2 Information Security

15

DNP’s BPO support areas

Developing training programs to minimize
damageIndustries (IAI), a firm with world-class cyber security
technology.

CSR Activities at DNP
To realize enterprise growth and a sustainable society

Three Corporate Responsibilities

1—Aiming to maintain the trust of our stakeholders and society—
DNP aims to maintain the trust of its stakeholders and society through the firm fulfillment of its
Three Corporate Responsibilities: Value Creation, Integrity in Conduct, and Transparency (Accountability).

DNP Group Vision 2015
Corporate Philosophy

DNP Group Vision 2015 / Code of Conduct
As preconditions for faithfully fulfilling our Three Responsibilities,
we have established the DNP Group Vision 2015, the foundation of our business activities, and the DNP Group Codeof Conduct, setting forth the conduct with integrity that all
employees must adhere to. The Group Vision comprises thethree elements of Corporate Philosophy, Business Vision, andGuiding Principles, showing our commitment to society, to drive
the creation of significant value that contributes to solving thechallenges faced by society.

The DNP Group connects
individuals and society,and provides new value.

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

Audit

Board of Directors

Management Committee

Corporate Ethics Committee

CSR-Environment Committee

Invention Remuneration Arbitration Committee
Central Disaster Prevention Committee
Legal and other main divisions

Reporting
Coordination

3

Three Corporate Responsibilities

Transparency(Accountability)

Finally, the third vital corporate responsibility is “being acompany that is accountable and highly transparent.”
DNP achieves accountability by encouraging all employees, during the course of their regular duties, to engage
in TAIWA with stakeholders, listen to their opinions, andprovide correct information themselves.

18
CSR Activities at DNPInformation Security Committee

Audit
Training

Audit Unit

Guidance
Training

Information Disclosure Committee

Assistance

Audit(Autonomous
implementation, inspection,
review, improvement)

Open Door Room

ReportingGroup Companies

Reporting
Auditors Office

Head OfficeBusiness Divisions(Oversight of internal controls)

Audit

CSR Activities at DNP

Operating Units

ReportingBoard of Statutory Auditors

Audit

President and Overseeing Directors in Charge

Directors andCorporate Officers
in Charge

Integrity in
Conduct

Three Corporate Responsibilities

Advisory Committee

Accounting Auditors

Three Corporate Responsibilities

17

General Meeting of Shareholders
Audit

2

Three Corporate Responsibilities

The second responsibility is “practicing fairness andimpartiality 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 or laws are broken during the value creation process. Therefore, DNP seeks to fulfill this responsibility
by ensuring that all employees always conduct businesswith integrity in accordance with the DNP Group Code of
Conduct.

Corporate Governance and Internal Controls System
DNP regards enhancement of corporate
governance as an important management theme—essential to becoming anenterprise which contributes to sustainable development of society, improves its
own corporate value, and is trusted by allof its stakeholders.
We are working to enhance corporate
governance in a comprehensive fashion
by building and operating a structure formanagement decision-making, executing
operations, and oversight and auditing ofsuch activities, and by providing training
and education for employees.

Value Creation

The first and most fundamental responsibility of a corporation to society is “providing new value to society.” Wemust make a connection between the offering of products
and services necessary to the sustainable development ofsociety and the growth of the company. DNP will continue
to provide high value which contributes to the solution ofsocial problems through our Business Vision.

DNP Group Code of Conduct

1. Contributing to the developmentof society
2. Social contribution as a good
corporate citizen
3. Compliance with the law andsocial ethics
4. Respect for human dignity andBusiness Vision
diversity
Use P&I Innovations to expand 5. Environmental conservation andthe realization of a sustainablebusiness, primarily aroundsocietyfour growth areas.
6. Realization of a ‘universal society’
7. Ensuring the safety and quality ofGuiding Principles
our products and services
8.
Ensuring
information security
TAIWA and Cooperation
9. Proper disclosure of information
10. Realization of a safe and vibrantworkplace

Three Corporate Responsibilities

CSR Activities at DNPResponsibility #2

Responsibility #2

Establishing Principal Themes

Ensuring Information
Security—Continually promoting high-priority activities—
Responsibility #2

Realization of a Safeand Vibrant Workplace

See page 24

Ensuring the Safety
and Quality of Our
Products and Services
See page 23

See page 22

Responsibility #2
Responsibility #2

Respect for Human
Dignity and Diversity
See page 21
DNP has established 11 Principal Themes to be promoted in our CSR activities.
In establishing the Principal Themes, we consider
DNP’s management policies, the nature and scopeof our business, and other relevant factors. We thenidentify issues for consistent, focused action, andcarry out a multi-faceted examination of their importance and priority. At the same time, we establish
the Principal Themes for our CSR activities throughcomprehensive analysis from a social perspective.
Our reference points here include relevant international treaties and agreements, centering on the 10
principles of the UN Global Compact and ISO 26000
international guidelines for social responsibility; social challenges regarded as important for socially
responsible investing (SRI); and stakeholder opinion.
DNP establishes targets relating to each of its Principal Themes, and works through the PDCA (PlanDo-Check-Action) cycle every year, checking andevaluating our achievements, and setting targets forthe following fiscal year. This helps us to continually
improve our CSR activities.

Promoting Social
Responsibility throughthe Supply Chain
See page 25
Foundations of the Three
Corporate Responsibilities

Development of a
System for BusinessContinuity

Contributing to theDevelopment ofSociety
See pages 05-16

See page 30
Responsibility #2

Environmental
Conservation and theRealization of a
Sustainable Society

Foundations of the Three
Corporate Responsibilities

Compliance with
the Law andSocial Ethics

Responsibility #3

See page 26

See page 29

Responsibility #2

Social Contribution as aGood Corporate Citizen
Proper Disclosureof Information
See page 28

See page 27

20
CSR Activities at DNP

CSR Activities at DNPStarting on page 21, we provide an overview of activities
in FY2015 (Apr. ’15–Mar. ’16) for each Principle Theme. A
detailed CSR Management Report (targets and results) is
provided starting on page 31.

Establishing Principal Themes

Establishing Principal Themes

19

Responsibility #1

Report on Activities under Each Principal ThemeTARGETS & RESULTS

April 2015–March 2016

TARGETS & RESULTS
Review and develop management structure inline with trends in international human rights
standards; in accordance with that review, takevarious opportunities to promote understanding
and compliance with such standards on the part of
employees and suppliers.

FY2015(Apr. ’15–Mar. ’16)
Targets

Administer survey to grasp the situation at majorinternational business locations and consider risk
mitigation measures.

FY2015 Results

Conducted human rights risk surveys at all 22
international Group companies. Considered risk
mitigation measures based on the results.

FY2016 Targets● Continue to ascertain human rights risks in ourbusiness activities.
● Consider and implement risk mitigation measures
based on analysis of the human rights risk survey
results.

Conducting human rights risk surveys atinternational business locations

Human rights risk survey sheet

Workstyle Innovation—Efforts by
Tohoku Region, Packaging Department
To realize DNP’s Corporate Philosophy, “connecting individuals and society, and providing new value,” it is important that each employee is aware of the purpose of theirwork and strives for a workstyle that generates maximum
value in a limited amount of time. Therefore, DNP is promoting company-wide workstyle innovation as an effort toreview the way we work and think about work.
In the Tohoku regional operations of our packaging department, sales activities frequently cross prefectural
boundaries and mountainous areas, and the issues wehave faced there have included long travel time and difficulties sharing information within the department. The
following actions were taken to resolve these issues andenable employees to work efficiently and effectively.
●Using thin client PCs (effective use of waiting time)●Scheduling departmental meetings at regular times, andsharing folders and schedules via network (enhanced
information sharing)●Mutually confirming and supporting taking paid holidays●Enforcing the practice of leaving work on time, andallowing employees to visit clients directly from home,and go home directly from clients without returning tothe office
As a result of these efforts, employees are able to takepaid holidays in a planned fashion; people in charge ofsales have less clerical work after returning to the office;and employees have more time to prepare proposals forcustomers.

2

Realization of a Safe andVibrant Workplace

Checking progressof plans torealize workstyleinnovation

times/year

At DNP, we believe that in order for a company to provide useful newvalue to society, above all else it is important that its employees havean environment where they can work in safety and comfort, with ahigh level of job satisfaction, and a relaxed, enthusiastic attitude. The
source of our Group’s strength is the individual employees in our diverse workforce. We are working to increase their motivation, so they
can better demonstrate their abilities.

22
CSR Activities at DNP

CSR Activities at DNP

Concern over the impact of business on human rights
has been growing rapidly in recent years. The DNPGroup Code of Conduct establishes that respecting
human dignity is of the utmost importance and that discriminatory speech and behavior will not be tolerated
whatsoever—not only by employees, but in any aspectof our business activities. We are making every effort toensure that this policy is enforced throughout the Group.
As part of our human rights due diligence, we have been
conducting surveys since 2014 to identify and understand human rights risks in our business activities. In
2014, we conducted interview surveys of departments
actively engaged in international expansion, and starting in 2015, we expanded the scope of these efforts,
conducting written surveys at all of our 22 consolidated
Group companies outside Japan.
These surveys cover: business outlines, employee conditions, situations in countries/communities of operation,
conditions regarding consumers/clients, and suppliers/
subcontractors, the raw material situation and otheritems.
Survey results to date indicate noserious human rights risks. We plan
to conduct further analysis of theresults and consider risk mitigation
measures based on the survey results.

● Continue activities in each organization based onplans to realize workstyle innovation.
●C ontinue progress survey of workstyle innovation;
carry out improvements based on the results.

CLOSE UP

Realization of a Safe and Vibrant Workplace

Mid-Range
TargetRespect for Human Dignity and Diversity

21

CLOSE UP● Continued activities in each organization basedon plans to realize workstyle innovation. Laborand management monitored progress twice
through the Productive Time Resources Project.
●C onducted progress survey of workstyleinnovation. Job satisfaction improved overprevious time. Failed to achieve average overtime
targets.

FY2016 Targets

companies●C ontinue activities in each organization based onplans to realize workstyle innovation.
●C ontinue progress survey of workstyle innovation;
carry out improvements based on the results.

FY2015 Results

22

The DNP Group Code of Conduct establishes that respecting human dignity is of the utmost importance and that
discriminatory speech and behavior will not be tolerated
whatsoever—not only by employees, but in any aspect ofour business activities. We are making every effort to ensure that this policy is enforced throughout the Group.

Offer workstyle innovation to enable DNP to respondswiftly and flexibly to changing social environments,
and implement measures to improve job satisfaction
for every employee so as to generate popular
momentum toward creating an invigorated, highperformance company.

FY2015(Apr. ’15–Mar. ’16)
Targets

Respect for Human Dignity
and Diversity

Mid-Range
TargetNumber of international
business locations
where human rights risk
surveys were conducted

CSR Activities at DNP

Report on Activities under Each Principal ThemeTARGETS & RESULTS

Established Information Security Committees atseven international Group companies.

FY2016 Targets

meetings

Establish Information Security Committees forinternational Group companies and begin security
management.

FY2015 Results

46

To respond to globalization, we will apply our
information security management protocol to every
country in which we operate in accordance withlocal rules and regulations.

FY2015(Apr. ’15–Mar. ’16)
Targets

At DNP, we believe it is our responsibility as amanufacturing company to prioritize safety andquality above all else. The basic approach in
DNP’s safety and quality efforts is to first imagine the situation where the product or service isused, then, taking the consumer’s perspective,
we consider: What is the required quality? Whatis the best approach for safety? What is easy touse? In this way, we repeatedly make improvements.

Number of interdepartmental Frontline
Practices Committee
meetings (domestic andinternational)

CLOSE UP

Mid-Range
TargetEnsuring the Safety
and Quality of Our
Products andServices

Expand educational tools to cover various
languages and provide training aimed at promoting
information security management at international
Group companies.

April 2015–March 2016

TARGETS & RESULTS
Mid-Range
TargetHold cross-sectional activity involving all DNP
employees and departments worldwide to maintainand enhance production quality so as to create
products with the world’s highest levels of quality
and safety.

FY2015(Apr. ’15–Mar. ’16)
Targets● Continue Product Safety Innovation Practices
Committee meetings; check and improve
operational flow. Improve management at
each process stage (planning, design, andmanufacturing) and prevent product-related
accidents.
● Improve product quality management throughmeetings of the inter-departmental Joint
Manufacturing Frontline Practices Committee.

DNP is strengthening its management structure and providing employee training so we can properly protect information
assets of corporate clients and DNP itself. To promote these
activities, we previously established Information Security
Committees in each department and Group company atdomestic locations. Information Security Committees aremanagement structures that operate under the supervision of
a Committee Chairman and a Personal Information Management Administrator (both positions are held by organization
heads). They appoint supervisors and inspection supervisors
for each issue, such as training and computer measures.
Due to recent trends toward globalization of business activities, we took steps in 2015 to strengthen our worldwide efforts, establishing Information Security Committees at sevenof our international Group companies and starting to operatethem at our international business locations. Also, to enhance
employee education under this system, we published the2015 edition of the booklet Introduction to
Information Security VII (see photo) in ninelanguages for use as an educational tool.
Going forward, we will continue to develop
a globally integrated information security
management system, centered on the
Head Office Information Security Committee as the supervisory organization,
and we will protect the various information
assets we possess, both domestically andinternationally. In this way we will strive to
be a company with global credibility.

Ensuring Information
Security

Ensuring information security and protecting personal information have become increasingly important. At DNP, we handle alarge volume of personal information andother information assets. Therefore for us,
managing and protecting information assets is a critical theme, indeed our social
mission. DNP has prioritized information
security as one of our most importantmanagement issues, and we are working
to strengthen our structures and train our
employees.

7companies

International Group companies where Information
Security Committees have been establishedTien Wah Press (Pte.) Ltd.
Singapore

TWP Sdn. Bhd.
Malaysia

DNP Imagingcomm Asia Sdn. Bhd.
Malaysia

DNP Imagingcomm America CorporationUSA

DNP Imagingcomm Europe B.V.
Netherlands

24
DNP Photo Imaging Europe SAS
FranceDNP Photomask Europe S.p.A.
Italy

CSR Activities at DNP

FY2016 Targets

CSR Activities at DNP● Continue Product Safety Innovation Practices
Committee meetings; check and improve
operational flow. Enhance product safety
management at international manufacturing sites
and prevent product accidents.
● Improve product quality management throughmeetings of the inter-departmental Frontline
Practices Committee.
● Strengthen efforts from the development stage toimprove quality and safety in new businesses.

Strengthening worldwide cross-sectional
activities

Strengthening our global structure byestablishing Information Security Committees
at international Group companies

Ensuring Information Security

FY2015 Results

Ensuring the Safety and Quality of Our Products and Services

23●C onsidered and improved operational flow
through Product Safety Innovation Practices
Committee (two meetings). Reviewed andimplemented educational content and plans
for the purpose of raising product safety
awareness in planning, design and manufacturing
departments.
● Held inter-departmental Frontline Practices
Committee meetings (46 meetings). By improving
equipment and work, promoted measures suchas quantification of manufacturing conditions,standardization of work procedures andimprovement of the level of quality control inorder to reduce quality costs and prevent quality
incidents.

CLOSE UPAt DNP, we promote inter-departmental activities so that
we can provide products and services with safety andquality.
In terms of specific efforts, we are continuing to hold
Frontline Practices Committee meetings (Product Innovation Practices Committee meetings) to apply industrial
engineering (IE) techniques to manufacturing processes.
These meetings are a cooperative effort between eachmanufacturing site and the head office, and have led tocompany-wide improvements, owing to staff from otherdepartments participating in addition to staff from eachrelevant department. Since 2012, we have expanded
these efforts to our international business locations. To
equalize quality levels inside and outside Japan—andraise them even higher—we carried out quality improvement efforts in 2015 at international manufacturing sites
where engineers from Japan conducted Frontline Practices Committee meetings and other efforts together withlocal employees.
In April 2015, we revised our DNP Group Product Safety
Regulations in order to strengthen our worldwide management structure with regard to product safety. It is important that employees working at every location understand the significance of their activities and make active
efforts. We are therefore distributing educational tools forinternational employees and using them for training at allof our locations.

CSR Activities at DNP

Report on Activities under Each Principal ThemeTARGETS & RESULTSAt DNP, we are working with our suppliers throughout the supply
chain to improve compatibility with social expectations. These efforts
will be meaningless if we deviate from social norms in processes
such as raw material procurement or manufacturing. We carry out
various types of management with the aim of realizing both high value creation and high compliance awareness.

Number of companies
surveyed for CSR
Procurement Criteria
compliance

FY2015 Results

1,200

About

Mid- to Long-Range Target

Promoting Social Responsibility
through the Supply Chain

For the entire DNP Group, includinginternational companies: educe greenhouse gas emissions by●R
10% worldwide compared to FY2005 by
FY2020.
 educe greenhouse gas emissions by●R
20% worldwide compared to FY2005 by
FY2030.

[Reference value]
FY2005 emissions:
1,120,000 tons

FY2015 emissions:
989,000 tons

(12% decrease over FY2005/06)

April 2015–March 2016

TARGETS & RESULTS

FY2015 Results

CSR Procurement Criteria compliance survey
Revised items on human rights, anti-corruption, andother principles, and conducted regular surveys ofsuppliers.

FY2016 Targets● Improve effectiveness of CSR Procurement
Criteria[Domestic: Suppliers]
・Improve response rate for compliance survey.
・Carry out TAIWA with main suppliers toinvestigate the content of the awarenesssurvey and compliance survey of the applicable
companies.
[Domestic: Manufacturing subcontractors]・E xpand applicability, and provide feedback.
[International]・Review the progress surveys and the criteria tobring the content in line with international trends.

To resolve the various issues which hinder the sustained
development of society, it is crucial for everyone involvedin the entire supply chain to share values and work collaboratively.
In March 2006, DNP established DNP Group CSR
Procurement Criteria, and every year since then we haveconducted a CSR Procurement Criteria compliancesurvey. To further strengthen this collaborative effort, weselected first-rate suppliers in 2015 based on the resultsof the survey.
In making these selections, we established rules for supplier commendations, such as “having a maximum score(100 points) for three years running in evaluation under
the CSR Procurement Criteria compliance survey” and“having no incidents of corporate misconduct in the last
few years.”
Selection was carried out in accordance with theserules, and as a result about 30 companies were chosen
as first-rate suppliers for 2015. We sent letters of appreciation to all of our firstrate suppliers, thanking
them for their cooperation
thus far with DNP’s CSR
procurement efforts, andreaffirming a mutual commitment to further improvements in level in the future.

Our efforts to address climate change havesecured “A List” top evaluation for thesecond year running from the international
evaluation organization CDP*
CDP focuses on companies listed on stock exchanges
throughout the world, evaluating their efforts to address the
problem of climate change—such as reduction in greenhouse gas emissions—and their information disclosure in thisregard. CDP evaluates a company’s level of action regarding
climate change mitigation and adaptation on a 6-level scalefrom A to E, and information disclosure with scores ranging
from 0 to 100 points. In 2015, 115 companies throughout theworld (8 companies from Japan) were selected for the A List,and one of those companies was DNP. DNP also received ahigh score of 97 for information disclosure.
In 1993, DNP set up its own environmental management
system. Since then, we have set targets in areas such as reduction of greenhouse gas emissions
and effective utilization of resources,
and made continuous, active efforts.
We have set long-term goals for reduction of greenhouse gas emissions,and are actively working to promote
reduction, calculating domestic andinternational greenhouse gas emissions (Scope 3) not only at the internal
manufacturing stage but throughout
our entire supply chain.
*CDP: A non-profit international organization based in the UK which carries out environmental
evaluations

Environmental
Conservation and theRealization of a
Sustainable Society

12Greenhouse gas
emissions%
reduction(Compared to FY2005; Scope 1 + 2)

DNP receives the benefits of nature in
all of its business activities, from raw
material procurement to manufacturing and waste disposal. Therefore, we
are making a Group-wide effort in ourenvironmental activities, always bearing in mind coexistence with the global
environment, and aiming to help build
a sustainable society.

26
CSR Activities at DNP

Incorporate the latest social problems in the CSR
Procurement Criteria compliance survey andadminister on a regular basis. Provide information to
suppliers to eliminate gaps between domestic andinternational criteria.

Selecting first-rate suppliers based on the
CSR Procurement Criteria compliance survey

CLOSE UP

Environmental Conservation and the Realization of a Sustainable Society

FY2015(Apr. ’15–Mar. ’16)
Targets

CSR Activities at DNP

Mid-Range
TargetPromoting Social Responsibility through the Supply Chain

25

Both DNP and our suppliers understand theimportance of CSR and act with integrity and inaccordance with the CSR Procurement Criteria
in order to improve compatibility with social
expectations across the whole supply chain andmaintain the trust of the community.

CLOSE UPCSR Activities at DNP

Report on Activities under Each Principal ThemeTARGETS & RESULTS

TARGETS & RESULTS

FY2015(Apr. ’15–Mar. ’16)
Targets

Enhance employee-participation programs topromote changes in employee awareness (target:
200 employee participants).

FY2015 Results

Planned 14 employee-participation programs, and a
total of 131 employees participated.

FY2016 Targets● Enhance employee-participation programs topromote changes in employee awareness.
・Number of participants: 200 in single fiscal year,
cumulative total of 350 from FY2015
・Continue expanding employee-participation
programs to locations throughout Japan.

27

Held educational program on art
appreciation using ICT* at Kasuga
Elementary School in Tsukuba
Since 2010, DNP has held DNP Educational Programs to
exploit our unique technology and expertise as a printing
company, and contribute to the “life skills” education that is increasingly stressed in school education. Focusing on elementary schools in the areas around DNP locations, we have heldclasses at more than 30 schools throughout Japan, selectingclass content from subjects such as science and art to suitthe needs of each school. In February 2016, we held a classon “art appreciation of the future,” using ICT instructional materials under development by DNP. The class was held for 206
fifth-graders at Kasuga Elementary School, a municipal schoolin the city of Tsukuba, Ibaraki. This school is making pioneering efforts such as becoming a designated research school forvarious ICT education programs, such as the Ministry of Education, Culture, Sports, Science and Technology’s “Programto Promote Problem-Solving Education using ICT” (2014). For
this class, 14 employee volunteers worked as teachers andassistant teachers. By using devices to recognize movement,a projector, tablet devices and other aids, the students had
the opportunity to appreciate art in new ways, experiencing
what it is like to be in a picture, and viewing detailed enlargements of artworks whichcannot usually be seen.
Using the best features ofdigital instructional materials brought out the richimaginative powers of thechildren.
*ICT: Information and Communications Technology*1 SRI: Socially responsible investment*2 DJSI World: Developed jointly by S&P Dow Jones Indices (US) andRobecoSAM (Switzerland)
FTSE4Good: Developed by FTSE Russell, a firm wholly owned by the
London Stock Exchange*3 ESG: Environmental, social, governance

Proper Disclosureof Information

For DNP to achieve sustainable growth together with society, we feel it is essential to build
trusting relationships with our stakeholders. To
ensure that all stakeholders understand andempathize with the nature of our business andour activities, we properly disclose information
in a timely fashion, and provide accountability
through TAIWA.

Consistently selected for the global SRI*1
indices DJSI World and FTSE4Good*2
In the world’s stock markets, there is a growing trend
toward investing in companies making efforts in the areas of ESG*3 and social responsibility. When investors
choose such companies, they refer to socially responsible investment (SRI) indices. Among the many SRI indices, the Dow Jones Sustainability Indices (DJSI World)and FTSE4Good Global Index are regarded as authoritative worldwide, and DNP has been selected for theformer 11 years in a row, and for the latter 15 years in arow.
DJSI World evaluates about 2,500 companies throughout the world for sustainability, in terms of economics,
the environment and society. From these, 317 companies (20 in Japan) have been selected. For FTSE4Good,
801 companies (176 in Japan) meeting ESG evaluation
criteria have been selected from about 2,500 companies
worldwide. (As of the end of 2015)
These selections are made based on public informationsuch as CSR reports and websites, as well as independent investigations. Being selected for an index indicatesa high evaluation of information disclosure as well as performance. Aside from the above, DNP has been selected
for the ETHIBEL Investment Register, MSCI Global Sustainability Indexes, the Morningstar Socially Responsible
Investment Stock Index, and the CDP’s The Climate A
List 2015.

1115

Number of years
included in DJSIWorld global socially
responsible investment
index

years
in a row

Number of years
included in FTSE4Good
global socially
responsible investment
index

years
in a row

28
CSR Activities at DNP

CSR Activities at DNP*Environmental conservation, communities, nurturing the next generation, art and culture,humanitarian aid

CLOSE UP

Raise information disclosure to the level demanded
by society, compare current status with level to beachieved, and ascertain issues.

CLOSE UP

Proper Disclosure of Information

Mid-Range
TargetSocial Contribution as a Good Corporate Citizen

Promote the five activity themes* of the DNP Social
Contribution Activities Policy
Goals through FY2019/20◆ DNP-specific programs: Employee participation
rate of 2.5% (1,000 people) (end of FY2015:
1.67%)

programs

Promoted information disclosure using various
corporate communication tools (booklets, websites,etc.), responding to questionnaires from outside thecompany, and other techniques. As a result DNP
was selected as a component stock of six globally
authoritative socially responsible investment indices.

FY2016 Targets

April 2015–March 2016

Continue systematization and enhanced
communication of a range of information relating tocorporate activities. Conduct optimal information
dissemination and appropriately reflect input fromsociety and consumers, to respond to the needs
and expectations of domestic and international
stakeholders.

FY2015 Results

14

FY2015(Apr. ’15–Mar. ’16)
Targets

At DNP, we will contribute broadly to the realization of a better society, byeffectively utilizing our management assets (such as human resources,
knowledge, technology and facilities), and striving for collaboration
Employeeand cooperation between labor, management and outside organizaparticipation
tions. In addition, we support the social contribution activities of employees as a way of promoting each employee’s self-realization andprograms
growth as a human being.

Mid-Range
TargetSocial Contribution as a Good Corporate Citizen

Enhance corporate transparency and reinforce
DNP’s position as a company trusted by the
public by providing stakeholders with the timely,
appropriate information they need.

CSR Activities at DNPTARGETS & RESULTS

FY2015 Results● Conducted Autonomous Corporate Ethics Training at
each organization (121 sessions). Also carried out levelbased and other types of training.
● Analyzed the results of risk self-evaluation at international
locations. Responded to risks with the supervising
department for each risk taking the central role, andcollaborating with the Head Office’s Global Strategic
Business Planning and Control Division as well asinternational Group companies.
● Top management of each organization autonomously
checked improvement of issues relating to internal
controls, and strengthened management.

FY2016 Targets● Continue to implement Autonomous Corporate Ethics
Training and similar efforts.
● Analyze and evaluate risks at all international DNP
locations; respond to risks in coordination between
international locations and headquarters departments.
・Taking evaluation results into account, respond to risks
with the supervising department for each risk taking thecentral role, and collaborating with the Head Office’s
international oversight divisions as well as international
Group companies.
・Continue efforts to enhance the content of risk selfevaluation, and make it more specific.
・Formulate and disseminate Group basic policies andcompliance items for addressing bribery risk.
● Under the direction of the Head Office Corporate Ethics
Committee, further promote efforts by each organization, andenhance and strengthen internal controls within the Group.

Broaden perspective to include community
contribution, and realize further improvements in the
Ichigaya site’s disaster response capabilities.

CLOSE UP

Strengthening education for employees atinternational business locations
At DNP, we are making a company-wide effort based on
our mid-range target of “disseminating and inculcating
DNP’s corporate ethics, and enhancing the effectiveness of internal controls and risk management.” We arestrengthening our internal controls structure by having
each organization of existing domestic locations continue
Autonomous Corporate Ethics Training, and by having
new locations which recently joined the Group carry out
activities to disseminate and inculcate corporate ethics.
At international business locations, we have beenstrengthening efforts since 2014 to respond to the recent
globalization of the market and issues affecting our business. In 2014, risk self-evaluations were conducted atthese locations, taking into account the objective viewsof experts. In 2015, we analyzed the results of thoseevaluations, and promoted risk countermeasures. One
part of that was strengthening education of employees
engaged in international business activities.
As one example, we prepared a document entitled
Precautions on Compliance with Competition Law in
the International Business Activities of the DNP Group,summarizing the characteristics of competition law andprecautions relating to business activities. This was used
to alert and train employees in this area.
Risks in business activities vary in each region overseas.
Going forward, we will continue to promote responses
suited to the risks in each region, education of employees and similar efforts.

Since 2010, DNP has been engaged in redevelopmentof the Ichigaya, Tokyo area where the DNP head office
is located, to make it a stronghold for creating new value. In 2015, we completed the DNP Ichigaya Kagacho
Building with 25 floors above ground and 4 floors below(photo at left).
This building incorporates a state-of-the-art disasterprevention system, ensuring its ability to carry out central
functions for the entire DNP Group, even in the event ofa large-scale earthquake. The building has a seismicallyisolated structure, and the walls and floors have built-in
dampers for controlling shaking. Power is secured using
emergency generators and cogeneration devices, and asmart grid system is employed for efficiently utilizing andsharing heat sources and power through the Ichigayasite. Food, drinking water, and other supplies are stockpiled in disaster response storerooms, and the building is
prepared for use as a short-term shelter.
Also, to improve the capabilities of on-site employees todeal with a disaster, a large-scale disaster preparedness
drill was held on March 2016, and about 3,500 employees suspended all of their work to participate. Based on
the scenario of a fire starting from the lower floors, they
carried out the proper sequence of steps—discovery,
reporting and initial firefighting—and all 25 floors of thebuilding were evacuated via the stairs.

Development of a System
for Business Continuity

Strengthening
Disaster
Resilience

If an emergency occurs that disrupts our businessactivities, it will have effects not only on DNP but
on all our various stakeholders. At DNP we aretaking a diverse range of measures to strengthen
our corporate culture, so that even if such an event
occurs, we can restore our business activities
quickly, and ensure business continuity.

Adoption of stateof-the-art disasterprevention system

30
CSR Activities at DNP● Continue to implement Autonomous Corporate Ethics
Training and similar efforts.
● Analyze and evaluate risks at all international DNP
locations; respond to risks in coordination between
international locations and headquarters departments.
●U nder the direction of the Head Office Corporate Ethics
Committee, further promote efforts by each organization, andenhance and strengthen internal controls within the Group.

In our Ichigaya, Tokyo redevelopment project,completed the DNP Ichigaya Kagacho Building,incorporating a state-of-the-art disaster prevention
system to protect our central functions. Enhanced
disaster defense system, including measures forworkers unable to return home.

Strengthening protection of central
functions in terms of both hard andsoft aspects

Development of a System for Business Continuity

FY2015(Apr. ’15–Mar. ’16)
Targets

CSR Activities at DNP

MidRange
TargetCompliance with the Law and Social Ethics

29

Disseminate and inculcate DNP’s corporate ethics, andenhance the effectiveness of internal controls and risk
management.

Promote concrete, practical risk mitigation activities
based on plans formulated by each organization andworksite.

FY2016 Targets● DNP international business location

In carrying out its business activities, we at DNP
believe we can earn the trust of society by having amindset that is always fair and impartial, and contributing to the maintenance and development oforderly, free, competitive markets. We are working
to inculcate and firmly establish corporate ethics
throughout our Group with the aim of being a trusted company.

Strengthen the DNP Group’s ability to withstandnatural disasters◆ Strengthen each workplace’s ability to withstandnatural disasters based on the Disaster Response
Work Plans and Business Continuity Plan.
◆ Strengthen disaster defense measures in Ichigaya
to protect DNP’s central functions.

FY2015 Resultscompanies

CSR Activities at DNP

CLOSE UPTARGETS & RESULTS

FY2015(Apr. ’15–Mar. ’16)
Targets

22

Report on Activities under Each Principal Theme

Mid-Range Target

Compliance with the Law
and Social Ethics

Number ofinternational
business locations
that have carriedout risk analysis andevaluation

FY2015 (Apr. ’15–Mar. ’16) CSR Management Report
CSR
Theme

Mid-Range Target[Realizing our Group Vision]Develop and implement strategies to continue
to promote the Corporate Philosophy,
Business Vision and Guiding Principles in our
DNP Group Vision 2015.

Contributing to the Development of Society

Responsibility #1[Progress in relation to growth strategy]
Develop capability for an early grasp of issues
for people and society, create products andservices to provide new value, and contributeto social development.

Establish an organization conducive tooverseas expansion.

Respect for Human Dignity and Diversity

Responsibility #2●P ractice the PDCA cycle through action programs and ensure follow-up inorder to provide products and services to address the challenges facing
society and realize tomorrow’s basic, centering on the growth areas.
●E nhance TAIWA and collaboration with clients and business partners in orderto accurately ascertain social problems and needs. And, provide employee
training and other activities so that the DNP workforce is geared towardmaking a real contribution to society.

Develop products and businesses aimed at achieving DNP’s growth strategy.
●K nowledge and communication
Support cultural development and develop new products and services topromote communication with consumers.
●F ood and healthcare
Contribute to development of agriculture-related products and services,advancement of medicine, and consumer health maintenance.
● Lifestyles and mobility
Develop new products and services contributing to comfortable living and asmart society.
●E nvironment and energy
Develop new products and services that promote respect for the environment
and energy/resource conservation.

○ Target achieved or making steady progress toward target△ Efforts to be continued into the next fiscal year as target not yet achieved

Results●P romoted semi-annual action program follow up in all departments.
●R evised Vision and conducted in-house presentations on the changes. Also conductedbusiness strategy training (13 times) and promoted workforce development activities.
●K nowledge and communication∙D eveloped and provided an identification photo booth for taking photos easily—from
portrait photos to photos for “My Number Card” applications.
∙E stablished academy for training and educating security personnel to handle cyber attacks.
∙D eveloped a system for inbound travelers to translate information printed on packages
into a foreign language and display it in 3D on a smartphone.
●F ood and healthcare∙D eveloped an agricultural film that encourages crop growth by promoting
photosynthesis through reflection of light.
∙S tarted a health check service in collaboration with drug stores for self-checking ofblood samples, blood pressure and body composition.

FY2016 (Apr. ’16–Mar. ’17)
Annual Targets○●P romote company-wide dissemination andimplementation of P&I Innovations with the aimof “providing new value.”●P romote development and support ofcompany-wide systems and structures toaccelerate realization of our Group Vision.

○● Lifestyles and mobility∙D eveloped a lighting film that brightens interiors by enabling effective sunlight reflection
and diffusion.
∙D eveloped a transfer film that improves weather resistance and other properties ofresin glass when transferred onto it.
●E nvironment and energy∙D eveloped an aseptic filling system for PET bottles that can reduce water use by 90%.
●C
 ooperated with the NPO Jitsuken in researching Universal Design Certification for Actual
Users. Acquired very first certification for Universal Design Tested for Use by the Elderly.
●P romoted acquisition of outside qualification “Universal Design Coordinator” (Approx.
300 employees in total passed Level 2, Level Pre-2 and Level 3 combined)●P rovided education to disseminate the concept of Universal Design through related
training programs: “Design Psychology Training,” “Color Universal Design (CUD)
Premium Seminar” for non-employees (two times), and the “Assembly for the CUD
Supporting Members” (two times).
● Won the 39th Kinoshita Prize in Packaging Technology for designing a haptic sensorbased system to help move toward the development of UD-compliant packaging.

●P romotion of the building of an organizational structure based on ourinternational strategy.

●S tationed representatives in Vietnam, unconnected with our existing business, to build
organizational structure to contribute to the economic development of Asia.

○○

Promote development of products and businesses
to realize our growth strategy.
●K nowledge and communication
Support cultural development, promote
communication with consumers and develop
new products and services to provide valuable
information safely and securely in the optimalform.
●F ood and healthcare
Develop new products and services to facilitate
safe and high-quality life as well as lifelong
health maintenance in an aging society.
● Lifestyles and mobility
Contribute to achieving comfortable personal
spaces and a smart society adapted to thediversifying values of consumers.
●E nvironment and energy
Develop new products and services that aim
to realize a sustainable society and promoterespect for the environment and energy/
resource conservation.

●P romote building an organizational structure
based on our international strategy.

○●C ontinue to ascertain human rights risks in ourbusiness activities.
●C onsider and implement risk mitigation
measures based on analysis of the humanrights risk survey results.
● In activities such as level-based group training,
place particular focus on risk associated withhuman rights issues.

△● Implement measures in accordance with action
plan based on the Act to Advance Women’s
Success in Their Working Life.
● Achieve an employment rate of 2% for persons
with disabilities though such measures
as development of job categories andnormalization training.

○●C ontinue employee training in crosscultural understanding and respect fordiversity. Continue personnel development atinternational business locations. Disseminate
and promote our global training system.

●P lanned and conducted Fairtrade Month Campaign in collaboration with othercompanies to raise employee awareness.
● J ointly held a stakeholder meeting with the NPO Fairtrade Label Japan.
●S trengthened dissemination of information through talks at outside seminars, andarticles featured in web magazines and seven regional newspapers.

○●E xpand locations within DNP where fairtradecertified products are used in order to raiseawareness within the company.
●S trengthen collaboration with outside partners,
and make new efforts.

● Implement goal management and evaluation system and align organizational
and individual goals.
●R eform organizational strength reinforcement training to realize eachdepartment’s vision. Systematize departmental education, and provide
support for educational program development.

●C onducted general training relating to goal setting and evaluation; held workshops on
a department basis.
●R eviewed training content for upper management to enable trainees to recognize
functions and roles that each individual should fulfill.

○● Implement a goal management and evaluation
system and align organizational and individual
goals.

●C ontinue activities in each organization based on plans to realize workstyleinnovation.
●C ontinue progress survey of workstyle innovation; carry out improvements
based on the results.
●P romote work-life balance measures.
●C onsider revision of nursing care-related systems. Maintain policies to promotebalance of work and nursing care responsibilities, and participation by male
employees in child rearing.

●C ontinued activities in each organization based on plans to realize workstyle innovation. Laborand management monitored progress twice through the Productive Time Resources Project.
●C onducted progress survey of workstyle innovation. Job satisfaction improved overprevious time. Failed to achieve average overtime targets.
●R eviewed nursing care-related systems and considered measures. Continued holding
regular seminars and distributing pamphlets. Held new meetings in places such as
regional areas. Took measures such as holding seminars to promote participation bymale employees in child rearing.

● Administer survey to grasp the situation at major international businesslocations and consider risk mitigation measures.
●C onduct level-based group training, with particular focus on risk associatedwith human rights issues.

●C onducted human rights risk surveys at all 22 international Group companies.
Considered risk mitigation measures based on the results.
●C onducted level-based group training (29 times), with particular focus on risk
associated with human rights issues.

Encourage diversity in employment◆ Greater participation by women◆ Employment for persons with disabilities◆G reater participation by contracted
employees and senior staff◆E mployment of non-Japanese citizens●C ontinue efforts to nurture female leadership.
● Achieve an employment rate of 2% for persons with disabilities though suchmeasures as development of job categories and normalization training.

●C ontinued ongoing mentoring of female employees by 79 female mentors. Trained 16
additional mentors in mentor training program.
●E stablished a diversity promotion project team and formulated an action plan based on
the Act to Advance Women’s Success in Their Working Life.
● Implemented career development support training for subordinates targetingsuperiors of female mentors.
●E stablished new sign language classes in the Yokohama area and later in the Osaka
area. Failed to achieve employment rate targets for persons with disabilities.

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

●C ontinue employee training in cross-cultural understanding and respect fordiversity. Continue personnel development at international business locations.
Disseminate and promote our global training system.

●E nhanced and strengthened programs such as basic cross-cultural understanding
seminars for junior employees and global workforce development for uppermanagement employees.
●P romoted dissemination and use of the global training system to enable younger
employees to gain international experience. Dispatched four employees to North
America and Southeast Asia.

Support fairtrade policies to help producers indeveloping nations improve their lives.

●S trengthen dissemination of information to support improved awareness andpromotion of fairtrade. Implement new efforts through external collaboration.

Cultivate the personnel necessary to undertakethe fulfillment of our Corporate Philosophy.

Offer workstyle innovation to enable DNP to
respond swiftly and flexibly to changing social
environments, and implement measures toimprove job satisfaction for every employee
so as to generate popular momentum toward
creating an invigorated, high-performancecompany.

Evaluation

Note: Adopted as part of the Ministry of Economy, Trade and Industry’s Project for Promoting Industry Development
for Extending Healthy Life Expectancy of FY2015. Collaborative effort with Kitakyushu City.

(Previously: Principal Theme “Realization of a ‘Universal Society’”)*●B olster development of products and services that meet universal design(UD) standards. Promote internal and external collaboration to strengthen
UD development platform. Further promote color universal design (CUD)
management system certification.
●S trengthen platform for promoting universal design
Share universal design-related knowledge throughout the company. Recommend
acquisition of external certification; invite specialists to conduct in-house seminars.
●S trengthen external dissemination of CUD-related information
Strengthen external CUD dissemination through seminars and other measures.

× Efforts insufficient*“Realization of a ‘Universal Society’” was integrated into “Contributing to the development of society” because it is a precondition when considering contribution to society.

○●C ontinue activities in each organization basedon plans to realize workstyle innovation.
●C ontinue progress survey of workstyle innovation;
carry out improvements based on the results.
●C onsider revision of nursing care-related
systems. Maintain policies to promote balanceof work and nursing care responsibilities, andparticipation by male employees in child rearing.

32
CSR Management Report

CSR Management Report

Realization of a Safe andVibrant Workplace

31

Review and develop management structure
in line with trends in international humanrights standards; in accordance with that
review, take various opportunities to promote
understanding and compliance with suchstandards on the part of employees andsuppliers.

FY2015 (Apr. ’15–Mar. ’16)
Annual Targets

Evaluation Targets

Evaluation Targets

CSR
Theme
Realization of a Safe andVibrant Workplace
Ensuring the Safety and Quality of Our
Products and Services
Ensuring Information Security

Responsibility #2

Carry on the creation of workplaceenvironments where employees can work withpeace of mind, free from health hazards. This
will be achieved based on plans to prevent
work-related accidents and promote/maintainhealth.

FY2015 (Apr. ’15–Mar. ’16)
Annual Targets●P romote new measures for health and safety education and healthmanagement/guidance; strengthen facility safety measures to eliminate
machine-related accidents; strengthen management of chemical substances;improve working environment through risk assessment.
●C ontinue unified management of health information; implement mental healthmeasures; implement systematic health education.

Hold cross-sectional activity involving all DNP
employees and departments worldwide tomaintain and enhance production quality so
as to create products with the world’s highest
levels of quality and safety.

●C ontinue Product Safety Innovation Practices Committee meetings; checkand improve operational flow. Improve management at each process stage(planning, design, and manufacturing) and prevent product-related accidents.
● Improve product quality management through meetings of the interdepartmental Joint Manufacturing Frontline Practices Committee.

Revamp office environments and cut backon the use of paper*1 in order to achieve bothstrong information security and efficient, highly
productive work.

●C ontinue introduction of thin client PC terminals to make it possible to conductbusiness securely anywhere, internally and externally.
● Improve document digitization processes by applying PDCA cycle. As partof this effort, continue introduction of SSFC-based (Shared Security Formats
Cooperation)*2 printing management systems.

*1 R educe paper usage by making the environment conducive
to electronic communication and data storage.

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

Results●P romoted information-sharing relating to health and safety, enhanced education
content, improved health and safety instruction, promoted efforts to eliminate machinerelated accidents, etc. Held new conferences to promote safety activities, provided
machine safety education for production technology managers and formulated safety
standards for in-house equipment. Also, promoted preparation for mandatory risk
assessment of chemical substances.
Note: N umber of work accidents: down 3% from last year (lowest ever), lost time work accident occurrence rate: 0.31
(worse than last year).

● Introduced centralized health data management to four more workplaces. Conducted
stress surveys for entire Group.
●P romoted mental health measures based on data including the results of last fiscal
year’s organization analysis.
●F ormulated plan to carry out testing of model business for health education.

●C onsidered and improved operational flow through Product Safety Innovation Practices
Committee (two meetings). Reviewed and implemented educational content andplans for the purpose of raising product safety awareness in planning, design andmanufacturing departments.
●H eld inter-departmental Frontline Practices Committee meetings (46 meetings).
By improving equipment and work, promoted measures such as quantification of
manufacturing conditions, standardization of work procedures and improvement of thelevel of quality control in order to reduce quality costs and prevent quality incidents.

●P romoted adoption of thin client PCs (cumulative total of 3,697 terminals).
●P romoted introduction of SSFC-based printing management systems (cumulative totalof 301 systems).

●E stablish Information Security Committees for international Group companies
and begin security management.

●E stablished Information Security Committees at seven international Group companies.

Both DNP and our suppliers understand theimportance of CSR and act with integrity andin accordance with the CSR Procurement
Criteria in order to improve compatibility withsocial expectations across the whole supply
chain and maintain the trust of the community.

Social Contribution as aGood Corporate Citizen

Promote the five activity themes* of the DNPSocial Contribution Activity Policy
Goals through FY2019 (Apr. ’19–Mar. ’20)
◆ DNP-specific programs: Employee
participation rate of 2.5% (1,000 people)(end of FY2015: 1.67%)◆ Department-specific programs: Group-wide
implementation rate of 100% (currently 67%)△●M ake elimination of machine-related accidents
a top priority, promote risk assessment andfacility safety measures based on safety
standards for in-house equipment, andstrengthen education/guidance.
●P romote mental health measures based on the
results of organization analysis of the FY2015
survey.
● Implement testing of model business for healtheducation.

○●C ontinue Product Safety Innovation Practices
Committee meetings; check and improve
operational flow. Enhance product safety
management at international manufacturing
sites and prevent product accidents.
● Improve product quality management throughmeetings of the inter-departmental Joint
Manufacturing Frontline Practices Committee.
●S trengthen efforts from the development
stage to improve quality and safety in new
businesses.

○●C ontinue introduction of thin client PCs tomake it possible to conduct business securely
anywhere, inside or outside of the company.
● Improve document digitization processes byapplying PDCA cycle. As part of this effort,
continue introduction of SSFC-based printing
management systems.
●S et up an encryption environment for
confidential digital documents as a measure to
improve information security.

○●E xpand educational tools to cover various
languages and provide training aimed atpromoting information security management atinternational Group companies.

●B ased on a system for compiling and sharing activity results, carry out internal
dialog with non-implementing managers.
●E nhance employee-participation programs to promote changes in employee
awareness (employee participants: 200).

○●C onduct and announce results of suppliersurvey relating to conflict minerals.
● Improve effectiveness of CSR Procurement
Criteria[Domestic: Suppliers]∙ Improve response rate for compliance survey.
∙C arry out TAIWA with main suppliers to investigate
the content of the awareness survey andcompliance survey of the applicable companies.
[Domestic: Manufacturing subcontractors]∙E xpand applicability, and provide feedback.
[International]∙R eview the progress surveys and the criteria
to bring the content in line with international
trends.
● Improve effectiveness of Group Guidelines
for Procurement of Paper for Printing andConverting∙R evise the survey content in light of social
trends and conduct regular surveys. Conduct
TAIWA with key suppliers and internationalNGOs based on the results.

△●C onsider a system for compiling and sharing
group activity results, and conduct a survey on
the results.
● Enhance employee-participation programs topromote changes in employee awareness.
∙N umber of participants: 200 in single fiscal
year, cumulative total of 350 from FY2015∙C ontinue expanding employee-participation
programs to locations throughout Japan.

●C onducted and announced results of supplier survey relating to conflict minerals.
CSR Procurement Criteria compliance survey●R evised items on human rights, anti-corruption, and other principles, and conducted
regular surveys of suppliers.
● Implemented surveys while expanding the range of subject manufacturingsubcontractors.
● Took action to promote awareness of information security among manufacturingsubcontractors subject to the survey.
Group Guidelines for Procurement of Paper for Printing and Converting survey●R evised survey items for more appropriate evaluation, and conducted the survey.
Obtained feedback through interviews with six main supplier companies.

●F ailed to achieve targets for developing a system to compile and share activity results,
and for internal dialog.
●P lanned 14 employee-participation programs, and a total of 131 employees
participated.

*Environmental conservation, communities, nurturing the next generation, art and culture, humanitarian aid●C ontinue systematization and enhanced communication of a range of
information relating to corporate activities. Conduct optimal information
dissemination and appropriately reflect input from society and consumers,
to respond to the needs and expectations of domestic and international
stakeholders.

●P romoted information disclosure using various corporate communication tools(booklets, websites, etc.), responding to questionnaires from outside the company, andother techniques. As a result DNP was selected as a component stock of six globally
authoritative socially responsible investment indices.
●R eceived Excellence Awards at the Environmental Communication Awards Competition
for two consecutive years in recognition of our efforts to improve the reliability andtransparency of information disclosure.
●F ully implemented confidential information management to further appropriate
information disclosure under the oversight of the Information Disclosure Committee.
Worked to prevent inconsistent disclosure through close information sharing withsupervising departments.

●P ropagate network security measures andraise level of education about these measures.

34

○

●R
 aise information disclosure to the level
demanded by society, compare current status
with level to be achieved, and ascertain issues.

CSR Management Report

Proper Disclosure ofInformation

Responsibility #3

CSR Management Report

Enhance corporate transparency and reinforce
DNP’s position as a company trusted by the
public by providing stakeholders with thetimely, appropriate information they need.

FY2016 (Apr. ’16–Mar. ’17)
Annual Targets○●C onduct and announce results of supplier survey relating to conflict minerals.
● Incorporate the latest social problems in the CSR Procurement Criteria
compliance survey and administer on a regular basis. Provide information to
suppliers to eliminate gaps between domestic and international criteria.
●C arry out Group Guidelines for Procurement of Paper for Printing andConverting survey. Based on the results, hold discussions with principal
suppliers.
●E xpand the number of applicable suppliers for all departments; continue
surveys and presentations. Promote understanding and action on the part ofapplicable suppliers with respect to the environment and human rights.
● To promote the establishment of CSR activities for new subcontractors, apply
continuous influence through selected themes.

× Efforts insufficient

Evaluation*2 System linking various kinds of security-related equipment using smart cards.

Recognize network security risks and takeproper measures.

Promoting Social Responsibility throughthe Supply Chain

33

Mid-Range Target○ Target achieved or making steady progress toward target△ Efforts to be continued into the next fiscal year as target not yet achieved

Evaluation Targets

CSR
Theme

Mid-Range Target

Compliance with the Law
and Social Ethics
Development of a System for
Business Continuity

Foundations of the Three Corporate Responsibilities

Disseminate and inculcate DNP’s corporate
ethics, and enhance the effectiveness ofinternal controls and risk management.

Strengthen the DNP Group’s ability towithstand natural disasters◆S trengthen each workplace’s ability towithstand natural disasters based on
the Disaster Response Work Plans andBusiness Continuity Plan.
◆S trengthen disaster defense measuresin Ichigaya to protect DNP’s central
functions.
◆E stablish a wide-area joint support
framework for disaster situations.
◆S trengthen disaster damage reduction
measures for information systems.

FY2015 (Apr. ’15–Mar. ’16)
Annual Targets● Continue to implement Autonomous Corporate Ethics Training and similar efforts.
● Analyze and evaluate risks at all international DNP locations; respond to risks incoordination between international locations and headquarters departments.
● Under the direction of the Head Office Corporate Ethics Committee, further
promote efforts by each organization, and enhance and strengthen internal
controls within the Group.

● Promote concrete, practical risk mitigation activities based on plans formulated byeach organization and worksite.
● Complete implementation of redundant flat internal network; introduce FMC*
progressively.
● Promote implementation of redundant structure for key systems at DNP Kashiwa
Data Center and DNP’s core site at Ichigaya, Tokyo; strengthen backup structure.
● Through disaster response conferences among sites of the wide-area response
network, develop and enhance total disaster response capability.
* An extension telephone service using mobile phones that enables calling with in-house extensions while out of theoffice.

● Conducted Autonomous Corporate Ethics Training in eachorganization (121 times). Also carried out level-based training andother types of training.
● Analyzed the results of risk self-evaluation at international businesssites. Responded to risks with the supervising department foreach risk taking the central role, and collaborating with the Head
Office’s international oversight divisions, as well as international
Group companies.
● Top management of each organization autonomously checked
improvement of issues relating to internal controls, andstrengthened management.
● Conducted voluntary inspections for each organization andworkplace. Based on the inspections, reviewed Disaster Response
Work Plans and Business Continuity Plan.
● In our Ichigaya, Tokyo redevelopment project, completed the DNPIchigaya Kagacho Building, incorporating a state-of-the-art disasterprevention system to protect our central functions. Enhanced disaster
defense system, including measures for workers unable to returnhome.
● Completed implementation of redundant flat internal network.
Approximately 7,000 employees started using FMC.
● Completed switchover of in-house system infrastructure to
DNP Kashiwa Data Center. Established backup infrastructure at
Ichigaya, Tokyo to complete two-location data storage system. Also
strengthened backup structure for operational continuity system incase of a disaster.
● Continued holding meetings of the Central Disaster Prevention
Committee among sites of the wide-area response network.

Environmental Theme
Global warming prevention
Reduction of environmental impact
incurred during transport

VOCs(Volatile Organic Compounds)

Responsibility #2

Environmental Conservation and theRealization of a Sustainable Society

Reduction of industrial waste

Annual Targets

FY2005 emissions: 1.120 million tons

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

FY2010 per-unit: 1.61 kl/100 million yen

Reduce emissions of all VOCs (except for methane) by 20% compared to FY2010 by
FY2015.

FY2010 emissions: 6,729 tons

Comply with local laws and regulations and introduce technology and other measures
to reduce, as much as practical, VOC emissions at our international business sites.
Reduce per-unit waste emissions (waste emissions/production) by 15% worldwide
from FY2010 by FY2015.

Development and sales of environmentallyconscious products and services

Green purchasing

35

Office environment○● Promote concrete and practical risk mitigation activities based on
disaster management plans at each workplace that take area risks
into account.
● Broaden perspective to include community contribution, andrealize further improvements in the Ichigaya site’s disaster response
capabilities.
● Through disaster response conferences among sites of the widearea response network, develop and enhance total disaster response
capability.
● Expand use of FMC service.
● Consider introducing IT service to enable employees to work fromhome during large-scale disasters.
● Strengthen Ichigaya, Tokyo’s backup structure for use as system
backup for plants.

◎ Results greatly exceeded targets ○ Target achieved or making steady progress△ Active efforts being made, but target not yet achieved × Efforts insufficient

Evaluation

FY2015 emissions: 0.989 million tons
FY2015 per-unit: 1.50 kl/100 million yen
FY2015 emissions: 4,581 tons

11.7% decreaseover FY2005◎

Reduce greenhouse gas emissions by 10%
worldwide compared to FY2005.

6.8% decreaseover FY2010○

Reduce per-unit fuel use for transport by 1% perannum and 10% compared to FY2010.

31.9% decreaseover FY2010◎

Reduce emissions of all VOCs except formethane by 35% compared to FY2010.

○

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

17% decreaseover FY2010◎

Reduce per-unit waste emissions (waste emissions/production) by 20% worldwide from FY2010.

Maintained zero
emissions◎

Maintain zero emissions at all DNP Group sites
in Japan.

9.6% decreaseover FY2014◎

Reduce per-unit water use by 25% over FY2010
worldwide.

19.2% increaseover FY2014◎

Development and sales of environmentally conscious
products and services to achieve 600 billion yen.

1.7 point decreaseover FY2014△

7.2 point increaseover FY2014○

Began operation of VOC recovery equipment at PT DNP Indonesia’s Karawang Plant
FY2010 per-unit: 0.424 tons/10 million yen
FY2015 per-unit: 0.354 tons/10 million yen
FY2014 landfill waste rate: 0.06%
FY2015 landfill waste rate: 0.06%
FY2014 per-unit use: 9.4 m3/million yen
FY2015 per-unit use: 8.5 m3/million yen

Development and sales of environmentally conscious products and services toachieve 400 billion yen by FY2015.

FY2014 total sales: 478.8 billion yen

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

FY2014 green purchasing ratio, raw materials: 48.2%

Increase the purchase rate of environmentally certified products, such as thoselabeled with the Eco-Mark, of the total supplies (office supplies and equipment) to
85% by FY2015.

FY2014 green purchasing ratio, processed materials: 77.5%
FY2015 green purchasing ratio, processed materials: 84.7%

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

FY2015 target (company standard) achievement rate: 96%

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

FY2015 target (company standard) achievement rate: 99%

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

FY2015 target (company standard) achievement rate: 97%

Maintain the maximum level of noise at our site perimeters at 70% of the required standard or less.

FY2015 target (company standard) achievement rate: 98%

Maintain the maximum level of vibration at our site perimeters at 70% of the required standard or less.

FY2015 target (company standard) achievement rate: 100%

Increase the rate of the fractional recovery of waste paper to more than 70% of thatfor general waste.

FY2015 recovery of waste paper: 83.5%

FY2015 total sales: 570.8 billion yen
FY2015 green purchasing ratio, raw materials: 46.5%

Targets through FY2020(Apr. ’20–Mar. ’21)

○
○
○
○
◎
◎

Emphasize procurement of raw materials,
and aim for purchasing rate of 100% for
products compliant with Group Guidelines
for Procurement of Paper for Printing andConverting.

36
Maintain the maximum concentrations at 70%of the required standards or less

Increase the rate of the fractional recovery of waste
paper to more than 70% of that for general waste.

CSR Management Report

CSR Management Report

Environmental conservation

Reduce per-unit water use by 1% worldwide by FY2015.

○● Continue to implement Autonomous Corporate Ethics Training and similar efforts.
● Analyze and evaluate risks at all international DNP locations;
respond to risks in coordination between international locations andheadquarters departments.
∙ Taking evaluation results into account, respond to risks with thesupervising department for each risk taking the central role, andcollaborating with the Head Office’s international oversight divisions aswell as international Group companies.
∙ Continue efforts to enhance the content of risk self-evaluation, andmake it more specific.
∙ Formulate and disseminate Group basic policies and compliance
items for addressing bribery risk.
● Under the direction of the Head Office Corporate Ethics Committee,
further promote efforts by each organization, and enhance andstrengthen internal controls within the Group.

Results

Reduce greenhouse gas emissions by 10% worldwide compared to FY2005 by
FY2020.

Achieve zero emissions for the entire DNP Group by FY2015.

Reduction of water usage

Evaluation Targets

× Efforts insufficient

FY2016 (Apr. ’16–Mar. ’17)
Annual Targets

Evaluation

Results

FY2015 (Apr. ’15–Mar. ’16) Environmental Activity Annual Targets and Results
CSR
Theme

○ Target achieved or making steady progress toward target△ Efforts to be continued into the next fiscal year as target not yet achieved

Third-Party Opinion
CSR Review Forum Japan

Tomohiko Yamaguchi
Joint Representative,
CSR Review Forum Japan

Kaori Kuroda
Executive Director,
CSO Network Japan

Yukiko Furutani
Representative,
Consumer Conference for Sustainability

Yanyan Li

Third-Party Opinion

Professor,
Department of Sociology, Faculty of
Letters, Komazawa University

1. DNP Group Vision 2015 (pages 7–8)
We talked with representatives from DNP
about the DNP Group Vision 2015 (“theVision”).
The Vision is more than the name would
suggest, and it functions as the basic philosophy of DNP. We were told that the
Vision was created as a sort of declaration.
While DNP had previously been a company which created things at customer request, going forward they want to be acompany which goes out into society on
its own initiative, and makes its own decisions by listening to the opinions of people.
If many B-to-B companies go out into
society and engage in dialog with stakeholders, employees will gain a broader
perspective—thus laying the groundwork
for creating the products and services
needed by society. We hope that DNP becomes a leader of this trend.
From our side, we want DNP to work
hard to disseminate the true meaning of
the Vision to all their employees. We also
want to stress the need to develop aframework for promoting contact between
individual employees and society, and to
examine approaches such as a personnel
evaluation system to support such aframework.
2. Four Growth Areas (page 8)
The four areas covered by the Vision arebasic human needs—areas where knowledge and technology previously cultivatedby DNP are at work.
Our proposal to DNP is that they have alarge-scale discussion within the company
on how to make their objectives a reality.
The company-wide aim is to contributein these four areas, but we feel that perhaps genuine action will begin only when
all companies and employees across theentire Group discuss what to do in theirown departments, and what they shouldeach do as individuals.
As the discussion continues, it should
become possible—through TAIWA with
consumers, schools, government, customers, suppliers and other involved parties—to see the relationships between
stakeholders in the four areas and DNP,
and discover what DNP should do.
3. DNP and Social Challenges
In this report, the president indicates
DNP’s intention to contribute to the Sustainable Development Goals (SDGs).
Most of the social issues DNP is dealing
with at present fall under the heading of
improving the daily life and environment ofpeople who already have a social baseand economic power.
On the other hand, most of the items
indicated by the SDGs aim to solve theproblems of people who lack both a socialbase and economic power. There is aconsiderable distance between these two
approaches.
For our part, we expect DNP to conduct its business while incorporating thephilosophy behind the SDGs of “leaving
no one behind,” and to work hard so that
more people can enjoy the benefits of its
business. In the future, when developing
businesses to address the latter issues,
we would like DNP to engage in concrete
TAIWA with socially vulnerable people, theUN, governments of involved countries,
and NGOs/NPOs.
4. Looking at the CSR Report
The first half reports on solution of social
problems through business, and the second half reports on progress in CSR management. Overall, we feel this is an outstanding report. In particular, we believethat indicating the current conditions while
taking history into account is a good technique for expressing the consistency andcontinuity of a company’s stance.
In the first half, both sides are explained—social problems and their solutions—by focusing on products exemplifying the direction of the entire company. In this material,
we would like DNP to adopt an objective
viewpoint which considers whether social
problems will actually be solved, andwhether efforts to achieve solutions mightface any challenges.
It is commonly thought that the ability totake a relative view of oneself is the key torealizing good “knowledge and communication,” and a CSR report is a good barometer of whether or not a company isable to do this. We would like DNP tocontinue making efforts from this perspective.
The second half shows that DNP isproperly observing the basic policy of applying PDCA to CSR. The frank description, without sugar-coating, of what has
been achieved and what has failed, will,
we believe, be widely praised.
While keeping this same basic format,
we hope that from the next fiscal year
DNP will deepen disclosure for each Principal Theme.
For example, in the area of humanrights, an in-house written survey was administered to 22 of DNP’s consolidated
group companies outside Japan. This survey examined the human rights situationof key stakeholders, including employees,
local communities, consumers and suppliers. We have high regard for the solid execution of this survey. This is an area whereinvisible issues are often found lurking invarious situations. Next time, based on the
results of this survey, we would like DNP
to more narrowly focus the survey scope,
investigate more closely through direct interaction with stakeholders where needed,take action if any people need help or relief, and disclose the details of that process.

A Message from the
CSR-Environment
Committee Chairman

Satoru Inoue
CSR-Environment Committee Chairman,
Managing Director

Since our founding in 1876, we at
the DNP Group have expandedwith the intention of contributing tosociety through our business. We
have broadly met the expectationsof society by confronting the social
challenges of each era, and creatingproducts and services to help solvethem.
At present, the environmental problems and other challenges faced by
the international community posea substantial difficulty to solve—somuch so that some say human society itself is in crisis. To solve these
problems people from all walks oflife must combine their wisdom. We
too wish to contribute to the solution of these issues by acting on ourown initiative and creating new value. We expressed this resolve in the
DNP Group Vision 2015 set forth in2015.
As a third-party opinion regarding these efforts by DNP, we havereceived valuable comments fromthose at the CSR Review Forum
Japan. Once again, I would like toexpress our gratitude. Regarding
the DNP Group Vision 2015, theyexpressed their view that achievement of the Vision will be a welcome
development for society, and theirhope that DNP will help lead society.
They also suggested that, to makethe Vision a reality, it is crucial for
DNP to look at society from manydifferent perspectives, and continue
further with the process of in-house
discussion.
In this DNP Group CSR Report
2016, we have looked back at thehistory of DNP since its founding—the path it has taken together withsociety—and provided an overview,
incorporating the latest examples, ofefforts to achieve the Vision, and our
directions for the future.
To move our business activities
forward, we believe it is necessary,as a precondition, to have a foundation of management which takes
into account society and the environment. In the second half of thisreport, we introduced some of these
efforts, and by continually strengthening management, we will strive to
be a company that can contribute tosociety.

The Japanese print edition of the DNP Group CSR Report 2016 has been certified with the following marks as a print document
showing consideration for the environment and universal design.

This printed document is suitable forrecycling into print-quality paper.

Paper

Printing plates

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

Used in: printing ink

No.090010

DNP annually purchases 1.15 million
kWh in green power. This report took
1,900 kWh of electricity to print andbind, which was generated using
natural energy sources.

Filmless system using CTP output
Perfect binding using recyclable hot melt adhesive

Binding

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

Spine glue: Asahi Melt RP 5200
(made by Asahi Chemical Synthetic Co., Ltd.)This report is printed on paper madefrom forest thinnings to help promotehealthy forests and encourage greateruse of thinnings as a material.

Side glue: Asahi Melt RP S310
(made by Asahi Chemical Synthetic Co., Ltd.)
Ink

Recycling-friendly ink:
NS PVF K (DIC Graphics Corporation)

Compliant with Color Universal Design
PS15-0009

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

38

The CSR Report carbon footprint has been calculated and indicated, and will be offset.
The Carbon Footprint of Products (CFP) mark indicates the total amount of greenhouse gas (converted to amount of CO2)
emitted in the entire lifecycle of this CSR Report, from materials procurement to disposal and recycling. The calculated CFP
amount (710 grams per printed report) is fully offset by carbon credits for a net zero footprint, earning it the Acorn Mark.

A0327

A Message from the CSR-Environment
Committee Chairman

37

In March 2016, we engaged in dialog(page 8) with representatives from Dai
Nippon Printing (DNP). The following
summarizes the points we feel are important, and our views of the CSR Report we received later.