CSR Activity Digest 2016
Results in Fiscal 2016 and Future Measures in Line with the Seven Core Subjects under ISO 26000
Seven Core
Subjects

IssuesAction Points and Targets for Fiscal 2016
Developing corporate social responsibility (CSR)
management based on ISO 26000

n Organizational governance

Providing an open environment and information
for recruitment• Enrich the content of the SPORTRAIT para-sports information website to increase thenumber of page views (PVs)• Hold regular hands-on events to support para-sports• Hire diverse human assets* year round through various recruitment channels, including
persons with disabilities and experienced mid-career businesspersons*Toppan values its employees as precious “human assets.”

Results in Fiscal 2016
• Provided 20,276 Group employees with a complete course of e-learning-based education on
CSR• Held basic training on BCM for Group employees in Japan• Surveyed the business continuity competencies of 184 business partners by questionnaire,
analyzed the results, and fed back the analyzed results to the partners; held a training session
for 23 business partners on BCM and BCPs
• Enriched the content of SPORTRAIT but experienced a slight reduction of the averagemonthly PVs to 5,781 due to a restriction of the portrait rights of athletes during and
immediately before and after the Rio 2016 Paralympic Games• Set up a zone to encourage Group employees to experience wheelchair racing at an annual
in-house event held to introduce Toppan products• Hired 39 people with attributes for global business (overseas learning experience, highlinguistic aptitude, etc.)• Run more internship programs
Proactively appointing female employees to higher • P romote positive action to appoint more female employees to higher positions, leverage female• Attained a 7.6% ratio of women among managerial and supervisory staff (as of April 1, 2017)
positionstalent, and give female employees more opportunities to apply their abilities at various workplaces
Working for equal opportunity in individual career•A ttained an employee satisfaction rate of 85.5% with regard to the employee’s current positions and the jobs to• Leverage individual talent in line with the career development plans each employee proposesdevelopment and helping employees pursue their
which they were assigned under the Challenging Job System in fiscal 2016; transferred 20.3% of all applicantsunder the Challenging Job System; review the systemown career paths(14.5% of all employees) to the departments or divisions they requested to join under the system in fiscal 2016

n Human rights

Supporting second careers for retired employees• Enrich measures to support second careers for experienced employees

Promoting the employment of persons withdisabilities• Attained a 2.06% ratio of employees with disabilities in the total workforce (as of June 1,• Reinforce alliances with the Company’s special subsidiary Tokyo Metropolitan Government
2017)(T.M.G.) Prepress Toppan Co., Ltd. with a view to entrusting the subsidiary with more diverse
business operations• Increased the employee retention rate at the subsidiary with guidance from job coaches

Supporting work-life balance 1)
Shortening total working hours

Issue 2: Conditions ofwork and social protection Supporting work-life balance 2)

 reating a working environment whereC
employees can strike a balance between
working and raising children

Issue 3: Social dialogue

Creating a better working environment throughpartnerships between labor and management

Ensuring occupational health and safety andreinforcing countermeasures against firesn Labour practices
Reinforcing countermeasures against disasters

Issue 4: Health andsafety at work
Promoting healthcare and health enhancement

Arranging measures for mental healthcare

Issue 5: Human
Developing and fostering human assets
development andtraining in the workplace
Heightening awareness of laws, regulations, andthe Conduct Guidelines
Complying with transaction-related laws andIssue 3: Fair competition regulations

Issue 4: Promoting social
responsibility in the value Promoting CSR initiatives in the supply chain
chainn Consumer issues• Implement e-learning-based, company-wide basic education on CSR at more Group
companies

Facilitating business continuity management (BCM) • Organize education on BCM and business continuity plans (BCPs)
activities• Take measures to secure the stable supply chain required for effective BCM

Heightening awareness of the importance ofrespecting basic human rights

n Fair operating
practices

Main Measures in Fiscal 2016

Issue 2: Protecting
consumers’ health andsafetyEnsuring consumer safety through the strict
prevention of quality-related accidents

Issue 3: Sustainableconsumption

Evaluating environmental impact

Issue 5: Consumer dataprotection and privacy

Establishing an information security management
structure towards the complete elimination of
information-related accidentsn Community involvement and development

Arranging social contribution programs to help
solve social issues

n The environment

See page 38 in the Toppan CSR Report 2017.

• Arranged career development programs for experienced employees• F acilitate appropriate supervision of working hours by adopting working management systems and• Introduced systems to encourage employees across the Company to take a third day of leave
having managers and employees reconsider the importance of good balance between working and living for family celebrations; granted 4 days of additional leave• Implement measures based on labor-management discussions at individual sites on ways to encourage • Promoted “Premium Friday*,” an optimal day for taking annual paid leave
employees to take leave, including the creation of more accommodating workplace environments*A campaign backed by the Japanese government to encourage workers to leave their offices early once a month•E xtended the eligibility period for reduced working hours for employees with childcare responsibilities
from the end of their child’s third year of elementary school to the end of the child’s fourth year
• Inform employees about the various childcare-leave-related systems available; carry out• Attained a 57.7% ratio of male employees who took childcare leave (out of all malemeasures to encourage male employees to take childcare leave
employees with childcare responsibilities)• Enrich measures to help employees balance their workplace responsibilities with caregiving•H eld a seminar in October to help employees balance their workplace responsibilities with caregiving responsibilities
responsibilities at home
at home; revised the employment regulations and collective labor agreements in line with the amendments to theJapanese Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring forChildren or Other Family Members (“Child and Family Care Leave Act”) enforced in January 2016
• Increase opportunities for opinion exchanges between labor and management such as• Revised the Welfare Guidebook based on the latest legal amendments and system changes
division tripartite conferences, business councils at individual sites, and labor-managementin Japan through a joint effort between labor and management
committees for the creation of a working environment amenable to enhanced job satisfaction • Renewed the existing collective labor agreements in October, when the earlier agreements• Renew the existing collective labor agreements
expired• Operated the Anzen Dojo Tour in the Higashinihon, Kansai, and Kyushu areas in Japan;
introduced a new bearing heat simulator and flow electrification simulator at the dojo facility at• Organize a 2nd Anzen Dojo (safety training facility) Tour in Japan
Kawaguchi Plant in Saitama Prefecture• Eliminate collisions with forklifts and other vehicles•P roduced a VR program simulating forklift motions/driver-seat views and recreating accidents andother dangerous scenarios involving forklifts; distributed the VR program to Group sites across Japan• Share information about stockpiled emergency supplies at Group sites across Japan;• Purchased supplies for Group-wide deployment in the event of a disaster; completed theestablish a rule requiring the regular maintenance of emergency supplies
distribution of the emergency supplies to 15 Group sites in Japan in February 2017
• Hold training sessions for system operators on the effective use of the Group’s Japan-wide• Prepared communication tools to be used to assemble Group-wide task force personnel
safety confirmation system; organize regular drills for enhanced accuracy and faster
under the Japan-wide safety confirmation systemaggregation of safety information• Attained a 77.9% ratio of medical check-ups for the prevention of lifestyle-related diseases
for employee dependents• Improve the percentage of insured employees and dependents who undergo medical• Issued the Health Management Handbook to all Group employees in Japan in September tocheck-ups for the prevention of lifestyle-related diseases
disseminate the Group’s health management concept, measures, and target values• Examine and implement concrete health promotion measures based on the Health• Recognized as an organization in the large enterprise category (“White 500”) under theManagement Declaration
Certified Health and Productivity Management Organization Recognition Program operated
by the Japanese Ministry of Economy, Trade and Industry (METI)• Smoothly operate the stress check system• Attained a 96.9% rate of stress check completion among Company employees, including
those on overseas assignments• Continue arranging mental healthcare measures for employees on overseas assignments•P rovide counseling and arrange mental healthcare training (including e-learning-based programs) • Offered 32 lectures on mental healthcare at operational sites across Japan• Arranged three programs to foster human assets capable of developing new businesses and• Arrange programs to nurture individuals who will shape Toppan’s future
markets, evolving social innovations, and shaping Toppan’s future• Build a platform to facilitate individual challenges and development• Launched the Human Resource Development Laboratory, a research base established in April
2017 to develop new personnel training programs that apply brain and neurosciences• Held 89 training sessions for 1,137 Leaders from Toppan and Group companies; increased• Increase the number of employees who have worked as Conduct Guidelines Promotion
the cumulative total number of employees with experience as Leaders to 8,322
Leaders by continuing the Leader training• Formulated a set of anti-bribery rules and applied them to all Group companies in Japan and• Secure thorough legal compliance at overseas Group companies
overseas• Audited Toppan and Group company employees in 34 departments in Japan to confirm their• Continue organizing training on compliance with the Subcontract Law of Japan for Toppan
observance of the subcontract law
and Group company employees and interviewing employees to check their handling of• Held training sessions on compliance with the subcontract law for 1,053 employees mainly insubcontract transactions
production control departments in business divisions across Japan• Conclude basic sale and purchase agreements with business partners stipulating theobservance of the Toppan Group CSR Procurement Guidelines• Concluded basic sale and purchase agreements stipulating the observance of the Toppan
Group CSR Procurement Guidelines with 68% of the business partners to be covered• Revised the manual for preparing an Action Plan for Improvement via 6M-factor Analysis• Spiral up production and facility management processes through a more effective action plan Based on 5E Perspectives to reduce loss of product quality; disseminated information on thefor improvement applying advanced 6M-factor analysis (man, machine, method, material,
manual to the persons in charge at various meetings and training sessions for product quality
measurement, management) based on the 5E perspectives (education, engineering,assurance across Japan
enforcement, environment, example)• Added “change control” to the audit points; revised the checklists (ver. 8) by including the• Revise the checklists for accreditation audits for primary food filling/packing plants bychecking of food defense schemes; carried out accreditation audits for 4 Group plants
including the checking of food defense schemes• Provided guidance and follow-up on constant improvements in quality assurance systems• Organized training on CFP quantification and carbon offset certification services for printed
materials and events for employees in sales and sales promotion departments at 4
• Organize training courses and seminars for employees in sales and sales promotion
operational sites in Japandepartments to boost orders for one-stop services covering the stages from quantification
under the carbon footprint of products (CFP) system to carbon offsetting• Quantified CO2-equivalent greenhouse gas emissions under the CFP system for 14 products
and services and applied for carbon offset certifications for 8 products and services• Comply with modifications of Japanese laws, regulations, and standards related to personal • R evised in-house rules in line with modifications of Japanese laws, regulations, and standards
information
related to personal information; issued the revised Information Security Management Guidebook•S upport and follow up the efforts by business divisions to formulate plans to improve the• Finished qualification audits for all 73 of the targeted tightly secured areas designated for the
security levels of their tightly secured areas designated for the handling of personal information handling of personal information• Organize education for all Group employees in Japan on the proper handling of personal• Organized 371 training sessions on information security management for Group employees;
information and confidential information; carry out internal audits for all departments acrossorganized 8 training sessions for internal auditors in 7 business divisions; supported 31
Japan and provide guidance on the proper handling of informationinternal audits at 5 business divisions•H eld the concerts for two days as scheduled and donated 2.07 million yen to the Asia-Pacific Cultural
Centre for UNESCO (ACCU); reached cumulative total donations of 21.33 million yen (since the 1st series)• Hold the 10th series of Toppan Charity Concerts to support initiatives to improve literacy indeveloping countries• Discussed the various challenges faced in literacy classes with the ACCU and the Cambodian
NGO jointly working with the ACCU on this educational initiative

Self
Evaluation

Action Points, Targets, and Main Measures from Fiscal 2017 Onwards

A•A nalyze the United Nations Sustainable Development Goals (SDGs) based on the principles ofmateriality; formulate a roadmap for initiatives to address the material issues selected from the SDGs

A

• Organize drills for initial actions, drills to start up and operate BCM task forces, and various
other drills for initial response and business continuity• Take measures to secure the stable supply chain required for effective BCM

B• Enrich the content of SPORTRAIT to increase the average monthly PVs to 7,500 by fiscal
2020• Hold para-sports events with employee participants in collaboration with other organizations
and companies interested in para-sportsA• Hire individuals with faculties and aspirations suitable for a global business environment• Hire diverse human assets year round through various recruitment channels, including
persons with disabilities and experienced mid-career businesspersons

A
A
A
A

• Double the number of female managerial and supervisory staff (232 as of March 31, 2015) byfiscal 2020
• Improve employee satisfaction levels and performance by appointing employees to thedepartments or divisions in line with the career development plans they propose under the
Challenging Job System• Continue promoting the second career support systems and enhance the motivation ofexperienced employees for career development• Entrust more diverse business operations to T.M.G. Prepress Toppan and increase theemployee retention rate at the subsidiary• Diligently facilitate the hiring of persons with disabilities in order to meet the required ratio of
employees with disabilities in the total workforce under the relevant law in JapanA• Refine the attendance management system to visualize actual overtime practices•F acilitate a thorough process to ascertain the actual working conditions of employees withprolonged working hours and strengthen the supervision of superiors to mitigate prolonged workA

• Continue arranging the “Hagukumi (nurturing) Program” (Hagukumi Circle, Hagukumi Art
Salon, Hagukumi Seminar) and organize nurturing activities over a wider geographic area inJapan• Extend the period of eligibility for child healthcare leaveA• Have labor and management jointly organize a large-scale, Group-wide recreational event• Smoothly operate various labor-management discussions and provide regular opportunities
for labor and management to engage in honest communications

B• Continue organizing the 2nd Anzen Dojo Tour in Japan• Enrich training programs at the dojo facility at the Kawaguchi Plant in Saitama Prefecture toeliminate prohibited actions at the workplaceA•S hare information about stockpiled emergency supplies and management ledgers for supplies at
Group sites across Japan; conduct regular maintenance of emergency supplies• Enhance the accuracy and fast aggregation of safety information by holding training sessions
and repeating regular drills to enable system operators to more effectively use the Japan-widesafety confirmation systemA• Promote collaborative healthcare in an integrated manner with the Toppan Group Health
Insurance Union• Promote better health for Group employees by encouraging walking and other healthfulactivities

B

A

A

A

B

A

A

• Check the actual mental health conditions of employees via stress checks and surveys of
employees on leave; verify the effectiveness of various healthcare measures• Continue providing counseling and arranging mental healthcare training• Perform fieldwork in various programs to give employees firsthand experience in coping withsocial challenges and enhance their practical skills in addressing them
• Arrange training programs that apply knowledge in brain and neurosciences to instituteself-understanding and facilitate individual growth• Reinforce efforts to prevent improper conduct by enriching programs for Leader training•R aise the cumulative number of employees with experience as Leaders to 9,000 within fiscal 2017
• Continue to implement the Conduct Guidelines at more overseas Group companies• Continue auditing Toppan and Group company employees in production control departments
in Japan to check their handling of subcontract transactions and confirm their observance ofthe subcontract law•C ontinue organizing training on compliance with the subcontract law for Group employees in Japan• Review the boundaries of business partners with whom the Group intends to conclude basic
sale and purchase agreements• Conclude basic sale and purchase agreements with more business partners by effectively
using an article casebook• Formulate a set of quality risk management guidelines (covering failure mode and effective
analysis [FMEA], high-reliability testing, testing precision, measurement accuracy, etc.);
provide guidance on the guidelines•R enew the quality assurance guidelines on order acceptance and production for food packaging;
revise the checklists for accreditation audits for primary food filling/packing plants in the Group• Conduct regular audits for primary food filling/packing plants in the Group and food filling/
packing plants operated by business partners• Operate the CFP system (via monthly meetings to review progress, management reviews,
maintenance reviews)• Organize training courses for employees in sales and sales promotion departments andsupport their sales promotion activities to boost orders for CFP quantification and carbon
offsetting services

A• Implement measures to prevent information leakage from internal ICT environments• Implement measures to prevent information leakage when handling projects entrusted bycustomers• Comply with the amended Act on the Protection of Personal Information of JapanA• Hold the 11th series of Toppan Charity Concerts as a funding source for continuous support
for initiatives to improve literacy in developing countries•R each cumulative total donations of 27.0 million yen by the 13th series to be held in fiscal 2020

Evaluation criteria: S, Results achieved far surpass the targets; A, Targets achieved; B, Activities fully carried out, but targets unachieved; C, Activities insufficient

Toppan CSR Report 2017: Detailed Data