Sustainability Report 2021
Approach to Sustainability Information Disclosure

Publication Dates (English version)

Toppan delivers diverse information on Groupwide

Previous report, December 2020; Current report, December

environmental, social, and governance (ESG) initiatives

2021; Next report, December 2022 (planned)

around the world through transparent, timely, appropriate, andaccessible disclosures to enhance engagement with customers,

Contact Information

shareholders, investors, business partners, and stakeholders of

Sustainability Promotion Department, Public Relations

every other type.

Division, Toppan Inc. (Tokyo, Japan)
Email: csr@toppan.co.jp

Guidelines Referenced・International Organization for Standardization (ISO) 26000*Total values of aggregate data presented in this report may not exactly
match the sum totals of individual values, as decimals are rounded up
or down.

standards
・Global Reporting Initiative (GRI) Standards: The standards
Toppan has referred to are listed in the “Global Reporting
Initiative Content Index” on pages 155-157.
・Environmental Reporting Guidelines (fiscal year 2018

Change of English Corporate Nameversion) issued by the Ministry of the Environment of JapanOn June 29, 2021, Toppan changed its English name from “Toppan
Printing Co., Ltd.” to “Toppan Inc.” to further advance the global

Period Covered

development of the Group under the global brand “TOPPAN.”
New English name

This report mainly covers activities in fiscal 2020 (from April
2020 to March 2021), though information on prior and later
years is also included in parts.

Scope and Boundary
Toppan Inc. and Group entities consolidated for accounting
purposes. The information on personnel principally applies topersonnel within Toppan Inc., the parent company. For details
on the scope of the environmental performance data, see
the List of Indicators Assured by an Independent Assurance
Provider shown on page 153.

2

TOPPAN Sustainability Report 2021

Positioning of the Sustainability Report 2021
Corporate Website
Financial Information

Non-financial (ESG) Information

Investors Section

Sustainability Section●M aterials for briefings on●S ustainability-related● Financial results, etc.

●S
 ustainability activity

financial results● Sustainability

releases and web pages

https://www.toppan.com/en/sustainability/
Visit this page to see Toppan’s Sustainability Reportreports2021 (PDF), sustainability performance data, andSustainability Report
2021
Integrated Report 2021

the latest releases related to sustainability.

● Sustainability Report 2021

This PDF discloses comprehensive
information on Toppan’s approachto sustainability, Toppan’s● Integrated Report 2021

framework for sustainability
promotion, Toppan’s sustainability

https://www.toppan.com/en/ir/material/annual.html
In addition to financial information, Toppan’s Integrated Reportpresents selected information on the Group’s sustainability
initiatives.

activity results, and other aspectsof the Group’s sustainability
initiatives. Toppan has reorganized
its fiscal 2021 report according to
ESG-based categories to present
the Group’s sustainability
information in an easier-to-follow
manner.

3

TOPPAN Sustainability Report 2021

CONTENTS
02-04


Sustainability
Report 2021

CONTENTS
05-07

To Our Stakeholders

08-17

Toppan’s Sustainability Initiatives
TOPPAN VISION 21
Toppan’s Approach to Sustainability
Promotion Structure for Sustainability Initiatives
Material Issues of Focus in Toppan’s Sustainability Initiatives
Targets and Results in Addressing Companywide Materiality Issues
Stakeholder Engagement

18-27

Special Reports

28-34

TopicsThe Challenge of Contributing to the SDGs throughBusiness
New Work Styles Driving Innovation

35-36

On Materiality at Toppan

37-40

Recognition

Efforts to Address COVID-19 through Business
Addressing Climate Change and the TCFD

Inclusion in ESG Investing IndexesAwards and Recognition for ESG

41-97

Social98-131

Environment132-151

Governance

Employee Health & Safety / Work-Life Balance

Fundamental Approach to the Environment

Corporate GovernanceDiversity & Inclusion

Mitigation of Global Warming

Strict Compliance

Human Asset Development

Building of a Recycling-oriented Society

Risk Management and Control

Total Quality Assurance

Control of Chemical Substances

BCP/BCM

Information Security

Pollution Control

Tax Governance

Universal Design

Biodiversity

Sustainable Procurement

Environmental Data

Human Rights
Social Contribution Activities

152

Toppan Group Business Outline

153

List of Indicators Assured by an Independent Assurance Provider

154

Independent Assurance Report155-157

Global Reporting Initiative Content Index

4

TOPPAN Sustainability Report 2021

To Our Stakeholders

Driving sustainability management
to generate solutions and value
for global society

Hideharu Maro
President & Representative Director
Toppan Inc.

Sustainability—the Very Foundationof Our Business

Let me express my sincere gratitude to our stakeholders fortheir ongoing support of the Toppan Group.
First of all, I would like to extend my heartfelt sympathy to

From our first days in business in 1900, we have been

everyone affected by COVID-19.

committed to contributing to the sustainable developmentof society by propagating printing technology. Under our

There is still no end to the prolonged pandemic in sight, evencorporate philosophy of contributing “to a fulfilling lifestylewith the vaccination rollouts underway. In the face of thisas a mainstay of information and culture” for more than aunprecedented crisis, we at the Toppan Group have set up

century, we have delivered various forms of value to society

a crisis management team to take every possible measure toin a steadily diversifying range of businesses linked with theensure the health and safety of our employees. Their work

most advanced printing technologies. Based on our distinctive

plays a major role in society by supplying daily necessities andprinting technologies, we currently operate businesses in threemaintaining basic social infrastructure. I am very proud offields: Information & Communication, Living & Industry, andthe many employees around the world who have gone to great

Electronics. The Toppan Group has a global customer baselengths to maintain production and fulfill their responsibilities

of more than 20,000 companies, a manufacturing base of 140

in these difficult times, with the repeated emergency

locations, and a human asset base of some 52,000 employees

declarations being issued in Japan and other parts of the world.

(on a consolidated basis).

The pandemic has reinforced my conviction that Toppan plays
an integral role in society and that our employees are a force

Working at this monumental scale, we develop manifoldthat supports society.

business enterprises around the world and engage withcustomers, business partners, employees, and various otherstakeholders. The Toppan Group is widely and deeply involved
in society as an essential supporter of people’s lives in thefields of food, clothing, and housing. As the President &5

TOPPAN Sustainability Report 2021

Representative Director of Toppan Inc., I take pride in the

promoting sustainability initiatives that link to the United

great social responsibility and social missions we shoulder.

Nations Sustainable Development Goals (SDGs). As a group

Globalization and digitalization have drastically changedof companies responsible for social infrastructure essential

the business environment surrounding Toppan in recent

for the community and people’s lives, the Toppan Group has adecades. Climate change and environmental issues havestrong affinity with the SDGs, sustainability management, andalso become bigger challenges for us. To further enhanceenvironmental, social, and governance (ESG) issues. I believe

our contribution to society as a corporate citizen, we arethese are the basic foundations of our Group.

Pursuing Global Social Agendas in
Our Own Way
The growing awareness of climate security and human rights

witnessing the accelerated digital shift on the back of big

issues is fueling global efforts to create a sustainable society.

data and AI, as well as the growing demand for sustainable

Within Japan, businesses are fast shifting to renewableproducts and services in Europe and the US. As I see it,

energy sources to decarbonize the economy. The international

the transformation of our business portfolio is an urgent

community increasingly expects companies to contribute to

management challenge facing us today. In order to build a

SDG achievement by addressing environmental and social

medium-term foundation for our long-term vision of evolving

issues through their businesses. Since its formulation inas “a corporation that creates social value,” we have formulated

2000, TOPPAN VISION 21 has represented our commitment

a two-year Medium Term Plan slated to launch in 2021.

to staying a step ahead of the social changes underway. The

The plan focuses on three pillars of action to transform ourvision organizes our corporate structure and basic strategies forbusiness portfolio: driving digital transformation (DX) business,sustainable growth (growth fields by technology & expertise)

expanding the Living & Industry business overseas, andand defines our corporate ideal as “a corporation that createscreating new businesses. The Toppan Group has always beensocial value.”a technology-oriented corporation. We will intensify the digitaltransformation initiatives in Toppan’s own way. By combining

As we grow into a corporation that creates value for society,our digital technology with operational expertise, we will push

Toppan is looking inward to swiftly address the various

ahead in a drive to develop “Erhoeht-XTM,” a hybrid DX service

challenges facing the Group.

leveraging data.

The global market is rapidly changing. All of us are

Progress in Toppan’s Sustainability Management● Selected material issues for business activities andGroupwide operations●S et goals for the nine● Enriched climate change-related

information disclosures● Establishedsustainability
principles●D efined

Corporate
Structure andBusiness Fields

2006

2000

TOPPANVISION 21

Became asignatory to theUnited Nations
Global Compact

Corporate
Structure
Corporate
Philosophy● Specified

sustainability
guidelines

2011

Embraced theISO 26000
standards

2019●I dentified nine areas

TOPPAN SDGs
STATEMENT
Announced
support for TCFD
recommendations

areas of focus andlaunched activities toachieve themof focus pertinent to●F ormulated a long-term
Business Materiality and environmental vision
set out future activities

2021

2020

TOPPAN Business
Action for SDGs

Growing into asustainablecorporation vital tosociety

Joining policy
initiatives to address
SDG issues

Set fiscal 2025-2030
targets for the nine
areas of focus

A corporation

1992

2009

2021

Toppan’s Declaration on the
Global Environment

The Toppan Group Declarationon the Global Environment

Toppan Group Environmental
Vision 2050

Corporate
Creedthat createssocial value

Conduct Guidelines

Five approaches inbusiness
Shaping Toppan’s
Business Fields

Markets &Customers
Four growth fields

Technology &Expertise
Five segments

SDGs

Accelerating DX and
SX initiatives

Reshaping theBusiness Fields

6

TOPPAN Sustainability Report 2021

Our Evolving Sustainability
Management
Human rights, ethical standards, global environmental

to our commercial products by quickly capturing the growing

conservation, and originality. When formulated in 2000,

demand for highly recyclable packaging and sustainable

TOPPAN VISION 21 incorporated various themes in common

packaging materials. From May 2021, we began acceleratingwith today’s ESG and SDG concepts. When the UN adopted

these business initiatives by setting specific targets in each of

the SDGs in 2015, the Toppan Group was already engaged in

our three business fields.

diverse corporate social responsibility initiatives that resonatedclosely with TOPPAN VISION 21 and the SDG themes.

The entire Group will push forward with these initiatives with

Later, in November 2019, we announced the TOPPAN SDGs

the aim of growing Toppan into a leading solutions-provider

STATEMENT and selected material issues to address fromfor social issues worldwide through DX and sustainable

SDG viewpoints in our business activities and Groupwide

transformation (SX) services. As a global corporation, we will

operations. Since November 2020, we have been implementing

consistently contribute to the creation of a sustainable society.

Groupwide activities under TOPPAN Business Action for
SDGs. We have also been pursuing business projects thatWe greatly appreciate and rely on the ongoing support of all ofcreate new value for society by linking our efforts focused on

our stakeholders.

social agendas with our business enterprises. To give just one
example, our Living & Industry business is adding eco-value

August 2021

7

TOPPAN Sustainability Report 2021

Toppan’s Sustainability Initiatives
TOPPAN VISION 21

TOPPAN VISION 21 consists of a “Corporate Structure” and a
Corporate
Structure
Corporate
Philosophy
Corporate Creed
Conduct Guidelines

set of “Business Fields.” The Corporate Structure, which consistsof the Toppan Corporate Philosophy, Corporate Creed, andConduct Guidelines, sets forth the basic concepts and ideals for
the Toppan Group. The Business Fields, meanwhile, indicate thedirection of business for the sustainable growth of the Group in
harmony with society and the global environment.
https://www.toppan.com/en/about-us/philosophy/

Business Fields■ Corporate Structure
Corporate Philosophy

Corporate Creed

As the top-level concept underpinning all of Toppan’s corporate

From five different points of view, the Corporate Creed

activities, the Corporate Philosophy states the most important

expresses the standards that every person in the Toppan Groupvalues and concepts for the Group.

keeps foremost in mind when performing business operations.

Each of us shallTo build our customers’ trust though sincerity,

reciprocate our customers’ continued trust,enthusiasm, and creativity in all our corporate

create dedicated products byendeavors.

harnessing our vibrant knowledge and technology,
and contribute to a fulfilling lifestyle as

To strive for total innovation from a global perspective

a mainstay of information and culture.

by conducting marketing and technologicaldevelopment rich in originality.
To conduct fair and open business operations while
acknowledging our social responsibilities and aspiringfor harmony with our global environment.
To create a positive working environment by
maximizing our individual talents and strengths as ateam.
To enhance our corporate standing and promote thecontinual development of the Toppan Group throughthe exploration of new possibilities.

8

TOPPAN Sustainability Report 2021

Conduct Guidelines■ Business Fields

Built on the Corporate Philosophy and Corporate Creed, theThe Business Fields are made up of two categories: Markets

Conduct Guidelines set out the basic concepts and behavioral& Customers and Technology & Expertise. The former focuses

norms for Toppan personnel to follow in accordance withon four key fields for growth; the latter classifies Toppan

corporate ethics and the principles of legal compliance. The

technologies and expertise into five segments. The Toppan

guidelines consist of 10 basic principles (Chapter 1) and 61

Group develops new products, services, and solutions in theparagraphs (Chapter 2).

four fields for growth using its resources in the five segments.

Chapter 1: Basic Principles

1. Respecting human rights
2. Having high ethical standards and acting as a
responsible member of society
3. Complying with laws and company rules andconducting fair business operations
4. Proactively undertaking preservation of the global
environment to achieve a sustainable society
5. Striving to improve quality and providing dedicatedproducts that contribute to customer satisfaction
6. Respecting personnel diversity and striving to createa rewarding work environment that is physically andmentally healthy
7. Embracing change and taking on new challenges
8. Recognizing the importance of and properly
managing business-related information andinformation process system
9. Providing organizational risk management andcontrol thoroughly against threats that have a serious
impact on our corporate activities
10.Striving to improve corporate value through social
contribution activities and proper information
disclosure/communication
https://www.toppan.com/en/about-us/philosophy/conduct-guidelines.html

9TOPPAN Sustainability Report 2021

Toppan’s Approach to Sustainability

TOPPAN VISION 21
A sustainable society
A corporation that creates social value

Corporate
Structure
Corporate
Philosophy
Corporate Creed

Principles guiding sustainability activities
United Nations Global Compact

Conduct Guidelines

Business
partners

Employees

Guidance on sustainability activities
National andlocal
governments

Markets & Customers

Technology & Expertise

Four growth fields

Five segments

ISO 26000 standards

Shareholders
and investors

Communities

Customers

Goals for sustainability activities

Sustainable Development Goals (SDGs)

The Toppan Group undertakes sustainability activities inJapan joined with 192 other countries to adopt the SDGs

accordance with the principles of the United Nations Global

at the UN Summit held in September 2015. The SDGs

Compact and the guidelines of the ISO 26000 Guidanceencompass 17 goals and 169 targets focused on social

on Social Responsibility, a globally recognized standard foragendas the international community has committed toorganizations. The United Nations Sustainable Development

achieve by 2030. Private-sector businesses around the world

Goals (SDGs) have also been incorporated into the Group’s

are expected to join policy initiatives to address the issues

sustainability activity targets.

under the SDGs. The various SDG agendas are the same
issues Toppan should address as a corporation that strives torealize a sustainable society through TOPPAN VISION 21 .

Since its foundation in 1900, Toppan has supported various
client companies in their efforts to overcome the challenges
they face in business. The solutions Toppan offers to meet

Toppan also formulated its TOPPAN SDGs STATEMENT

the ever-changing needs of markets and clients are based on

in November 2019 to declare the Group’s commitment towide-ranging specialist knowledge and expertise that haveinitiatives for achieving the SDGs and actions for integrating

been derived from printing for more than a century. Year by

those initiatives with management. The Group launched

year, Toppan continues to widen the business fields of the

TOPPAN Business Action for SDGs in November 2020 as aGroup by applying its printing technologies on various fronts

step to intensify its SDG-focused activities.

in society. As a corporation focused on the creation of social
value, Toppan formulated TOPPAN VISION 21 in 2000 to

Toppan will continue to take part in the global community’sclarify the philosophical basis for its Corporate Structure

SDG efforts by creating new value in initiatives to addressand define the prioritized Business Fields for the sustainablesocial agendas through the Group’s business enterprises.

growth of the Group.

Toppan will stay engaged in initiatives towards therealization of a sustainable society.

10

TOPPAN Sustainability Report 2021

Promotion Structure for Sustainability Initiatives

Board of Directors
Reporting and supervising
Management Committee
Reporting and supervising
Sustainability Promotion Committee
Reporting and supervising
SDGs Promotion
Working Group
Formulates and advances businessplans focused on the achievement of
the SDGs

Coordinating

ESG Information Disclosure
Working Group
Formulates and advances plans forappropriate disclosure of Toppan’s ESG
information

Coordinating

Risk Management
Working Group
Identifies significant risks for Toppan
and formulates and advances plans forcountermeasures

Members of the committees and working groups are selected from the personnel of such head office divisions as Public Relations, Corporate Planning,
Personnel & Labor Relations, Legal Affairs & Intellectual Property, Finance & Accounting, Manufacturing Management, Business Development, Information
Security, and Global Governance, as well as the respective business divisions.

Every Toppan Group employee

Toppan has established a Sustainability Promotion

activities, the committee encourages the WGs to guide theCommittee chaired by the President & Representative

respective departments across the Company in the planning

Director to drive the Group’s sustainability activities.

and implementation of concrete measures.
Toppan also coordinates and shares information with

Working groups (WGs) are set under the committee
to check the progress of sustainability activities and set

Group companies to advance Groupwide sustainability

out Toppan’s approach for promoting future activities. The

initiatives. For intensified sustainability management,

committee deliberates the conclusions of the WGs andToppan holds training sessions on sustainability for newreports and makes relevant recommendations to the Board

employees every year and organizes annual Groupwide basicof Directors through the Management Committee. Based on

education programs for the employees of Toppan and thethe decisions of the Board of Directors on the directions ofother main companies in the Group.

11

TOPPAN Sustainability Report 2021

■ Convening the Sustainability Promotion Committee
Fiscal 2020
Toppan regularly convenes a committee to deliberate and③ For risk management, the committee clarified significant

determine important sustainability policies and measures andrisks for fiscal 2021 by ensuring consistency of theshare information on the progress and results of sustainability

descriptions of risks in various documents and sorting

activities across the Group. Decisions at the committee lead torelevant risk information.

further enhancements in the effectiveness of activities and theintroduction of new measures. The committee met three times

In activities throughout fiscal 2020, the committee reinforced

in fiscal 2020, in June and September 2020 and February 2021.

Toppan’s sustainability promotion structure and systems while

The committee members discussed sustainability activities

deepening the understanding of sustainability initiatives

underway and generated outcomes to upgrade the initiatives.

among all of its members, from upper management to generalpersonnel. These activities formed a strong basis for promotion① For achieving the SDGs, the committee specified theinitiatives to come.

Group’s SDG-focused business activities by formulating
TOPPAN Business Action for SDGs, an overarching plan

Challenges Ahead

that identifies nine areas of focus and business activities tobe taken to address issues pertinent to Business Materiality.

Toppan regards the following as key approaches to forming new

The committee also established the TOPPAN SDGs Unit,sustainability initiatives that address both Business Materiality

a new organization that promotes sustainability initiatives

and Companywide Materiality issues.

throughout the business divisions.
① Using outside viewpoints to further enhance the decision② For ESG information disclosure, the committee carried out

making power of the committee

in-depth discussions on the opportunities presented byclimate change and countermeasures against climate change② Intensifying Groupwide sustainability initiatives

risk. From fiscal 2019, the committee has been conducting
scenario analyses recommended by the Task Force on③ Enriching ESG information disclosure and gaining higher

Climate-related Financial Disclosures (TCFD) with a view toevaluations from third parties

identifying significant risks and opportunities and evaluating
the financial impacts of climate change across the Group.

Toppan will continue holding committee meetings to disclose

The committee also held meetings to analyze evaluation

ESG information and transform operations through ongoingscores based on the ESG ratings that external agencies

plan-do-check-act (PDCA) cycles. These activities are vital to

had assigned to Toppan’s ESG information disclosures

Toppan’s growth into a “truly sustainable corporation.”and to share the current picture on disclosure and futurechallenges.

12

TOPPAN Sustainability Report 2021

Material Issues of Focus in Toppan’s Sustainability Initiatives■ Selecting the Material Issues■ Materiality Selection Criteria

Toppan has selected a set of material issues on which to

In selecting the material issues, Toppan prioritized thefocus in its sustainability activities, in order to accelerate theprinciples of the Corporate Philosophy, Corporate Creed, anddevelopment of initiatives to address social issues throughout

Conduct Guidelines presented in TOPPAN VISION 21 , thethe business enterprises of the Group. Toppan classifies themaster plan plotting out the basic direction for the corporate

selected issues into two categories: Business Materiality, issues

activities of the Group. Along with the “markets & customers”

of focus in the Group’s business activities, and Companywide

and “technology & expertise” approaches encompassed within

Materiality, issues for Toppan to address in Groupwide

the Business Fields, Toppan has also embraced the concepts

operations as a good corporate citizen.

underlying the SDGs, a set of long-term global development
agendas. The selected material issues are pathways forachieving the SDGs through the use of Toppan technologies■ Selection Process

and expertise geared to the creation of new value for society.

Toppan selected the material issues based on the criteria
described on the right by comprehensively assessing corporate
activities through discussions with relevant departments
across the Company. The appropriateness of the selections
was checked through dialogue with stakeholders and external
experts. Senior management reviewed the selections andfinalized them with authorization from the Board of Directors.

Process for Selecting the Material Issues

Identificationof issues thatthreaten thesustainability of
global society

Generation ofbusiness ideasthat address
the social issues
that have been
identified andenable Toppan
to make a
distinctive
contribution

Judgment ofimportance inline with twoaxes—degree of
use of Toppan
resourcesand degree ofcontribution tosociety

Selection ofmaterial issues,
centered onfields associatedwith importantbusiness ideas

Checking
appropriatenessthrough dialogue
with external
experts, making
certain revisions

Authorized
by Board of
Directors after
discussion
among senior
management■ Materiality at Toppan
Theme

Relationship with the SDGs

Environment (sustainable global
environment)
Business Materiality(Issues of focus in the Group’sbusiness activities)Communities(creation of safe, secure,enriched communities)
People (empowerment and fulfillment of bodyand mind)Companywide Materiality(Issues to address inGroupwide activities as a good
corporate citizen)

Environmentally friendly & sustainableproduction

Employee health & job satisfaction

13

TOPPAN Sustainability Report 2021

■ Business Materiality and Companywide Materiality
Toppan has classified the material issues into the two categories

Business Materiality

shown below to promote “fulfilling, sustainable living,” an ideal
the Group is committed to realizing through its sustainability
initiatives.

Creation of safe,

secure, enrichedcommunities

Business Materiality● Environment (sustainable global environment)

Sustainableglobalenvironment● Communities (creation of safe, secure, enriched

Fulﬁlling,sustainablelivingcommunities)

Empowerment andfulﬁllment of body

● People (empowerment and fulfillment of body and mind)

and mind

The three Business Materiality themes are guideposts for
Toppan to follow through the Group’s efforts to realize fulfilling,sustainable living. Efforts focused on every theme link to theother themes to reinforce the sustainability activities.
Companywide Materiality
Environmentallyfriendly & sustainableproduction

Companywide Materiality

Employee health &job satisfaction● Environmentally friendly & sustainable production● Employee health & job satisfaction

As a solid foundation for corporate activities, the two
Companywide Materiality themes provide a platform to support
the Toppan Group’s initiatives focused on the three Business
Materiality themes.

14

TOPPAN Sustainability Report 2021

Main Initiatives in Fiscal 2020
Environment(sustainable global

Formulating TOPPAN Business Action for SDGs: Nine areas of focus

Business Materiality

environment)
Communities(creation of safe,
secure, enrichedcommunities)

People(empowerment andfulfillment of bodyand mind)See Special Report 1
on pages 18-23

Formulating the Toppan Group Environmental Vision 2050
Toppan Group Environmental Vision 2050

Companywide Materiality

As a member of international society, the Toppan Group aims to enable “fulfilling, sustainable
Environmentallyfriendly & sustainableproduction

living” by contributing to decarbonization, resource circulation, and the optimal use of water
through forward-looking activities with consideration for preservation of the global environment.
①C ontributing to
Decarbonization
Aiming for virtually zero

Scope 1 and 2 greenhouse gas
emissions.

Employee health &job satisfaction②C
 ontributing toResource Circulation
Aiming for zero waste

emissions.

③O ptimal Water Use
Reducing water consumption

and contributing to improved
water quality by preventing

pollution.

See page 105
for details

Adopting Ways of Working Attuned to the “New Normal”· Holding online training for new recruits· Introducing flexible working arrangements

15· Opening “Atte,” a new-style workspace

See Special Report 2
on pages 24-27

TOPPAN Sustainability Report 2021

*Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Targets and Results in Addressing Companywide Materiality Issues■ Environmentally Friendly & Sustainable Production
Toppan Group Medium-and-Long-Term Greenhouse Gas Emission Reduction
Targets for Fiscal 2030
Greenhouse Gas Emission Reduction Targets

See pages 105-106 for details

Fiscal 2020 Results

Targeting Scope 1 and 2

Reduce by 32.5% compared to the fiscal 2017 level

Reduced by 14.4% compared to the fiscal 2017 level

Targeting Scope 3

Reduce by 20% compared to the fiscal 2017 level

Reduced by 3.4% compared to the fiscal 2017 level

Medium-term Environmental Targets for Domestic Sites in Fiscal 2020

See pages 105 and 107 for details

Medium-term Environmental Targets

Fiscal 2020 Results

Reduce CO₂ emissions by 30% compared to thefiscal 2008 level(751 kt-CO₂ → 530 kt-CO₂: Reduce by 221 kt-CO₂)

Reduced by 32.4% compared to the fiscal 2008 level(507 kt-CO₂: Reduced by 244 kt-CO₂)

Action for building a
recycling-oriented society

Reduce final landfill waste disposal by 95% comparedto the fiscal 2008 level(1,584 t → 80 t: Reduce by 1,504 t)

Reduced by 96.8% compared to the fiscal 2008 level(51 t: Reduced by 1,533 t)

Conservation of theatmospheric environment

Reduce VOC emissions into the atmosphere by 70%
compared to the fiscal 2008 level(7,326 t → 2,198 t: Reduce by 5,128 t)

Reduced by 66.1% compared to the fiscal 2008 level(2,480 t: Reduced by 4,846 t)

Mitigation of global
warming■ Employee Health & Job Satisfaction
Prevention of Serious Illness (Fiscal 2030 Targets)

See pages 42-43 for details

Fiscal 2030 Targets

Employees

Fiscal 2020 Results

Obesity risk

20.0％

27.8%

High blood pressure risk

8.0％

11.9%

Diabetes risk

8.0％

10.4%

Lipid risk

28.0％

32.2%

Medical examinations

Gynecological screening rate

75.0％

63.4％

Health checkups

Family health checkup rate

95.0％

79.1%

Risk of serious illness

Families

Support for Employees with Children (Fiscal 2030 Targets)
Targets for the “Hagukumi (nurturing) Program”

See page 54 for details

Fiscal 2020 Results

Hagukumi Art Salon

Participation rate: 45%

20.72％

Hagukumi Seminar

Full attendance by managers

Hagukumi Circle

Participation rate: 10%

5.61% of managers attended
3.52％

Elimination of Gender Disparities (Fiscal 2030 Targets)

See pages 54 and 56 for details

Fiscal 2030 Targets
Percentage of managers and supervisors by gender*1

Fiscal 2020 Results
Eliminate disparities in manager andsupervisor ratios by gender

Women: 55.0％
Men: 77.7％

Proportion of eligible male employees taking childcare leave*2

Proportion of eligible male employees taking
childcare leave: 80%

51.3％

10-year retention rate by gender*3

Eliminate disparity in the 10-year retention
rate by gender

Women: 58.9%
Men: 64.7%*1 Percentages of employees working as managers and supervisors, out of all current employees who were recruited as regular hires from 2002 to 2011 (as ofMarch 31, 2021)*2 Proportion of male employees taking childcare leave in fiscal 2020 among those with children born from April 2020 to March 2021
*3 Average 10-year retention rates by gender for regular hires from fiscal 2009 to fiscal 2011 (new graduates from technical colleges, universities, and graduate
schools)

16

TOPPAN Sustainability Report 2021

Stakeholder Engagement
Toppan values communication with stakeholders in its sustainability activities. Stakeholder opinions are a core guiding-factor in theGroup’s strategies to upgrade the activities.
Stake- Main Initiatives
holders

Stake- Main Initiatives
holders

Examples of Engagement

Customers

Creating
opportunities
to sound out
opinions on
products andservices

Protecting personal information throughstrict information security management

Offering universal design (UD) products
and services; supporting client companies
in their work to improve the design of theirproducts and services from UD perspectives
Delivering everyday-life value throughToppan online services for consumers;
continuously improving the services

Supporting thearts and culture

Performing daily operations

Holding and participating in exhibitions
and seminars

Inviting customers to spaces where Toppan
products are displayed
Engaging in industry-academia-government
pilot projects, etc.
Driving open innovation programs

Advocating digital transformation using the“Erhoeht-XTM ” service

Offering environmentally friendly products
and services
Nurturingcollaborative
innovation tocreate social
value

Supplying
information
for solvingsocial issues
and promoting
policies
Ascertaining
opinions andrequests

Communities

Developing andsupplying safe,
secure products
and services

National and local
governments

Maintaining and improving the quality of
products and services under the guidanceof Japan-wide conferences of quality
assurance departments

Contributing
to culture
with help
from Toppan
resources
Conserving
community
environments
Popularizing
para-sports

Operating “PLAZA21,” a showroom forpresenting examples of social value creation
based on printing technology
Operating “NIPPON GALLERY TABIDOMARUNOUCHI,” a tourism-themed
space for the collaborative revitalization ofregions throughout Japan as major travel
destinations

Supporting theempowermentof diverse
human assets*

Sharing wideranging
information
within theGroup

Arranging meetings and briefings for
institutional investors on the Group’s
financial performance

Issuing the Integrated Reports and Toppan
Story newsletters
Posting IR information on the Toppan
corporate website

Employees

Shareholders and investors

Briefing shareholders and investors on
financial results

Answering questionnaires fromenvironmental, social, and governance(ESG) rating agencies

Business partners

Publishing the Toppan Group CSR
Procurement Guidelines and promoting
compliance by business partners

National andlocal
governments

Operating the Printing Museum, Tokyo

Operating the Toppan Hall; holding the
Toppan Charity Concert series
Organizing off-site “Printing School”
workshops

Organizing the “Kanosei (potential) Art
Project” to support persons with illnesses anddisabilities
Regularly beautifying and cleaning up thesurroundings of operational sites
Organizing events to learn aboutbiodiversity

Organizing hands-on para-sports events;
delivering para-sports information via
Toppan’s SPORTRAIT website (in Japanese)

Implementing programs to pursue diversity
management, raise awareness of unconscious
biases, etc.
Adopting and supporting telecommuting
systems

Facilitating
labormanagement
partnership

Issuing CONVEX and CONVEX Online , inhouse Group newsletters
Surveying Group employees on wideranging topics

Convening a Toppan Group Human Resource
Development Committee and sharing
personnel development information across theGroup

Convening business councils on a
Companywide level and operational site level
Convening special committees to discuss
pertinent issues of the day
Holding labor-management events

Developing safety promotion systems (e.g.,building an information-sharing network
linking Group sites throughout the world;
standardizing safety measures)

Setting up the Supplier Hotline as a portal
for receiving reports from business partners

Providinginformation on
occupational
health andsafety;implementing
measuresfor mental
healthcare

Controlling chemical components ofproducts

Conducting surveys and holding workshops
on business continuity planning (BCP) for
business partners
Verifying the legality of lumber as a papermaterial

Stimulating
communities

Setting up a portal for receiving andhandling inquiries

Sending out executive messages

Holding shareholder meetings

Preparing fordisasters

Organizing and participating in events topresent Toppan technologies, etc. to public
offices and municipalities

Operating systems for in-house staff
recruitment and employee selfdetermination on the career path

Operating “WAO,” a co-working space forsupporting open innovation

Providing fairand equalbusiness
opportunities

Answering questionnaires and surveys
carried out by governments (e.g.,
government statistics)

Formulating a policy to promote diversity
and inclusion in the workplace; obtaining
commitments from top management

Operating “DX-GATE,” a co-creation venue
that allows visitors to experience a broad
range of social businesses

Promotingsustainableprocurement

Holding lectures, etc. on the environmentand community design

Communicating Holding plant tours
with theWelcoming community members to incommunity
house events

Operating “L・IF・E,” a showroom thatinspires visions of fulfilling lifestyles in the
futureDisclosing
information
on Toppan’s
financial
position;briefing
shareholders
and investors
on the Group’sbusiness
activities andplans

Examples of Engagement

Concluding basic sale and purchaseagreements with business partners

Conducting business partner surveys oncompliance in procurement operations by
Toppan personnel

Receivinginquiries onhuman rights,
etc.

Participating in anti-disaster and fire-safety
activities in the community
Supporting governments through business
operations

Operating Anzen Dojo safety training
facilities; delivering and sharing
information on dojo initiatives (e.g.,
conducting dojo tours with hazard
simulators at domestic and overseas sites;
organizing safety training; posting regular
newsletters on safety; etc.)
Carrying out stress checks

Setting up counseling services

Arranging a program to determine whenemployees on mental healthcare leave canreturn to work, as a safeguard to prevent therecurrence of mental illnesses
Setting up the Toppan Group Helpline*Toppan values its employees as precious “human assets.”

Participating in community festivals andevents17

TOPPAN Sustainability Report 2021

Special Report 1

TOPPAN Business Action for SDGs

The Challenge of Contributing to the SDGs through Business

Exploring Toppan’s Possibilities and Identifying the Environment, Communities, andPeople as Areas of Focus
Since its establishment in 1900, Toppan has responded

TOPPAN Business Action for SDGs has been formulated toflexibly to the way the world has changed and expanded its

drive activities focused on the SDGs and provide a clear visionbusiness fields by creating the diverse types of value required

for answering those questions.

by society. Having developed in step with society, Toppan

TOPPAN Business Action for SDGs was devised after

views contributing to the achievement of the Sustainable

the material issues for Toppan to focus on under the theme ofDevelopment Goals (SDGs) as vital for business and positions

Business Materiality were selected from the SDGs’ 17 targets. It

it as an engine for continuous growth.

explores Toppan’s possibilities more extensively and specifically.
As Toppan aims to accelerate contribution to the SDGs throughWhat is the role that Toppan should play? What
does Toppan need to do to fully leverage its accumulated

its business, nine areas of focus have been identified in thetechnological capabilities and expertise to give back to society?

three groups of “Environment,” “Communities,” and “People.”

Cross-divisional Formulation Process and Setting of Target Figures
TOPPAN Business Action for SDGs was formulated bythis cross-divisional process, TOPPAN Business Action for

the Sustainability Promotion Committee, chaired by the

SDGs was formulated in November 2020, and nine areas ofPresident & Representative Director, and the SDGs Promotion

focus in which Toppan can leverage its technologies, expertise,Working Group under it. Leaders of sub-working groups forand strengths were announced. Discussions subsequently

Environment, Communities, and People played central roles incontinued to give shape to specific activities in each businessthe process. These leaders, who are also managers of specificdivision, and target figures have been set for each of the ninebusinesses, shed light on Toppan’s strengths as well as issues

areas of focus.
Toppan will enhance efforts focused on the areas identified

that need to be addressed by exchanging opinions on changes
in society and the consciousness of client companies that theyin TOPPAN Business Action for SDGs and flexibly implement

are seeing in day-to-day work in their respective fields.

initiatives for the themes of Environment, Communities,

Senior management, business departments, and strategy

and People as it takes on the challenge of contributing to thedepartments collaborated in a series of discussions that alsoachievement of the SDGs in a way that is unique to Toppan.

employed the approach of backcasting from 2030. Following

18

TOPPAN Sustainability Report 2021

The Thinking behind TOPPAN Business Action for SDGs
Messages from the Leaders Involved in its Formulation

Addressing the Challenge of Leading

Society with Integrity

Environment
Working Leader

Michihiro Yamada
Senior General Manager
Marketing Strategy Department
Packaging Solutions Subdivision
Living & Industry DivisionInterest in the SDGs among client companies has increased rapidly,
and they are seeking not individual solutions but more comprehensive
proposals that help to enhance their corporate brand and value. With
this in mind, I thought that TOPPAN Business Action for SDGs needed
an element of being an effort to lead society. For example, the target wehave set to make 100% of the packaging products we sell sustainable is asignificant challenge for Toppan, but it is a theme that will gain interest
from our stakeholders. The important thing is to approach the targets
with integrity. Toppan’s approach as I see it will be to consistently andearnestly make good on the commitments we have made to stakeholders
one by one.

Designing Businesses that Effortlessly

When we were devising this blueprint, there was a lot of discussionin Fields Where We Can Leverage Toppan’s

example, one of the areas of focus is “showcasing and preserving

Balance Corporate Growth and the SDGs

centered on what an approach that epitomized Toppan was. For

Unique Strengths

culture,” but the culture that we are talking about is not just famous

Communities
Working Leader

Nobuhito Owaki
Head of Business Architecture Center
DX Design Divisionsightseeing spots and cultural assets. It includes all elements ofculture related to people's everyday lives, such as culinary culture,folk traditions, and customs. This is precisely the kind of thing that
Toppan can do on account of the knowledge and expertise it has
accumulated in providing infrastructure for our lives. Under the themeof Communities, Toppan can also take advantage of its know-how in
the fields of culture, regional communities, and balancing convenience
with privacy. I think that contributing to the accomplishment of theSDGs through business means designing businesses that effortlessly
drive growth for the company, satisfaction for employees, gains forclient companies, benefits for society, and the achievement of thetargets set out by the SDGs.

Using Toppan’s Technologies and Expertise

The SDGs are a considerable shared challenge for the world, and it will

Over the World

vital for communicating and sharing our values, and printing technology

to Contribute to Learning for People All

PeopleWorking Leader

Kaoru Yamashita

Senior General Manager
Experience Design Department
Marketing Subdivision
Information & Communication Divisionbe essential to share the same set of values to achieve them. Education ishas made a significant contribution to the expansion of education. I
think one of the reasons that Christianity spread was probably the ability
to use printing technology to propagate the medium of the Bible. An
educational platform that facilitates learning for people throughout theworld is important for the SDGs, and I think Toppan has the foundation
to be able to create it. Based on that thinking, we have identified “creating
obstacle-free educational environments” as an area of focus and set
targets to contribute to learning for people in Japan and overseas. We
will focus activities on people all around the world, combining Toppan’s
technologies and expertise with the strengths of client companies.

19

TOPPAN Sustainability Report 2021

Engaging in More Extensive Discussions

Naturally, the content of TOPPAN Business Action for SDGs itself holds a

and Strengthening Collaboration Globallythat senior management, business departments, and strategy departmentswith Colleagues and Clients and Evolving

Business Development Manager

Yuko Takano
General Manager
Development Strategy
Technology Innovation Center
Business Development Division

lot of value, but so also does the formulation process. This is the first time
have come together to have such specific discussions about contributing
to the SDGs through business, and a series of processes have made it
possible to visualize the responsibilities, potential, and various elementsof Toppan. Externally, it is essential that Toppan, as a B-to-B company,
collaborates with client companies to contribute to achieving the SDGs.
One of the issues to address going forward will no doubt be how to advanceproposals and enhance collaboration while eliciting an understanding of
our approach. Cross-border cooperation and cross-sector collaboration
between companies will be key to achieving the SDGs. We will proactively
participate in global platforms and drive a multifaceted approach tocontributing.

Establishing a Specialist SDGs Support

Quantitative targets have been set in each of the nine areas of focus.

Collaboration with Clientsthe specific figures, but the process enabled us to have more in-depth

Team and Accelerating Contribution in

TOPPAN SDGs Unit Leader

Hidenori Imazu
General Manager
Brand Promotion Department
Marketing Subdivision
Information & Communication Division

It was hard work using backcasting to devise scenarios accompanying
discussions and enhance consciousness of the targets. I believe that
presenting these figures to stakeholders and making commitments
will drive the necessity to get things done. As a next step, we launched
the TOPPAN SDGs Unit in February 2021. This is a cross-divisional
specialist SDGs team that will provide assistance from overall design toimplementation of specific measures to offer one-stop support covering
the entire SDGs value chain of client companies, from upstream todownstream. We will work more closely with client companies than everbefore and accelerate efforts to contribute to the achievement of theSDGs together.

Dialogue on the formulation process and vision for the future
https://www.toppan.com/en/sustainability/feature_2021_1/

20

TOPPAN Sustainability Report 2021

Environment

Sustainable Global Environment

Initiatives and Target Figures for “Environment”❶ Creating a circular economy

Percentage of sales of sustainable packaging

Prevent pollution and destruction due to waste by driving processes

Fiscal2025

from sharing and recovery to upcycling based on the 3Rs (reduce,reuse, recycle), product life extension, and material development.

❷ Decarbonizing

50%

Fiscal2030

100%

Number of services contributing togreenhouse gas reduction

Contribute to reduction in greenhouse gas emissions and the

Fiscal2025

mitigation of global warming by providing eco-friendly materials andschemes as well as solutions for energy saving and energy creation.

❸ Expanding eco-friendly products and solutions
Expand Toppan’s development of mono-material GL FILM andother eco-friendly products and solutions and ensure contribution
to the environment is visible and widely recognized by establishingcertification programs.

15

Fiscal2030

20

Percentage of sales of eco-products and solutions
Fiscal2025

55%

Fiscal2030

60%

Case Study

Mono-material Packaging
Toppan is focusing efforts on enabling mono-material packaging to enhance
recyclability and provide a solution to the problem of plastic waste, somethingthat has become a significant issue in recent years.
Conventional film packaging is formed of multiple materials to enhancefunctionality, but this presents obstacles for recycling.
Toppan’s GL BARRIER range of transparent barrier films enjoys aleading share of the global market. Toppan has added to the range withthe development of barrier films using the three main materials usedin flexible packaging (PE, PP, and PET) as their substrates. These films
enable mono-material packaging consisting of a single material to be
expanded to a wider range of fields.
Toppan is also participating in a pioneering research program organizedby the New Energy and Industrial Technology Development Organization(NEDO) in which businesses and academic institutions are collaborating toestablish material recycling processes.

In addition to the mitigation of global
warming and reduction of plastic waste,
Toppan is exploring how packaging
can address a wide range of othersocial issues, such as by reducing
food loss. By developing and providing“SUSTAINABLE-VALUE™ Packaging,” arange of products that offer value for the
Earth, Toppan will contribute to shaping
a sustainable future.

Sachets that Are Good for Your Hair and the Planet
As a global manufacturer of consumer goods, Unilever has announced commitments to
reduce plastic consumption and is undertaking initiatives throughout the world covering
processes from manufacture to disposal. Based on a collaboration with Toppan, a monomaterial film package was adopted for Unilever Japan’s “Lux Luminique Sachet Set
Limited Design,” which went on sale in April 2021. While conventional packaging consistsof multiple materials, including aluminum material, the packaging for this product is composed of Toppan’s PETbased GL FILM and a PET sealant. The two companies collaborated on content suitability and quality tests, resulting
in a switch to a mono-material package that provides outstanding barrier performance, content preservation, and low
adsorption. In addition to improved recyclability, it is also possible to cut CO2 emissions by 25%.

21

TOPPAN Sustainability Report 2021

Communities

Creation of Safe, Secure, Enriched Communities

Initiatives and Target Figures for “Communities”❶ Creating a safe society in which we can be ourselves

Number of services enriching people’s lives(Use of VRM platform)

Leverage security system technologies to create environments that enable

Fiscal2025

everyone to use their own data safely and provide personal data usage
services that achieve both enhanced usability and privacy protection.

❷ Contributing to enhanced quality of life for communities
Take advantage of Japan-wide network and digital technologies to provide

5

10

Fiscal2030

Number of local authorities providing services
for residents optimized for the community

70

100

residents with optimal region-specific services and contribute to sustaining

Fiscal2025❸ Showcasing and preserving culture

Number of archives of materials related to
culture and industry

provincial cities.

Combine experience in the fields of culture and education with cutting-edge
technologies to develop solutions for preserving and passing down tangible
and intangible culture and protecting the world’s diversity.

Fiscal2025

Fiscal
2030

100

150

Fiscal2030

Case Study
Residents / Visitors

Smart City Business

UI / UX

Touchpoints

Smart city initiatives have a high level of compatibility

DigitalGovernment

with Toppan’s activities, and Toppan sees the field as one
in which it can contribute significantly by leveraging a

Healthcare

network covering multiple sectors and the knowledge

Infrastructure, (2) Healthcare, (3) Digital Government,

Food &
Agriculture(4) Education, (5) Tourism & Regional Revitalization,and (6) User Interface (UI) & User Experience (UX).
Based on these, Toppan aims to accelerate value creation
for society through its smart city business.

Toppan aims to be a creator ofsocial value through super cityand smart city initiatives.

DisasterPrevention

areas in which efforts will be focused: (1) Fundamental

Fundamental
Infrastructure

Tourism &Regional
Revitalization

Fulﬁlling,
Sustainable Living

Servicesand expertise garnered thus far. Toppan has set out six

Education

Common ID
Authentication /Personal Information
Management
Infrastructure

Transport
MaaS

Manufacturing

Cashless Payment
Infrastructure

Next-generation
Wireless IoT
Communication
Infrastructure

Remote Sensing Service Using ZETA
Toppan is conducting nationwide pilot testing in Japan as it aims to contribute to solutions to social issues in provincial
regions by providing remote sensing services that use ZETA, a next-generation Low Power Wide Area (LPWA) network
protocol. One example is REMOWARNA, a ZETA-based remote animal trap sensing system developed by Toppan as acountermeasure to the worsening problem of wild birds and animals damaging crops
and causing problems in areas in which humans live throughout Japan. Installing
REMOWARNA on traps makes it possible to effectively monitor and manage thetraps remotely even in mountainous regions with no cellular network coverage and inenvironments with limited access. In pilot testing in Okuma, Fukushima Prefecture,
Toppan is working with ALSOK Fukushima Co., Ltd. to provide a one-stop service for trap
installation, monitoring, and capture.

Trap with sensor
installed

Application
screen22

TOPPAN Sustainability Report 2021

PeopleEmpowerment and Fulfillment of Body and Mind

Initiatives and Target Figures for “People”❶ Reducing food loss to help eliminate hunger

Total weight of food in packaging that contributes
to longer shelf lives

Reduce food loss throughout the value chain from primaryindustry sectors to consumers by combining functional packaging

Fiscal2025

and digital transformation to extend shelf lives and optimize thebalance of supply and demand.

200 ktFiscal2030

Number of people whoselearning we contribute to❷ Creating obstacle-free educational environments
Create a society in which anyone can learn anywhere and anytime

Fiscal2025

by providing a global platform combining educational softwareand translation technologies.

❸ Using innovative digital technologies to enhance
healthJapan

20 million

Fiscal2030

260 ktOverseas

100 millionJapan

30 million

Number of services that contribute to healthby using digital technologies

Contribute to longer healthy lives for people throughout the world
by facilitating access to healthcare information and services thattranscends national or regional borders.

Fiscal2025

20

Fiscal2030

30

Case Study

Establishing a Manufacturer of In-vitro Diagnostic Agents
In-vitro diagnostic agents enable the diagnosis of illness

challenges faced in medical settings. The new company fuses

from substances such as blood, urine, and saliva. Needs

Toppan’s expertise in manufacturing, packing, and shipping

for such agents are expanding rapidly due to efforts toof packaging for medical and pharmaceutical goods withlengthen people’s healthy lives, which are seeing increasing

Trust Medical’s pharmaceutical company network and know-levels of interest around the world. Another factor is the

how in the filling of test agents and manufacture of test kits.

impact of the COVID-19 pandemic. As pharmaceutical

It will provide a one-manufacturers tackle the challenge of delivering high-stop service from thequality in-vitro diagnostic agents to medical facilities asdevelopment of in-quickly as possible, Toppan and Trust Medical Co., Ltd., avitro diagnostic agents

subsidiary of Nippon Molymer Co., Ltd. that develops andto their manufacture

manufactures in-vitro diagnostic kits, have establishedand delivery to medical

a new company called Toppan Medical Factory Co., Ltd.

facilities.

The aim is to combine strengths to provide solutions to

Toppan Medical Factory
Design / Development

Setup

Labelling / Shipment

DeliveryStorage
Shipping

Customers

Labelling

Bulk setup

Package inserts / Outer boxes

Testing device Packaging

Nippon Molymer
Group↓
Test agent ﬁlling
Device production

Collaboration
Joint Development

Molded plastic products

Diagnostic Agent
Manufacturer

Manufacture

Supported by Toppan and Nippon Molymer

23

TOPPAN Sustainability Report 2021

Special Report 2

New Work Styles Driving Innovation

Toppan positions work style reform as one of its management challenges. In addition to remote work, Toppan isputting into practice new ways of working in various settings. These include developing offices designed for the“new normal” and holding online training and networking events. Toppan aims to help transform work styles andmindsets in wider society by taking on challenges in-house and proactively disclosing information on them.

Creation of Atte—A Workspace to Maximize the Value of Meeting People
Due to the impact of the COVID-19 pandemic, a large

activities. Atte stimulates external communication by

number of people are working remotely without visiting

enabling webinars, presentations, inside sales, and more.
Taking advantage of Toppan’s know-how and the latest

offices. While remote work has the advantage of enablingflexibility aligned to circumstances, the reduction in theInternet of Things (IoT) technologies, it enables the mostnumber of opportunities to meet people directly can lead to aeffective use of time, whether interacting remotely or inlack of communication and undermine teamwork.

person.

Taking this into account, Toppan has opened “Atte,” a
new office that presents a vision for the future of working.
Atte is based on the concept of maximizing the value of
meeting and interacting with people face-to-face. While
remote work and other diverse work styles are being
advanced, this puts a renewed focus on the value of meetingpeople. With Atte, Toppan is aiming to generate innovationfrom the kind of in-depth discussions and real interactions
that can only occur when speaking to people in person.
Atte adopts a free-address system. With co-working

About the Atte officeareas and a café for relaxation, it stimulates communicationthat transcends organizational divisions and goes beyond

Addressa simple working space. It also has live streaming studios
equipped with dedicated equipment to enable online sales

Area

8F/9F Sumitomo Realty & Development Chiyoda
Fujimi Building, Fujimi 1-8-19, Chiyoda, Tokyo
1943.28 ㎡

Toppan Group Technologies and Resources at AtteYour Space™

Smart NANO®

LC MAGICYour Space™ is a spatial production solutionthat enables centralized control of visualmedia, audio, aroma, and lighting. “Natural
Window,” which uses high-definition
4K video, and “Aroma Shooter,” which
can instantly switch between multiple
aromas, function automatically to matchthe selected setting. The space helps toincrease concentration levels and enhance
performance.

Smart NANO®, a decorative sheet for worldclass décor materials that fuses Toppan’s
printing technology with Tokyo Universityof Science’s nanotechnology, is used on thework tables. Smart NANO offers the samewoodgrain and other surface designs andtextures as Toppan’s previous products, but
provides greater resistance to scratches andstains.

LC MAGIC is a light control film thatswitches between transparent and opaque in
response to power being turned on and off.
LC MAGIC is used at Atte for the partitions
between the live streaming studios. It canbe switched to suit specific purposes by, forexample, being changed to opaque whena closed meeting is streamed. It can alsofunction as a projection screen for visualmedia.

24

TOPPAN Sustainability Report 2021

Video and Smartphone Apps Used to Enable Online Training for New Recruits
the highest over the last eight years.

In light of the need to prevent the spread of COVID-19, in
fiscal 2020 training for new recruits was held online instead

Toppan will continue to drive innovation of trainingof in the traditional group training sessions. Approximately

under the new normal by enhancing content and programs to

420 new employees received training enabled by the latest

maximize learning with such initiatives as virtual plant tours.

digital technologies and Toppan’s original human resource
development solutions. To enable employees to feel comfortableparticipating in the training without having to visit the office,steps were taken to ensure that the ratio of employees totrainers was about 20 to one, and seminars on managing
mental and physical condition were also incorporated into theprogram.
This was the first time that Toppan attempted to hold thefull training program online, but responses from the trainees
indicated a 99% level of satisfaction with the 27-day course. In
overall assessments of basic knowledge regarding Toppan andits systems, the average score among trainees was 95.9 points,

Evaluation of Online Training (Based on trainee questionnaire responses)
Do you think the reviews and flipped
learning were effective in helping toreinforce memory?

Are you putting into practice what
you learned about managing yourphysical and mental condition?

Somewhat ineffective
3 people / 1%

Not effective
1 person / 0%

Not effective
or ineffective

Very effective

28 people / 7%
Somewhateffective

196 people /
53%

92%

responded that itwas effective inreinforcing
memory.

5 people / 1%

Doing so
to some

responded that they
were putting what
they learned
into practice.

extentYes,
proactively
doing so

226 people / 54%

180 people / 43%

Not effective
2 people / 1%

Not very effective
10 people / 2%
Cannotsay either

97％

143 people /39%

It is believed that high scores in overall assessments
were in part due to trainees being able to go over online
content again at their own pace, whereas it is difficult
to review the content of a talk in a real-world training
setting.

Not really

Neither
6 people / 2%

Was walking work effective inenhancing performance andconcentration during training?

way
61 people /15%
Effective

163 people / 39%82％

responded thatit had beeneffective.

Veryeffective

181 people / 43%

Trainees recorded their sleeping time and the number of paces they took every day on asmartphone app. A competition function displaying rankings of individuals and teams was used
to make it fun to get into the habit of maintaining a good day-to-day rhythm. Consequently, hoursof sleep and number of paces moved towards ideal figures and results indicated improvements
in autonomic nerve condition.

25

TOPPAN Sustainability Report 2021

Using the IoT to Facilitate Employee Communication:
TOPPAN eSPORTS FESTIVAL 2021
Toppan and the labor union hold the TOPPAN SPORTS

and workshops for the whole family to enjoy in addition to the

FESTIVAL every two years as an event to stimulatecompetition, it was possible to stimulate communication in acommunication and foster unity within the Group. The event

way that had not been done before.

was scheduled to be held in 2020, but due to the difficulty ofholding it in the traditional way amid the COVID-19 pandemic,
a new challenge was taken on in the form of the TOPPANeSPORTS FESTIVAL 2021.
A feature of esports is that they provide a level playing field
for everyone competing, transcending physical abilities, gender,or age. Toppan has had an interest in esports for some time as aform of universal competition and has been involved in internaland external events and recreational activities. Leveraging
that know-how, Toppan held an esports event open to theGroup’s 50,000 employees and their families. With quizzes

Esports Competition

TOPPAN Quiz Champion Contest

After coming through preliminary rounds held at 48 sites in

A quiz contest was held on Toppan’s technologies and esports.

Japan, 16 teams competed in the finals. Some of the teams evenPeople were able to enter simply by reading a QR code. In

had their own uniforms made after bonding by competing side-

addition to a large number of employees and their families,

by-side. To create an even more exciting atmosphere at venues,

employees due to join theprofessionals handled play-by-play and color commentary

Company in 2021 took part

duties and a special rule was introduced that three-person

and competed to get as many

teams had to include at least one officer or senior manager. The

correct answers as possible.

tournament received a cumulative total of 20,000 views and alarge number of comments on a specially constructed website.

HAND IN HAND Art Gallery
The Institute of the Formative Art Co., Ltd., a Toppan Group
company, created a video of an online art session held in
December 2020. With the title “HAND IN HAND,” the video
showed parents and children
enjoying the session and theworks of art they created.

26

TOPPAN Sustainability Report 2021

Introducing Flexible Working
Arrangements: Smart Work System andwork-life balance by enabling flexible selection of work styles inaccordance with people’s work duties and lifestyles.

Full-time Working from Home

Features of Work Systems

By establishing flexible work systems, Toppan strives to create● I n addition to working from home, people can work fromenvironments in which everyone can continue to work in the way

satellite offices or adopt a mobile working style. Thesearrangements can also be combined with the discretionary
and smart work systems to enable working hours andlocation to be selected in accordance with the type of work
being performed.

that best suits them. Toppan previously introduced a smart work
system (flex time) and expanded systems for working from home,
but with the impact of the COVID-19 pandemic, the Company● B ecause there is no limit on the number of times people canhas reviewed existing initiatives and introduced and revised work

work from home, full-time working from home is possible.

systems to align with work styles under the new normal.

● W hen working from home, temporary breaks in work arepermitted.

The remote work system in place since October 2020 covers● I n addition to sales and planning departments, thethree types of working arrangement: working from home, working

discretionary work system has been expanded todepartments driving digital transformation, as well as those
responsible for R&D and developing and planning new
businesses.

from a satellite office, and mobile working. This means that fulltime working from home is possible and the setting of core times
for people covered by the smart work system has been abolished.

● The smart work system has no core times.

Toppan will continue to work to improve both productivity andAdvancing Diverse Work Styles to
Hideo Okumura
General Manager
Accelerate Self-fulfillment for Employees
Labor Relations Department
and Growth for the Company
Personnel & Labor Relations Division
Introducing Work Systems without Constraints on
Time and Placeseeing an enhanced ability to accomplish work independently,

Toppan views its employees as valuable “human assets” ofwhich is leading to improvements in productivity.

the Company. The starting point for considering work stylereform is thinking about what kind of working environments

Varied Working Styles Drive Diversity & Inclusion

make employees feel comfortable and able to leverage

The new normal that Toppan is envisaging for work

their capabilities to the full. The remote work system thatstyles is not simply accomplishing everything remotely.

Toppan currently implements began with discussions at theWe also place a great deal of importance on the value ofcommittee to promote job satisfaction, which is held regularly

meeting in person. Some ideas only come from face-to-facewith the labor union. Based on the ideas that came frominteractions, and some innovation is only born out of thethe committee, we conducted telecommuting trials twice inclash of different perspectives. My view, therefore, is that2019. We planned to conduct a third trial in March 2020, but

combining the two and enabling people to choose will be awith the declaration of a state of emergency in Japan due tovital perspective for work styles going forward.

the spread of COVID-19, we launched an emergency trial

We will also need to develop appraisal systems attuned

applicable in principle to all employees.

to the new normal. With work styles that are not dependent

The repeated trials made it clear that productivity andon specific locations or times, the key factor of evaluation

adaptability when working from home differ depending on

will not be time but output. As we further evolve work

people’s capabilities and the type of work they handle. Basedsystems, we will also establish schemes to evaluate everyon those results, we reviewed existing systems and introduced

employee fairly and accurately.

new ones.

Putting in place various systems and environments

The key point of the revised systems is eliminating

to make diverse work styles possible is something that

constraints on working location and time as far as possible.

respects the diversity of employees and contributes to

Making it possible for people to select more flexible work

driving the diversity and inclusion that Toppan advocates.

styles means that we can expect improved outputs, because

I intend to drive further evolution of such systems andemployees can concentrate on their work in a way best suitedenvironments while taking onboard the views of employees

to their particular circumstances. For example, it makes

regarding what the Company can do to ensure that diverse

working easier for employees bringing up children. If we lookindividuals can come together to leverage their capabilities

at how employees are actually getting on, I feel that we areto the full and grow together with the Company.

27

TOPPAN Sustainability Report 2021

Topic 1

Efforts to Address COVID-19 through Business

During the COVID-19 pandemic, Toppan has put first priority on mitigating the spread of infection both inside and outside thecompany and ensuring safety for employees of Toppan Group companies and business partners. To provide solutions to this urgent
social issue, Toppan is also developing products and services that take full advantage of its resources.

■D evelopment of the World’s First Aerial Touch Display to Generate Images Parallel to the Panel
Demand has risen for the use of contactless touch panels as

Toppan is aiming to create mass production prototypes before

a measure to prevent the spread of COVID-19. Toppan has

launching full-scale mass production, and expects the aerial

leveraged its unique optical and structural design technologies

touch display to be predominantly used for medical devices,to develop an aerial touch display with high visibility and a slim

equipment control panels for public facilities, and otherform (50% slimmer than conventional devices) that means it

facilities that require high-level security.

can be embedded in walls.
Features of Toppan’s Aerial Touch Display
・Has an original space-saving structure whereby images are
generated parallel to the LCD panel (world’s first).
・Generates bright, clear aerial images and achieves aluminance roughly five times that of conventional products(comparison by Toppan).
Aerial image

・Equipped with contactless sensors and can be operated
without touching the screen using a pen or hands, even whenhands are wet or covered by gloves.

Aerial imaging plate
LCD panel・Has a function to prevent people nearby being able to peekat the screen, meaning it can be used in settings that require
security, such as inputting passwords.

Conventional
aerial touch display

Toppanʼs newaerial touch display■ SIAA Certification for Virusweeper™ Series■ Three Types of Antiviral/Antibacterial Décor

Sheet for Buildings and Furniture Certified by
the SIAA

Under the “TOPPAN S-VALUE™ Packaging” range, Toppan
provides value to people in the form of “SMART LIFE-VALUE™

Toppan manufactures and sells décor sheets used on the

Packaging.” Toppan made use of its original printing and coating

surfaces of housing, buildings, furniture, and fixtures. The

technologies to develop film-type Virusweeper™ packaging with

Company has now developed and launched sales of décor

antiviral and antibacterial functions in February 2021. This has

sheets with a special coating that can inhibit the growth ofmade it possible to significantly reduce the number of virus

viruses and bacteria and significantly reduce the number ofparticles on the surface of flexible packages, such as stand-up

particles present. Toppan also obtained third-party certificationand pillow pouches. Film-type Virusweeper packaging obtained

from the Society of International sustaining growth for

SIAA certification along with the carton-type developed in

Antimicrobial Articles (SIAA) for three types of décor sheets

October 2020.

in 2020: olefin-based in September, PVC-based in October,

Related press release
https://www.toppan.com/en/news/2021/02/newsrelease210218e.html

and coated paper in November. In antiviral performance
evaluation testing using the novel coronavirus (SARS-Cov-2),
Toppan’s antiviral/antibacterial olefin décor sheet was shown tosignificantly reduce the number of virus particles present.
Related press release (in Japanese)
https://www.toppan.co.jp/news/2020/11/newsrelease_201113_1.html

28

TOPPAN Sustainability Report 2021

Efforts to Address COVID-19 through Business

Topic 1■L aunch of Online Exhibition Platform V-MESSE■ W holesale Sales Launched for Face Shield for

Eating and Drinking Developed Using Resultsof Research on the Fugaku Supercomputer

Toppan has developed V-MESSE, a platform that covers all
the functions needed to hold an online exhibition. Users cantake advantage of every function required for events held in

In March 2021 Toppan launched wholesale sales to thevirtual spaces, including online booth construction, visitor

retail industry of face shields for eating and drinking, which

management, online business negotiations, webinar streaming,

were developed in collaboration with Suntory Liquors Ltd.

log management, and questionnaires. With the COVID-19

Development was based on the results of research by RIKEN

pandemic making the holding of exhibitions, events, andusing the Fugaku supercomputer. The design was madeseminars challenging, V-MESSE provides a framework thatavailable as open data, but Toppan is also selling premade faceresponds to the increase in needs for online exhibitions.

shields to drive further expansion and wider use in society. This

Toppan can also provide every element of support,

initiative is an example of businesses implementing workableincluding content production, planning, proposals, and related

countermeasures based on scientific insight provided by theoperations.

Fugaku supercomputer, and Toppan, Suntory Liquors, and
RIKEN are working together to contribute to overcoming the
COVID-19 pandemic.

Related press release (in Japanese)
https://www.toppan.co.jp/news/2020/09/newsrelease_200911_1.html

Related press release
https://www.toppan.com/en/news/2020/12/newsrelease201208e.html■ Launching Online Tours that Provide■ Supporting the Smooth Operation ofExperiences of Traditional Japanese Culture

Vaccination Centers with the VoiceBiz® Multilanguage Speech Translation Service

In September 2020 Toppan and Toppan Travel Service

Toppan has equipped the VoiceBiz® speech translation service

launched Profound Tourism Online, a service that provides

with new set phrases (in 17 languages) related to vaccination

highly immersive online tours by combining cutting-edge

and is providing it free of charge as a multi-language guidance

virtual reality (VR) visuals and interaction with cultural

service to public-sector organizations operating vaccination

experts. Internet-based streaming that enables users incenters. VoiceBiz uses multi-language speech translation

multiple locations to get a taste of traveling is fused withtechnology developed by Japan’s National Institute ofvirtual experiences using VR and other content themed on

Information and Communications Technology (NICT). By

cultural assets. In addition to offering a new form of tourism

making it available, Toppan is supporting the smooth operation

experience, the service addresses the issue of how to createof vaccine centers catering to diverse people, including foreigncontent presenting the appeal of traditional Japanese culture

nationals residing in Japan.

and showcase it to the world.

Related press release (in Japanese)
https://www.toppan.co.jp/news/2021/06/nsrelease210608_1.html

Related press release
https://www.toppan.com/en/news/2020/09/newsrelease200910e.html

Set phrases related to
COVID-19 vaccination

29

TOPPAN Sustainability Report 2021

Topic 1

Efforts to Address COVID-19 through Business

Creating a VR Online Training Center in a Virtual SpaceToppan VR Online Training Center faithfully recreates the
Toppan Koishikawa Head Office Building and is comprised of
TOPPAN Entrance, TOPPAN VR Hall, TOPPAN VR Academy,
and TOPPAN HR Mall. Training for new recruits has been
held completely online for two consecutive years. The VRtraining center was introduced for the April 2021 intake andallows employee trainers to also participate in the virtual
space without visiting a physical office. This initiative iscontributing to mitigating the spread of COVID-19 infection

Related press release (in Japanese)
https://www.toppan.co.jp/news/2021/03/newsrelease210322_1.html

and ensuring the safety of employees.

30

TOPPAN Sustainability Report 2021

Topic 2

Addressing Climate Change and the TCFD

Toppan recognizes the scale of the impact of climate change on the Company’s business operations and considers climate change to be
an important management issue. In 2019, Toppan announced its support for the recommendations of the Task Force on Climate-related
Financial Disclosures (TCFD), which was established by the Financial Stability Board. In 2020, Toppan commenced scenario analysis
based on the recommendations.

■ Basic Approach to Climate Change
In 1992, Toppan formulated the Toppan Printing Declaration

SDGs STATEMENT and announced that the Company would

on the Global Environment, which set out the Company’s

integrate the SDGs into management. Toppan aims to support

basic philosophy on environmental conservation activities.

the realization of “fulfilling, sustainable living” through SDG

In April 2009, Toppan revised the declaration to create theinitiatives. Toppan has set out Companywide Materiality, which

Toppan Group Declaration on the Global Environment, a basic

supports the business foundation, and Business Materiality, inphilosophy for Groupwide activities. Based on this declaration,

which initiatives are addressed through business operations.

Toppan has taken a more proactive approach to advancing

For each, Toppan has selected environmental issues, including

business activities with consideration for environmental

climate change. In this way, Toppan is advancing initiatives toconservation.

address climate change from both Companywide and business

In November 2019, Toppan formulated the TOPPAN

perspectives.

■ Addressing the TCFD
The Task Force on Climate-related Financial Disclosuresof the resilience of the organization’s strategies in an easy-to-(TCFD) was established in 2015 by the Financial Stability

understand manner.

Board at the request of the G20. It considers how climate-

Toppan announced its support for the TCFD in 2019.

related information should be disclosed and how it should

From 2020, the Company has implemented scenario analysis

be handled by financial institutions. The final report issued

based on the recommendations, and has started to discloseby the TCFD in June 2017 recommended that companies

information based on that analysis. In the future, based on

and other organizations disclose information about risks

the disclosed information, the Company will continue toand opportunities related to climate change in four thematic

drive a cycle in which feedback from stakeholders is linked

areas—governance, strategy, risk management, and metrics

to strengthening management strategy pertaining to climate

and targets. In particular, the report recommends disclosurechange.

■ Governance Structure for Climate Change
In its Medium Term Plan, which takes fiscal 2021 as its firstcomprehensive decision-making with regard to such matters

year, Toppan has announced “expanding ESG initiatives” asas management strategy, taking climate-related issues into

one of its priority measures under the concept of “Digital &account.
Risks that could have an especially significant impact on

Sustainable Transformation,” and the Company is strengthening

management are identified as “significant risks” by the Risk

governance related to ESG issues, including climate change.

Management Working Group (administered by the Compliance

The Board of Directors has delegated the handlingof climate-related issues to the Sustainability Promotion

Department of the Legal Affairs & Intellectual Property

Committee, which is chaired by the President & Representative

Division). With regard to climate change, Toppan identifies

Director. The Sustainability Promotion Committee hassignificant risks, and in coordination with Companywide risk

established multiple working groups and coordinates climate-management activities, the responsible head office divisions

related issue assessments and countermeasures. Throughspearhead efforts to formulate countermeasures and implement

the Management Committee, the Board of Directors receives

comprehensive management measures. Information regarding

reports from the Sustainability Promotion Committee regarding

the status of those measures is collected and reported to thethe assessment and status of climate-related issues as well

Board of Directors to ensure appropriate supervision by theas target management. The Board of Directors implements

Board of Directors.

31

TOPPAN Sustainability Report 2021

Topic 2

Addressing Climate Change and the TCFD

Sustainability Promotion Structure for Addressing Climate Change and Other ESG Issues
Board of Directors
Reporting and supervising
Management Committee
Reporting and supervising
Sustainability Promotion Committee
Reporting and supervising
ESG Information Disclosure
Working Group

SDGs Promotion
Working Group

TCFD Working Group

Coordinating

Risk Management
Working Group
Coordinating

Formulates and advances

Formulates and advances plans

Identifies significant risks forachievement of the SDGs

Toppan’s ESG information

change) and formulates andbusiness plans focused on the(including climate change)

for appropriate disclosure of(including climate change)

Toppan (including climate
advances plans forcountermeasures■ Scenario Analysis
For the implementation of scenario analysis, Toppan hasthat there are risks of increased costs accompanying theestablished the TCFD Working Group under the Sustainability

introduction of a carbon tax and higher prices for purchased

Promotion Committee, which is chaired by the President &energy, and that there are opportunities for increased sales ofRepresentative Director. Related head office departments

low-carbon-emission products and services, based on changes

participate in this working group, which has identified

in consumer consciousness, and for gains in corporate value.
Under the 4ºC scenario, it is possible that higher

important climate-related risks and opportunities andatmospheric temperatures could lead to such risks as anevaluated impacts, primarily financial impacts.
This was Toppan’s first implementation of scenario

increase in wind and flood damage, resulting in a stoppage

analysis, and the Company utilized two scenarios: the 2ºC

at major plants supporting operations, or pollution fromscenario (partially incorporating a 1.5ºC scenario), where

chemical substance discharge. However, Toppan is advancing

the increase in the global average temperature at the end

countermeasures, such as BCP formulation.
This analysis and the examination and implementation ofof the century is limited to 2ºC in comparison with preindustrial levels, and the 4ºC scenario, in which the increase

countermeasures were implemented based on the discussions

is approximately 4ºC. The scenarios were applied to the entireof the Sustainability Promotion Committee, which received

value chain, including R&D, procurement, production, andreports from the TCFD Working Group.
By continuing to implement scenario analysis, Toppan

product supply, centered on Japan, where the majority of
Toppan’s operations are conducted, and long-term forecasts up

will increase accuracy and further advance integration withto 2050 were considered.

management strategies, thereby increasing resilience in an
uncertain future.

Under the 2ºC/1.5ºC scenario, Toppan reconfirmed

32

TOPPAN Sustainability Report 2021

Topic 2

Addressing Climate Change and the TCFD

Climate Change: Opportunity/Risk Evaluation and Countermeasures
2℃ (partially incorporating 1.5℃) Scenario
There will be impacts such as regulations and new tax burdens, but new business opportunities will be created by needs
arising from the increase in people’s environmental consciousness.
Expected situation

Item

ImpactTransition opportunities

Transition risks

Medium・I ntroduction ofcarbon tax on fossil
fuels, introductionof carbon
border tax, anddiscontinuance ofsubsidies as a resultof strengthened
policies for thetransition to a lowcarbon society

・I ncrease in
manufacturing costs due
to imposition of carbon
tax on CO 2 emissions
from the utilization ofenergy derived from fossil
fuel use(Estimating
Scope 1 +Scope 2
financial

impact ofapproximately
4.7 billion yen/year in fiscal
2030 *1)

・By fiscal 2030, advance energy-saving measures andachieve 6.5% ratio of electricity derived from renewableenergy sources(Estimating that the Scope 1 + Scope 2 financial impact
resulting from these countermeasures will be a reductionof approximately 200 million yen/year in fiscal 2030 *1)▶Toppan Group medium-and-long-term environmental
targets for fiscal 2030
・By fiscal 2050, achieve 100% ratio of electricity derived
from renewable energy sources, together with othermeasures achieve virtually zero Scope 1 + Scope 2 CO 2
emissions▶Toppan Group Environmental Vision 2050
・Monitoring of systems and renewable energy technologies
from long-term viewpoint

・I ncrease in
manufacturing costs due
to imposition of carbon
tax on thermal recyclingof waste (plastic) arisingin manufacturing

Small・I ncrease in procurement
costs as suppliers pass
the cost of adapting to a
low-carbon society on toselling prices

Small・I ncrease inelectricity prices
due to increasein adjustability
resulting from risein renewable energy
ratio・I ncrease in
manufacturing costs
due to rise in purchased
energy prices

MediumExpected situation

Item

Impact・Growing needs
for eco-friendly
products due toincrease in people’s
environmental
consciousness,
shift in consumerawareness fromowning to sharing

Countermeasures

・Increased sales
opportunities through theprovision of low-carbonemission products andservices・By fiscal 2030, achieve material recycling ratio of 65% forwaste plastic from production processes▶Toppan Group medium-and-long-term environmental
targets for fiscal 2030
・Monitor systems and recycling markets from long-term
viewpoint・Research suppliers, develop new suppliers, research/
consider alternatives
・Monitor systems and markets from long-term viewpoint

・A dvance energy-saving measures and expand
introduction of renewable energy for self-consumption

Securing opportunities
・Reduction in CO2 emissions due to customer digitaltransformation and reductions in movement, operationalburdens, and time resulting from Toppan DX “Erhoeht-XTM”
initiatives

Large・Reduction in CO2 emissions through the provision ofsustainable packaging suitable for reduce/reuse/recycle
initiatives
・Reduction in CO2 emissions through the provision of
eco-friendly materials and schemes that make a strong
contribution to reducing greenhouse gas emissions and theprovision of solutions for energy saving and energy creation

・Promotion of climatechange initiatives andrelated information
disclosure

Medium tolarge

・Increased profit
through the creation ofenvironmental process
innovation technologies forprinting processes

Small tomedium・Recognition as a “Digital & Sustainable Transformation”
company
・Increase in corporate value due to ESG recognition

・Cost reductions and granting of licenses due to VOCtechnology development in the printing business*1 Financial impact based on assumption of carbon price of 10,500 yen/t

33

TOPPAN Sustainability Report 2021

Addressing Climate Change and the TCFD

Topic 24℃ scenario
World in which the effect of regulation is small, and there is a possibility of rising risk of natural disasters
Expected situation

Item

ImpactPhysicalopportunities

Physical risks

・Halt in production atplants due to waterand flood damage,・I ncreasing frequencyetc.
and intensity of windand flood damage due
to rising atmospheric・C hemical substancetemperature
discharge pollution
due to torrential rain,
floods, etc.

Large

MediumCountermeasures
・Reduce the risk of a halt in production by formulating
a business continuity plan that addresses flooding,diversifying the supply chain, installing facilities tominimize damage, implementing advance measures forfacilities, and using alternatives for chemical substancesthat have the potential to cause pollution
・Consider the possibility of leakage of chemical substances,
formulate and implement countermeasures
・Utilize casualty insurance for the purpose of dealing withdamage・Monitor anticipated risks

Expected situation

Item

Impact・Need for BCP due toincreased frequency
and intensity of windand flood damage

・BCP support business
utilizing ICT

MediumSecuring opportunities
・Supporting operational DX initiatives that address BCP by
combining digital technologies with advanced operational
know-how■ Metrics and Targets
Companywide Materiality (Environmentally Friendly & Sustainable Production)
Toppan has formulated the Toppan Group Environmental

has also set the Toppan Group Medium-and-Long-Term

Vision 2050, which sets out the policy for long-term initiatives

Environmental Targets for Fiscal 2030, which focus on theto address climate change and other global environmental

target year for achievement of the SDGs.

issues. Based on backcasting from the vision for 2050, Toppan

Toppan Group Environmental Vision 2050

Toppan Group Medium-and-Long-Term
Environmental Targets for Fiscal 2030

As a member of international society, the Toppan Group aims
to enable “fulfilling, sustainable living” by contributing todecarbonization, resource circulation, and the optimal use ofwater through forward-looking activities with consideration forpreservation of the global environment.

① Contributing to Decarbonization
Reduce Scope 1 and 2 greenhouse gas emissions by 32.5%(446 kt-CO2e) compared to the fiscal 2017 level (1,373 ktCO2e).
(Renewable energy ratio of 6.5%)
Reduce Scope 3 greenhouse gas emissions by 20% (1,224 ktCO2e) compared to the fiscal 2017 level (6,122 kt-CO2e).

① Contributing to Decarbonization
Aiming for virtually zero Scope 1 and 2 greenhouse gas
emissions.

② Contributing to Resource Circulation
Reduce final landfill waste disposal by 60% (4,444 t)compared to the fiscal 2017 level (7,407 t).
Increase waste plastic material recycling rate by 12
percentage points (to 65%) compared to the fiscal 2017 level(53%).

② Contributing to Resource Circulation
Aiming for zero waste emissions.
③ Optimal Water Use
Reducing water consumption and contributing to improved
water quality by preventing pollution.

③ Optimal Water Use
Reduce water consumption, improve water efficiency, andavoid water pollution risks.
(Quantitative targets will be set going forward.)

Business Materiality (Sustainable Global Environment)
Based on TOPPAN Business Action for SDGs, a blueprint

eco-friendly products and solutions—and is taking on theannounced in 2020, Toppan has specified three areas of focus—

challenge of addressing climate change-related issues throughcreating a circular economy, decarbonizing, and expanding

its business.

Creating a circular economy

Decarbonizing

Expanding eco-friendly products and solutions

Percentage of sales of sustainable
packagingNumber of services contributing togreenhouse gas reduction

Percentage of sales of eco-products
and solutions

Fiscal2025

50%

Fiscal2030

100%

Fiscal2025

Related information

15

Fiscal2030

20

Fiscal2025

55%

Fiscal2030

60%

Special Report 1: The Challenge of Contributing to the SDGs through Business

34

P. 18

TOPPAN Sustainability Report 2021

On Materiality at Toppan

Sustaining Toppan’s Sincere Approach
to Global Social Challenges
and Corporate Growth
Mieko Nakabayashi

Strengths Aligned with the SDGs, Corporate

External Director
Toppan Inc.

Creed, and Material Issues

What makes Toppan’s material issues unique is their

Opting for a Global Perspective on Decent

foundation, TOPPAN VISION 21. The Toppan GroupWork and Economic Growth

advocates “harmony with our global environment” in
its Corporate Creed. This principle is addressed in the“environmentally friendly & sustainable production”

I hope Toppan will unstintingly focus on addressing “SDG

and “sustainable global environment” themes

8: Decent Work and Economic Growth.” I would like thewithin the Group’s Companywide Materiality andGroup to take a global stand in pursuing decent work

Business Materiality categories. These efforts on theand economic growth instead of looking at only Japan.

environment are also encompassed in the targets underSpecifically, I hope Toppan will be able to emphasize

the United Nations Sustainable Development Goals

human rights around the world and review the Group’s(SDGs). I believe that harmony with the environment

supply chains accordingly. The COVID-19 pandemic has

is one of Toppan’s greatest strengths and purposes.

exposed gaps in the social systems on various fronts in

Toppan’s endeavors to address long-term, global social

Japan, calling attention to the growing need for upgrades.

challenges are essential to achieving “the continual

Zooming out to a global view, we are witnessing thedevelopment of the Toppan Group,” as stated in theemergence of myriad problems such as the digital divide

Corporate Creed.

(the knowledge gap between the digital haves and have-

The Companywide Materiality themes also includenots), disparity in employment, and gender inequality“employee health & job satisfaction,” another aspect ofin all societies, including the world’s democracies. A

the uniquely Toppan way. Toppan Inc.’s goal of raisingworsening of these problems could fuel the rise of non-the rate of eligible male employees taking childcare

democratic regimes. The G7 Summit in 2021 addressedleave from 59.5% in fiscal 2018 to 80% by 2030 is a

this geopolitical risk by calling for the unity of the world’s

good example of what Toppan can do.

democracies. It would be impressive if Toppan couldMore pioneering approaches will be taken to instilltake on these global challenges and pursue democracy,

the SDGs’ human rights principles into the Group’s

widening the potential for happiness and autonomy onmaterial issues. Businesses nowadays are reluctant toan individual level through decent work and economic

choose this strategy, as specific actions on the human

growth.

rights front might trigger a backlash from China orother Asian countries against what those countries

Tackling Emerging Challenges for theperceive to be interference in their internal affairs. As

Environment and Human Rights

few companies are prepared to act boldly, bold actions
by the Toppan Group would set Toppan apart. The
approach Toppan takes must be strategically designed

The principles on the environment and human rights

to contribute to the Group’s sustainable growth. Only

embodied by the SDGs will be integral to Toppan’s efforts

well-discussed, elaborate plans can be truly expected

to select the Group’s material issues to come.

to surmount the challenges ahead.

On the environment, I see that Toppan will

35

TOPPAN Sustainability Report 2021

On Materiality at Toppan

Upholding Toppan’s Sincere Contributions toneed to develop measures and strategies to achieve
decarbonization, a critical worldwide endeavor ina Changing Society

combating global warming. Toppan will also need toincorporate international frameworks and rules, such as
international economic partnership agreements, into theWith the transfer of power to the Biden administration inGroup’s management strategies.

the U.S., environmental issues have come under renewed

All too often, Japanese people and companies put

scrutiny and appear to be moving into a new phase.

little effort into the area of human rights. As I mentioned

Environmental issues, however, also have a shadowy

earlier, taking a courageous stand on human rights issues

side. In some sectors, Europe and the U.S. are adoptingis the correct approach from a long-term and global

competing strategies to grow their economies throughperspective. According to Swedish research organization

the development of green industries. Remember also that

V-Dem Institute, two-thirds of the world population lives

advanced environmental technologies are connected toin non-democracies. In the globalized economy, bravesecurity. I believe that such technologies must be kept

actions on human rights might pose short-term risks forout of the hands of countries or regions that pose militarybusiness. Careful premeditation and in-depth discussion

threats to their neighbors. All of us must be aware of this.

will be needed.

Toppan’s sincere contributions to society and theenvironment hold significant meaning in the current
geopolitical landscape. The employees who support
the Group are also playing an important role. That is
why Toppan must continue to grow as a corporation. A
delicate balance can be upset if the keystone is lost. I
hope that Toppan will retain its recognition of today’s
very real crises and remain a corporation that contributes
more to society and the global environment as it grows.

36

TOPPAN Sustainability Report 2021

Recognition (as of July 2021)
Inclusion in ESG Investing Indexes
・Dow Jones Sustainability™ World Index

Japanese companies) were ultimately selected. Toppan was

・Dow Jones Sustainability™ Asia/Pacific Index

the only Japanese company chosen in the Commercial &Professional Services industry group.

For the last four years Toppan Inc. has been included in

Toppan Inc. earned a particularly high score for its

the Dow Jones Sustainability™ World Index, a leading

environmental initiatives, ranking among the group leaders

global ESG investment index jointly developed by S&P Dow

in the Climate Strategy category. In the newly adopted

Jones Indices of the U.S. and RobecoSAM of Switzerland.

Information Security/Cyber Security category, Toppan

The companies listed on the Dow Jones Sustainability

ranked first.
Toppan Inc. was also

World Index are selected for excellence in sustainability
based on analyses of the environmental, social, andlisted on the Dow Jones

governance characteristics of their business activities.

Sustainability Asia/Pacific

Of the approximately 3,500 leading global corporations

Index in both fiscal 2019

examined for index listing in fiscal 2020, 323 (including 39

and 2020.

・MSCI Japan Empowering Women Index (WIN)・CDP

An environmental, social, and

The Carbon Disclosure Project (agovernance (ESG) investment
index provided by MSCI Inc.
of the U.S. Composed mainlyof companies recognized for

not-for-profit charity) recognizes

2021 Constituent MSCI Japan

companies that demonstrate

Empowering Women Index (WIN)(in Japanese)

outstanding performance andhttp://info.msci.com/l/36252/2017-

information disclosure on the environmental front. Toppan

06-27/kj5n9bInc. has earned an A- ranking from the CDP for its action on

their excellence in gender diversity in the workplace based

climate change.

on various ESG metrics, including the percentages of womenamong new hires and management. Toppan Inc. has been listed
in the index for two years in a row (since fiscal 2019).

・Sompo Sustainability Index
Established by Sompo Asset

・FTSE4Good Index Series

Management Co., Ltd. of Japan as an

・FTSE Blossom Japan Index

ESG investment index composed of

The FTSE4Good Index Series

around 300 companies with records

is a series of ESG investmentof outstanding performance in ESG metrics. The companies

indexes provided by FTSE Russell

listed on this index make up the portfolio for the Sompoof the U.K. The FTSE Blossom

Sustainable Asset Management product for long-term

Japan Index, meanwhile, isinvestment funds. As of fiscal 2021, Toppan Inc. has been

composed exclusively of Japanese companies that demonstrate

included in the Sompo Sustainability Index for 10 consecutive

outstanding environmental, social, and governance practices.

years (since the index was established in fiscal 2012).

Toppan Inc. has been listed in both indices for two years in arow (since fiscal 2019).

・S&P/JPX Carbon Efficient Index
The S&P Dow Jones and Tokyo Stock Exchange
jointly recognize Japanese companies witha sound record of disclosing environmentrelated information and achieving a high levelof carbon efficiency (low carbon emissions perunit of sales).

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TOPPAN Sustainability Report 2021

・Ethibel EXCELLENCE Investment Register

・EcoVadis

Forum Ethibel (a Belgian non-profit

A France-based ratings platform that assesses corporate socialorganization) registers companies that

responsibility and sustainability in supply chains based on

demonstrate outstanding ESG performance.

the four themes of the environment, labor and human rights,
ethics, and sustainable procurement. Toppan Inc. received
an EcoVadis Silver medal, a recognition granted to companies

・ECPI INDICES

ranking in the top quarter of the entities assessed.

ECPI (an investment managementadvisory firm based in Luxemburg
and Milan [Italy]) recognizes
companies around the world
whose sustainability activities meet the criteria set by ECPI.

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TOPPAN Sustainability Report 2021

Awards and Recognition for ESG
The Fiscal 2020 Nadeshiko Brand
A selection of TSE-listed companies with outstanding performance in gender equality
metrics, compiled by the Japanese Ministry of Economy, Trade and Industry (METI) andthe Tokyo Stock Exchange (TSE). From fiscal 2012, METI and TSE have been announcing
their Nadeshiko Brand selections with the aim of encouraging investment into thosecompanies and accelerating their diversity initiatives. Toppan Inc. was included in the listin both fiscal 2019 and 2020 (along with 45 and 44 other companies, respectively).

DX Stock 2021
In a joint initiative launched in 2015 to promote the strategic use of IT in business, theJapanese Ministry of Economy, Trade and Industry (METI) and the Tokyo Stock Exchange(TSE) introduced a Digital Transformation Stock Selection (DX Stock, formerly theCompetitive IT Strategy Company Stocks), a select group of TSE-listed companies active
in IT utilization. In 2020, METI and TSE began identifying companies of excellence in thedigital transformation (DX), a quest for enhanced competitiveness and ongoing corporate
growth based on the use of digital technology as a core force for drastically reforming
business models and management. Toppan Inc. was one of 28 companies awarded thisdesignation in fiscal 2021.

Health & Productivity Stock Selection 2021
Toppan Inc. was listed in the 2021 Health & Productivity Stock Selection under a program
jointly operated by the Japanese Ministry of Economy, Trade and Industry and theTokyo Stock Exchange (TSE) to recognize TSE-listed enterprises that excel in strategic
engagement in healthcare initiatives for employees from a management perspective(“health and productivity management*.”) This list is compiled with a view to accelerating
the health-conscious activities of enterprises by introducing model companies withoutstanding performance in employee healthcare metrics to investors who seek enhanced
corporate value over the long-term.
*T he term “health and productivity management®” is a registered trademark of the Workshop for theManagement of Health on Company and Employee of Japan.

2021 Health & Productivity Management Organization “White 500”
The Japanese Ministry of Economy, Trade and Industry has established a Certified Health& Productivity Management Organization Recognition Program to recognize enterprisesof various sizes that perform outstandingly in employee healthcare initiatives from amanagement perspective (“health and productivity management”). Under this program,companies are assessed for their engagement in initiatives to address healthcare-related
issues in communities and to practice the health-promotion measures recommended by
the Nippon Kenko Kaigi (Japan Health Conference).
Toppan Inc. has been certified as a member of the “White 500,” a select group of
health and productivity management organizations in the large enterprise category, for five
years running since the launch of the program in 2017.

39

TOPPAN Sustainability Report 2021

Eruboshi Marks
Eruboshi (“L Star” in Japanese; L stands for “lady, labor, and laudable”) is a certification
system aligned with the Japanese Act on the Promotion of Female Participation andCareer Advancement in the Workplace. Eruboshi marks are issued to companies that meetthe specific criteria for excellence in female success in the workplace and other genderequality metrics.
Toppan Inc. acquired the 2nd grade Eruboshi mark (shown on the right) on March 1,
2021.

Bronze Medal in ASRA
The Asia Sustainability Reporting Awards (ASRA) is a leading Asia-based corporate
reporting award program of worldwide renown. ASRA commends Asian companies
for best practices in sustainability reporting. The Toppan Sustainability Report 2020
won the bronze medal for Asia’s Best Environmental Reporting at the 6th ASRA. In
bestowing the award, judges cited Toppan’s outstanding environmental reportingtransparency and initiatives towards creating a sustainable society. Toppan Inc. was
the only Japanese company to be recognized in an ASRA category.

40

TOPPAN Sustainability Report 2021

SocialContents
Employee Health & Safety / Work-Life Balance

P. 42

Diversity & Inclusion

P. 53

Human Asset Development

P. 59

Total Quality Assurance

P. 64

Information Security

P. 66

Universal Design

P. 75

Sustainable Procurement

P. 80

Human Rights

P. 84

Social Contribution Activities

P. 88

S ocial

E nvironment

G overnance

Employee Health & Safety / Work-Life Balance

Employee Health & Safety /Work-Life Balance
Basic Approach

Approach

Toppan values its employees as precious “human assets” andunion separately. The declaration pursues dual aims. The firstunderstands how deeply it depends on them. The Company isis to promote enhanced health for employees and their families

convinced that human assets perform to their full potential whenthrough various approaches, such as activities to support work-

they are vigorous, earnest, and driven.

life balance. The second is to contribute to society throughhealth-related businesses that support health promotion activities

To support motivated, vigorous, and earnest work, Toppan

undertaken in communities.

promotes rewarding working conditions and healthcare andsafety measures in cooperation with the Toppan Printing Labour

The Basic Policy on Safety, Health, and Fire Protection,

Union (“the labor union”) and Toppan Group Health Insurance

meanwhile, enunciates a “safety first” principle as a top priority

Union (“the health insurance union”).

for the entire Toppan workforce, including both regular andcontract employees, towards the complete elimination of

For employee health and safety in particular, the Group has
undertaken various measures based on the Health Management

occupational accidents. The Group is maintaining its efforts to

Declaration (established in 2015; revised in 2019) and the Basiceliminate occupational accidents in fiscal 2021.

Policy on Safety, Health, and Fire Protection (updated in April
2020, from the Basic Policy on Health and Safety formulated*The term “health and productivity management®” is a registeredtrademark of the Workshop for the Management of Health on Company
and Employee of Japan.

in 2010). The Health Management Declaration clarifies future
health management policies for maintaining and enhancing

Health Management Declaration (in Japanese)
https://www.toppan.co.jp/about-us/our-corporate-approach/health-manage-declaration.html

the health of Group employees. From a viewpoint of “healthand productivity management*,” this declaration visualizes

Basic Policy on Safety, Health, and Fire Protection (in Japanese)
https://www.toppan.co.jp/about-us/our-corporate-approach/safety-policy.html

and reorganizes health promotion measures and action plans
previously organized by the Group and the health insurance

Promotion Framework

Promotionframework

The Personnel & Labor Relations Division in the head office

healthcare and safety initiatives in cooperation with thecoordinates with general affairs departments in businesslabor union, the health insurance union, and general affairs

divisions across the Company to implement various measures

departments in business divisions across the Company.

on labor matters in consultation with the labor union. The
division also spearheads the development of employee■ Forming Labor-Management Partnership
Toppan’s labor union and management respect each other’s

management committees meet when necessary to discuss

positions as partners with shared ideals. They have been

specially designated subjects such as the creation of a working

working together on various issues on an equal footing.

environment amenable to enhanced job satisfaction.

Business councils are convened as Companywide andToppan has adopted a union shop system. In principle,

operational-site-based forums to discuss wide ranging

all non-managerial employees belong to the labor union as

managerial issues. Several special committees are also

members.

convened to deliberate pertinent issues of the day. Standing*7,205 union members out of Toppan Inc.’s total workforce of 10,730
employeescommittees meet to discuss issues such as working hour
reductions, wages, and health and safety. Individual labor-

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TOPPAN Sustainability Report 2021

S ocial

E nvironment

G overnance

Employee Health & Safety / Work-Life Balance■ Committing to Health Management
The Toppan Group has formulated a structure for promoting

Structure for Health Management Promotion“health and productivity management*” by establishing a HealthGeneral aﬀairs
departments
at operational sites

Head of healthmanagement

Management Promotion Council overseen by the President &Representative Director as the head of health management.

(President & Representative
Director)

Representatives from the Group and the health insurance union
meet to establish key targets and key performance indicator

Toppan Printing
Labour Union

Health management
promotion supervisor(KPI) benchmarks for employee healthcare initiatives. The

Safety and HealthCommittee(Director in charge of personnel
and general aﬀairs departments)

council discusses, implements, verifies, and improves various
healthcare measures to achieve the targets and benchmarks.

Collaborating in
implementing measures*The term “health and productivity management®” is a registeredtrademark of the Workshop for the Management of Health on Company
and Employee of Japan.

Clinics andmedical specialists

Health Management
Promotion Council

Industrial counselors

Health insurance union;
Personnel andgeneral aﬀairs divisions at
the head oﬃce
Collaborating

Departments
involved inhealthcare
businesses

43

Industrial physicians

Toppan Group
Fraternal
Beneﬁt Society

Collaborating

Collaborating

Publicrelationsdivision

Corporateplanning
division

TOPPAN Sustainability Report 2021

S ocial

E nvironment

G overnance

Employee Health & Safety / Work-Life Balance

Occupational Health and Safety

Approach

Activity results,
performance data

Safety masters, safety personnel, employees in charge of

Dojo facilities were also set up at two overseas Group sites inengineering and safety, and other safety experts have beenfiscal 2017, one in China and another in Thailand. Toppan will

deployed to Group sites across Japan to strengthen safetycontinue to refine its Groupwide safety promotion activities topromotion systems. In accordance with the Basic Policy on

prevent occupational accidents, with support from its five Anzen

Safety, Health, and Fire Protection, Toppan organizes various

Dojo facilities across Japan and two dojos overseas.

types of safety education for all employees in the Group,

Companies and organizations outside of the Toppan Group

including both regular and contract workers. The thoroughcome to train at the domestic dojo facilities. While most train at

education covers training for forepersons and risk assessment

the Kawaguchi dojo , inquiries on the use of dojos at the othertraining to upgrade the intrinsic safety of machines andfour plants are also welcome.

equipment.

A new virtual reality (VR) simulator to train employees andAnzen Dojo safety-training facilities outfitted to simulate

guests in the handling of workplace dangers has been installed inand alert employees to workplace dangers have been operating

the Kawaguchi dojo . The dojo is also equipped with mechanicalat the Kawaguchi Plant in Saitama Prefecture, Takino Plant insimulators to familiarize trainees with the dangers of dust

Hyogo Prefecture, and Fukuoka Plant in Fukuoka Prefecture for

explosions and exposure to hazardous chemicals.

years. More recently, new domestic dojos have been establishedMore details on Toppan’s Anzen Dojo initiatives (in Japanese)
https://www.toppan.co.jp/about-us/our-corporate-approach/safety-policy/anzendojo.html

at the Gunma Central Plant in Gunma Prefecture (in fiscal
2020) and the Shiga Plant in Shiga Prefecture (in May 2021).

■ Expanding Anzen Dojo Overseas
Two Anzen Dojo safety-training facilities were recently opened

2017年10月にタイ・サイアムトッパン、2018年1月に中国・リーホォン東芫工場に「トッパングループ安全道場（以下安全道場）」を開設しましたが、今後は他の海外事業所にも順次安全体感道場を開設し、その現地に合せた安全教育を強化して参ります。
今回開設された海外2カ所の「安全道場」では、これまで国内で培ってきた知見を活かし、また海外事業所の実情に合わせた展示、体感設備の導入と、運用体制の構築を行っています。
運用体制については、国内と同じように安全師範を現地にて要請し、定期的に現場オペレーターを集めて、安全教育を実施しています。
（中国・リーホォン東芫工場の安全道場）

The number of safety training participants at the dojo

at Toppan Group sites outside of Japan: one at Siam Toppan

facilities was limited to about 250 people in fiscal 2020 as a

Packaging Co., Ltd. in Thailand in October 2017; another atconsequence of a prolonged site closure during the COVID-19

Toppan Leefung Packaging & Printing (Dongguan) Co., Ltd. inpandemic.

2017年10月にタイ・サイアムトッパン、2018年1月に中国・リーホォン東芫工場に「トッパングループ安全道場（以下安On a cumulative basis, more than 37,750 Group employeesを開設しましたが、今後は他の海外事業所にも順次安全体感道場を開設し、その現地に合せた安全教育を強化し今回開設された海外2カ所の「安全道場」では、これまで国内で培ってきた知見を活かし、また海外事業所の実情
andvisitors
have taken safety training since the dojo facilitiesに合わせた展示、体感設備の導入と、運用体制の構築を行っています。
運用体制については、国内と同じように安全師範を現地にて要請し、定期的に現場オペレーターを集めて、
opened.
安全教育を実施しています。

China in January 2018.
These overseas facilities leverage the Group’s expertiseon safety training cultivated at similar dojos in Japan. Bothfacilities are equipped with safety-related displays and hazard（タイ・サイアムトッパンの安全道場）（中国・リーホォン東芫工場の安全道場）

simulators optimally selected for the working conditions attheir sites. Toppan fosters onsite safety masters for overseas
Group companies and regularly holds safety sessions forfrontline operators according to the same operational scheme
applied in Japan. Anzen Dojo tours with hazard simulators
were conducted to ensure awareness of potential hazards for
employees working at four Group sites in the U.S. (May 2019),
two sites operated by Giantplus Technology Co., Ltd. (November

TOPPAN
NEWSROOM : Toppan Printing Opens Anzen Dojo Safety（タイ・サイアムトッパンの安全道場）
Training Facilities Overseas
https://www.toppan.com/en/news/2018/03/newsrelease180308.html

2019), and several Group sites in Indonesia and Thailand (May2020).

44

TOPPAN Sustainability Report 2021

S ocial

E nvironment

G overnance

Employee Health & Safety / Work-Life Balance

Every indicator assured by an independent assurance provider is marked with an assurance stamp.

■ Occupational Health and Safety
In fiscal 2020 the Toppan Group continued undertaking safety

to the death of a regular or contract employee in the Toppan

activities towards the complete elimination of occupational

Group in the last three years.

accidents. There have been no occupational accidents leading
2016
Deaths fromoccupational
accidents

Frequency rate*1

Severity rate*

2

2017

2018

2019

2020

Toppan Inc.

0

0

0

0

0

Toppan Inc. andsome of its
subsidiaries*3

0

0

0

0

0

Toppan Inc.

0.000

0.000

0.048

0.144

0.095

Toppan Inc. andsome of its
subsidiaries*3

0.328

0.307

0.210

0.342

0.238

Toppan Inc.

0.000

0.000

0.001

0.003

0.001

Toppan Inc. andsome of its
subsidiaries*3

0.010

0.005

0.008

0.007

0.004

*Period covered: January 1–December 31*1 Number of occupational accidents requiring employee leave, per million cumulative actual working hours(reflects the frequency of occupational accidents)*2 Number of workdays lost as a consequence of occupational accidents, per thousand cumulative actual
working hours (reflects the severity of occupational accidents)*3 Subsidiaries covered: 18 domestic subsidiaries under the control of Toppan Inc. or its business divisions■ Convening Safety Meetings
The Personnel & Labor Relations Division (Health, Safety

pandemic in fiscal 2020, Toppan cancelled the scheduled& Fire Safety Promotion Department) coordinates with theonsite meetings to restrict the entry of members into the plant

Manufacturing Management Division to convene safety

premises of other operational sites. In place of the safety

meetings at Group sites across Japan. The members gather

meetings, remote safety checks were arranged at Group sites

to assess and deliberate the ongoing safety measures applied

all across Japan. Toppan plans to select which operational sites

to machines and equipment and the activities undertaken to

are to hold safety meetings in fiscal 2021 by reviewing their

mitigate health and safety risks.

records of occupational incidents in fiscal 2020. The fiscal 2021
meetings will be held remotely, as a rule.

Safety meetings were held at 26 operational sites infiscal 2018 and 35 sites in fiscal 2019. During the COVID-19

45

TOPPAN Sustainability Report 2021

S ocial

E nvironment

G overnance

Employee Health & Safety / Work-Life Balance

Measures for Mental Healthcare

Promotionframework

Approach

Activity results,
performance data

Toppan works with industrial physicians and the Toppan

line findings on physical and mental condition. Toppan alsoGroup Health Insurance Union to undertake various

provides wide-ranging forms of education, such as training formeasures for the prevention of mental health problems at the

new employees, rank-based training, division-based training,

workplace. The measures broadly cover “primary, secondary,workshops at workplaces, and training for candidates forand tertiary prevention” strategies, as well as prevention-

overseas assignments. Emerging challenges such as harassment

focused approaches (“fundamental prevention”) to reinforce theprevention and special care for remote working are also

physical and mental health, communication skills, and teamaddressed in the Company’s training regime.
Toppan has established several rehabilitation programs tostrengths of individual employees.

support employees during and after mental healthcare leave. A

Toppan develops in-house training programs and materials
attuned to internal demands of mental healthcare by making

step-wise, three-month return-to-work program helps returning

extensive use of diverse knowledge and research from outside

employees maintain a good balance between work and medicalof the Company. Training programs embrace theories andtreatment. By gauging an employee’s readiness for a return tomethods such as cognitive behavior therapy, clinical art therapy

the workplace, this system has been effectively preventing the(via Art Salon workshop), the five factors & stress (FFS) theory,

exacerbation or recurrence of mental burdens.

and Adler’s theories of individual psychology, as well as front-■ Developing an In-house Stress Check System
Toppan has analyzed extensive data from employee stress-check

check system that automatically prescribes tailored forms ofresults and from specialists overseeing mental health problems

mental hygiene support, such as video coaching programs thatat the workplace. The risk factors for mental illness identified so

employees in need can access without surrendering personally

far include not only excessive stress, but also deficient physicalidentifiable information. The Company also provides feedback

and mental condition linked to unhealthy lifestyles and major

on the results of group analysis to managerial staff to help themchanges in personal and working environments. Based on

improve their workplace environments.

these findings, Toppan has developed an in-house stress

Overview of Mental Healthcare Activities
Self-care● Good physical and mental

Fundamental
prevention

condition● Communication skills● Preparedness forenvironmental changes

Line Care (by managers andsupervisors)● Motivation● Harassment prevention● Anger management

Care Using Resources
within the Workplace● In-house training andeducational materials

Care Using Resources
outside the Workplace● In-house seminars byexternal lecturers● External seminars

Mental stress checks
Primary
prevention● Good physical and mental

condition● Guidance on addressing

environmental changes

Secondary
prevention● Lifestyle modification● Consultations by specialist

physicians● Improved workplaceenvironments via group
analysis● Interviews by physicians● Consultations by internal● Ongoing treatment

programs (EAPs)

counselors● Interviews, etc. held in cooperation with supervisors,

general affairs departments, industrial physicians, and theToppan Group Health Insurance Union● Interviews, etc. held in cooperation with supervisors,

Tertiary
prevention● Employee assistancegeneral affairs departments, industrial physicians, and theToppan Group Health Insurance Union● Cooperation with family

doctors and consultant
physicians● Return-to-work programs● Return-to-work drills● Program for determining when to return to work

46

TOPPAN Sustainability Report 2021

S ocial

E nvironment

G overnance

Employee Health & Safety / Work-Life Balance

Work-Life BalanceApproach

SystemPromotionframework

Activity results,
performance data

Toppan implements wide-ranging initiatives and systems toextended leave, retirement benefits, corporate pension, andpromote good work-life balance for its employees. In addition toother systems for living support. The Toppan Group Fraternal

operating worksite cafeterias, dormitories for single employees

Benefit Society, meanwhile, runs welfare programs for leisure,and resort and fitness facilities, employees are provided withhealth promotion, and life design support. To assist diversea system to encourage property accumulation via savings andemployee lifestyles, Toppan’s spouse-related systems were

financing and asset-building support through stock ownershiprevised to accommodate same-sex partners and common-and various types of collective insurance. Toppan also offers

law marriage on July 1, 2020. Employees with same-sex andenhanced support systems for employees with children andcommon-law partners are now granted leave for celebrations

nursing care responsibilities to help them maintain good work-and condolence and receive allowances, wedding gifts, andcare balance. The Company takes steps to enrich sick leave,other benefits.

■ Supporting Work-Life Balance■ Announcing a Common Employer’s Action PlanAt the ongoing business councils and labor-management

Toppan Inc. has been publishing its common employer’s action

committees to support work-life balance, Toppan Inc.’s laborplan based on the Act on Advancement of Measures to Support

representatives and management exchange opinions andRaising Next-Generation Children of Japan.
This act specifies respective responsibilities of central anddeliberate measures to further shorten overtime workinghours and comply with the revised Labor Standards Act of

local governments, employers, and citizens of Japan in their

Japan. They have also been analyzing actual overtime practices,

efforts to create healthy environments for the upbringing ofreviewing the use of recently adopted working systems, andchildren who are to lead coming generations. The act stipulates

examining the introduction of new systems. Their deliberations

that, as of its enactment on April 1, 2005, these four parties

led to the introduction of a remote working system on Octoberare expected to intensively and systematically engage in

1, 2020. This system offers employees three options: working

childrearing initiatives.
The common employer’s action plan, meanwhile, aims tofrom home, working at satellite offices, and mobile working. To
enhance labor flexibility, the Company has also abolished thedevelop a working environment that supports balanced work

core working hours under Smart Work, a flexible working-hourand family life for employees with young children. Employers

system introduced in 2018. New working systems have been

are expected to design a plan primarily to arrange varied

launched and existing systems have been modified to adapt toworking conditions for diverse employees, including those not

new-normal ways of working suitable for the post-COVID-19

raising children.

world.
Labor and management at each operational site also

More details on Toppan Inc.’s Common Employer’s Action Plan (fifth term;in Japanese) based on the Japanese Act on Advancement of Measures to
Support Raising Next-Generation Children
https://www.toppan.co.jp/assets/pdf/sustainability/
toppan20200630_actionplans5.pdf

discuss approaches to creating more accommodating workplaceenvironments that encourage employees to take leave. The
measures they have devised and implemented are tailored tothe actual working conditions at their sites.
The target paid leave set by the Company is at least 10
days per year per employee.
Employees who have worked for the Company for 30
consecutive years are honored with a reward for long service,along with a period of leave.

■ Annual Paid Leave Used
Average paid leave used(days)
Average ratio*

Fiscal 2016

Fiscal 2017

Fiscal 2018

Fiscal 2019

Fiscal 2020

9.6

10.3

10.3

11.1

10.3

50.8%

55.1%

54.9%

60.6 %

55.2 %*Average ratio = average paid leave used / average paid leave granted

47

TOPPAN Sustainability Report 2021

S ocial

E nvironment

G overnance

Employee Health & Safety / Work-Life Balance

Every indicator assured by an independent assurance provider is marked with an assurance stamp.

■ Main Leave Systems and Family Benefits
Main Leave Systems and Family Benefits / Measures to Support Work-Life Balance andFoster the Next Generation
Stock Leave

If annual paid leave is left unused for two years after it is granted, up to 50 days of the leave can be accumulated as
stock leave. Employees are eligible to use their stock leave for reasons such as medical treatment for themselves ortheir spouses, healthcare or nursing care for their families, fertility treatment, recovery-work in the aftermath of
unexpected disasters, or the closure of their children’s schools or the like because of infectious diseases, natural
disasters, or other serious incidents. (To be taken in half-day allotments, as necessary.)Childcare Leave

Both mothers and fathers are eligible for fulltime childcare leave taken consecutively until their child reaches the ageof two years. The first five days of childcare leave can be taken as paid leave. From the sixth day, employees on leavereceive 10% of their regular salaries from the Company (until their child reaches the age of two years) and subsidiesof 30,000 yen a month from the Toppan Group Fraternal Benefit Society. They can also work for shorter hours(maximum reduction of two hours per day) or select a flextime or irregular working schedule from the date of theirreturn to the job until their child completes the fourth year of elementary school. The Company subsidizes certain
childcare costs and provides childcare-related information through a consultation desk.

Rehiring of Employees who
Leave the Company to Raise
ChildrenRehiring is guaranteed for an employee who resigns to deliver and raise a child, provided that the employee has
worked for Toppan for more than three consecutive years up to the date of resignation. A resigned employee whomeets this condition will remain eligible for rehiring until May 1 of the year when the child enters elementary school.

Nursing Care Leave

Employees are entitled to take leave for nursing care. For every family member requiring care, an employee is entitledto one year of consecutive or aggregated leave and up to three years of other work-hour adjustments such as staggered
working hours or two-hour working day reductions. The Toppan Group Fraternal Benefit Society pays a 30,000-yen
subsidy per month as assistance during the leave. Toppan offers nursing care-related information and contracts
consultants outside the Company to provide guidance.

Leave for Child Healthcare

Employees can take up to 10 days of leave a year, regardless of the number of children they are raising. (To be taken
in half-day or one-hour allotments, as necessary.)

Volunteer Leave

Employees can take volunteer leave to engage in socially beneficial activities for up to one year. Employees onvolunteer leave receive an allowance.

Staggered Work-hours

An employee can adjust daily working hours upward or downward by one hour to avoid rush-hour commutes during
pregnancy and by two hours for childcare (until his or her child completes the fourth year of elementary school).

Dependent Family Allowance

For employees with children, the Company pays a monthly allowance of 20,000 yen for each child. This allowance isdiscontinued on the first April 1 to arrive after the child’s 20th birthday. (No limit for the number of children isapplied.)Partial Subsidization ofBabysitter Expenses

The Toppan Group Fraternal Benefit Society subsidizes 50% of babysitter expenses (up to 5,000 yen per day) for up to
90 days a year.

Guidance on Finding
Kindergartens and Daycare

Specialists provide knowledge and skills to parent employees seeking kindergartens and daycare for their children, as
practical guidance to help them return to work from childcare leave more seamlessly.

Other

The Toppan Group Health Insurance Union covers standard medical costs for childbirth. The union also sends
parent employees a complimentary childrearing magazine.

Employees Taking Maternity or Childcare Leave
Fiscal 2016

Fiscal 2017

Fiscal 2018

Fiscal 2019

Fiscal 2020

Employees taking
maternity leave

105

111

79

93

105

Employees taking
childcare leave*

300
（173）

334
（160）

363
（197）

342
（155）

302
（138）

*The number of male employees who took childcare leave is shown in parentheses.

■ Housing for Single Employees
Toppan is updating its housing for single employees. In March

comfortable living environment. Toppan Heights Higashi Jujo

2020, the Company completed the construction of Toppan

is equipped with Toppan’s newest décor products designed for

Heights Higashi Jujo in northern Tokyo, a residence designed

comfortable living in a next-generation residential environment.

to achieve a better work-life balance by shortening commutes

As added amenities, a soundproofed theater room and common

to Toppan’s main operational sites and providing a secure,lounge facilitate communication among residents.

Exterior view

Latest Toppan décor products

48

LoungeTOPPAN Sustainability Report 2021

S ocial

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G overnance

Employee Health & Safety / Work-Life Balance

Listed Again in the Health & Productivity Stock Selection in 2021

Activity results,
performance data

Toppan Inc. was listed in the Health & Productivity Stockproductivity management by collaborating with Japanese healthSelection again in 2021. The Japanese Ministry of Economy,

insurance organizations.

Trade and Industry (METI) has been working with the Tokyo

Toppan will continue to work in collaboration with theStock Exchange (TSE) to recognize enterprises that excel inGroup’s onsite clinics, industrial physicians, labor union,

strategic engagement in healthcare initiatives for employees

and other healthcare-related entities to develop working

from a management perspective (“health and productivity

environments amenable to enhanced job satisfaction andmanagement*”). Toppan was included in the selection once

promote health-conscious activities for Group employees andbefore, in 2018.

their families. Toppan’s healthcare solutions will also contribute

Toppan Inc. was also certified as an enterprise of

to the maintenance and enhancement of public health.

excellence in the 2021 Health and Productivity Management
Organization “White 500” (large enterprise category) under aprogram conducted by METI. In each of the five years since theprogram was launched in 2017, Toppan has been commended
for achieving outstanding results in advancing health and*The term “health and productivity management®” is a registeredtrademark of the Workshop for the Management of Health on Company
and Employee of Japan.

2021 “White 500” (left, in Japanese); 2021 Health& Productivity Stock Selection (right, in Japanese)

49

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Employee Health & Safety / Work-Life Balance

Planning Labor-Management Recreation Events

Activity results,
performance data

Toppan organizes various site-based, labor-managementbuild a sense of unity throughout the Group for more rewarding

recreation events designed to facilitate communication andwork environments.

■ Holding Toppan Sports Festival 2017
The Toppan Sports Festival is a Groupwide, labor-management

and implementation of the festival. As many as 4,300 Group

event held semiannually for Toppan employees and theiremployees and family members visited Saitama Super Arena tofamilies. Younger employees lead the planning, organization,

enjoy the various games and events in the 2017 festival.

■ Organizing TOPPAN eSports Festival 2021
On January 24, 2021, the Toppan Group held the TOPPAN

event history of the Group. Teams placing first in preliminary

eSports Festival 2021 as an online labor-management event.

e-rounds held at Toppan’s 48 domestic operational sites for

The festival replaced a scheduled non-virtual sporting event

worldwide participants came together to show their skills inthat had been cancelled as a COVID-19 pandemic safeguard.

a series of competitions at the esports festival. Various otherThanks to the limitless reach of esports, the Group’s 50,000

attractions, such as an art workshop and quiz contest, were

employees and employee families around the world were

held in tandem online, providing enjoyment for a wider range of

welcome to participate online, marking a new chapter in theparticipants.

50

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Employee Health & Safety / Work-Life Balance

Every indicator assured by an independent assurance provider is marked with an assurance stamp

Information on Personnel.

Activity results,
performance data

Number of Personnel (as of March 31)
Directors
Fiscal 2016
Fiscal 2017
Fiscal 2018
Fiscal 2019
Fiscal 2020

Management
Total
SupervisorsClass
Employees

AverageTenureAverage
Age

Male

18

7,930

2,158

1,932

15.1

43.4

Female

1

1,621

71

224

9.3

34.3

Male

19

7,964

2,201

1,914

15.2

43.6

Female

1

1,735

79

266

9.3

34.6

Male

18

7,974

2,282

1,891

15.4

44.0

Female

1

2,019

89

319

9.0

35.5

Male

15

8,123

2,366

1,908

15.1

44.5

Female

1

2,207

101

378

8.9

35.8

Male

14

8,294

2,449

1,879

14.9

44.8

Female

2

2,436

109

419

8.7

35.9

Sum Total
Employees

Part-timeWorkers

Dispatched
Staff

9,551

502

237

9,699

451

246

9,993

233

249

10,330183

375

10,730133

436*Sum total employees: In the tally for fiscal 2018 and after, the total number of employees includes the number of part-time workers who have shifted toindefinite-term employment.
*The average tenure: 20.3 years for male employees and 11.0 years for female employees, based on tallying periods of less than one year in month units, withthe pre-retirement tenures of re-employed employees added.

Personnel by Age-group (as of March 31)
Sex

Age-group
1. Below 30 years old

Male
Fiscal 2016
FemaleMale
Fiscal 2017
FemaleMale
Fiscal 2018
FemaleMale
Fiscal 2019
FemaleMale
Fiscal 2020
FemaleTotal Employees

Management Class

Supervisors919

2. 30-50 years old

4,767

1,154

1,787

3. Over 50 years old

2,244

1,004

145

1. Below 30 years old557

2. 30-50 years old

980

53

214

3. Over 50 years old

84

18

10

1. Below 30 years old

962

2. 30-50 years old

4,610

1,146

1,767

3. Over 50 years old

2,392

1,055

147

1. Below 30 years old605

2. 30-50 years old

1,019

55

252

3. Over 50 years old

111

24

14

1. Below 30 years old

971

2. 30-50 years old

4,394

1,170

1,706

3. Over 50 years old

2,609

1,112

185

1. Below 30 years old

687

2. 30-50 years old

1,149

57

297

3. Over 50 years old

183

32

22

1. Below 30 years old987

2. 30-50 years old

4,209

1,158

1,686

3. Over 50 years old

2,927

1,208

222

1. Below 30 years old

770

2. 30-50 years old

1,224

66

350

3. Over 50 years old

213

35

28

1. Below 30 years old

1,051

2. 30-50 years old

4,111

1,178

1,656

3. Over 50 years old

3,132

1,271

223

1. Below 30 years old873

2. 30-50 years old

1,302

66

390

3. Over 50 years old

261

43

29

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TOPPAN Sustainability Report 2021

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E nvironment

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Employee Health & Safety / Work-Life Balance

Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Number of Recruits
Regularrecruitment of new
graduates fromuniversities andgraduate schools

Sales,
administration, etc.
Technical

Regular recruitment of new graduatesfrom high schools and colleges oftechnology

Fiscal 2016

Fiscal 2017

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Male

98

105

102

115

109

105

Female

73

65

86

100

98

123

Male

102

115

86

108

109

128

Female

35

36

45

55

54

53

Male

3

1

6

4

5

3

Female

33

33

30

29

29

26

Total number of regular recruits(percentage of women)

344（41.0％）

Mid-career recruitment of experienced
personnel (outside recruitment)

355（37.7％）

355（45.4％）

411（44.8％）

404（44.8％）

438（46.1％）

Male

56

55

46

51

61

−

Female

20

22

13

17

36

−

*The starting salary of new university graduates was 211,000 yen (1,330 yen per hour) uniformly throughout Japan in fiscal 2020.

Reasons for Leaving
Sex
Male
Personal
reasons*
FemaleAge-group

Fiscal 2016

Fiscal 2017

Fiscal 2018

Fiscal 2019

Fiscal 2020

1. Below 30 years old

43

53

70

94

44

2. 30-50 years old

71

61

104

105

49

3. Over 50 years old

38

41

39

57

42

1. Below 30 years old

26

41

50

50

25

2. 30-50 years old

27

20

40

37

25

3. Over 50 years old

1

1

2

4

4

Male

84

119

124

180

174

Female

1

1

8

5

0
0

Retirement
Requested by theCompany
Other
Total

Male

0

0

0

0

Female

0

0

0

0

0

Male

80

88

90

90

92

Female

3

20

3

6

6

Male

316

362

427

526

401

FemaleTurnover rate

58

83

103

102

60

3.8%

4.5%

5.2%

5.9%

4.3%

*Six female and 29 male employees who left the Company for personal reasons in fiscal 2020 took advantage of Toppan’s support system for employees leaving
the Company to pursue new careers.

Retention Rates for Recruits (Percentage of fiscal 2018 hires still working at Toppan)
Male

FemaleHired on April 1, 2018

194

161

Still with Toppan as of April 1, 2021

168

142

Retention rates

87%

88%

Average for male and female employees

87.3%

Percentage who leave the Company before
working three years

12.7%

Average Annual Salary
AverageAnnual SalaryFiscal 2016

Fiscal 2017

Fiscal 2018

Fiscal 2019

Fiscal 2020

6,956,597 yen

6,910,163 yen

6,644,621 yen

6,811,464 yen

6,775,518 yen

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Diversity & Inclusion
Pursuing Diversity and Inclusion

Approach

The Toppan Group positions diversity and inclusion (D&I)

Toppanʼs vision for diversity and inclusion

initiatives as an important management strategy to further

A corporation that creates social value

advance its progress as a corporation that creates social value.

New
demandToppan values its employees as precious “human assets”
and understands how deeply it depends on them. Under theNew
servicesNew
solutions

New social
challenges

foundational concept of respect for human beings, the Grouphas been undertaking various measures to promote rewarding

Innovation creation

working conditions. Toppan will continue to adhere to D&I
principles that harness differences among its diverse humanTransformed
mindsets and organizations

assets as drivers of innovation. The Group will promote
diversity by encouraging employees to acknowledge and respect
each other’s personal qualities and values so as to better utilize

Accelerated
diversity and inclusionand enhance their diverse abilities.
In order to cultivate a D&I mindset within the workforce,

Diversity and inclusion through three approaches:

Toppan will facilitate ongoing dialogue and nurture heightenedManagement, Rewarding work, Businessawareness and sensibilities that ensure mutual respect.

Enhanced satisfaction
at work

ESG investing ratings, etc.

The Group is consistently developing psychologically safe

Talent pool

Enhanced physicaland mental healthInnovation creation

workplaces where every person can speak and act with dignity,

Management

free from inhibition or restraint.

Social contribution
as a corporate citizen

Diversity management

Sustainablecorporate
growthToppan Diversity and Inclusion Policy

Rewardingwork
D&I programs by
Personnel & Labor
Relations Div.

We will evolve into a social value creatorthat designs information and living

D&I solutions withadvanced UD

by developing psychologically safe workplaces

where every person’s sensibilities are nurtured,individual differences are recognized and respected,

Business
Creating shared value(for addressing social
challenges)

Value delivery
to society

and diversity is harnessed to drive innovation.

Satisﬁed individuals,
invigorated
workplaces

Interaction between the three approaches

Diversity & Inclusion Promotion Office

Promotionframework

Toppan values its employees as precious “human assets”

consultations for site members and share and address issues

and understands how deeply it depends on them. Under

that have been identified with the promotion office in order tothe foundational concept of respect for human beings,

ensure heightened diversity awareness throughout the Company.

the Company has been undertaking various measures to
Personnel & Labor Relations Division

promote rewarding working conditions. Toppan establisheda Diversity & Inclusion Promotion Office in April 2019 basedon a management strategy to evolve and accelerate site-based
diversity initiatives into Companywide endeavors.
The Diversity & Inclusion Promotion Office is responsible
for formulating the overall diversity plan and developing specificmeasures. The promotion office appoints personnel to take theinitiative in implementing actual diversity programs attuned
to the operational sites they serve. These personnel provide

53

Operational
site

Diversity & Inclusion
Promotion Oﬃce

Personnel incharge ofdiversity-related
initiatives

Employees(established in April 2019)

TOPPAN Sustainability Report 2021

S ocial

E nvironment

G overnanceDiversity & Inclusion

Supporting Employees with Children

Approach

SystemActivity results,
performance data

imposed under the applicable Japanese law), in fiscal 2016.

Toppan has striven to create a working environment in which

Toppan has also been running the “Hagukumi (nurturing)

employees can achieve better work-life balance. As tools
to accomplish such an environment, Toppan is developing

Program” since fiscal 2012. This program supports thesystems for childcare and nursing care leave, reduced working

wellbeing of employee parents by providing therapeutic

hours, higher family allowances for dependents, and various

activities for parents on childcare leave, activities to share theother benefits for employees.

know-how necessary for maintaining good balance between

To support employees with children, the period during

working and raising children, and activities to give employees

which employees with childcare responsibilities remain eligible

in various positions opportunities to learn about and consider

for reduced working hours and other preferential working

the importance of work-family balance. The Hagukumi Program

schedules was extended to the end of a child’s fourth year ofreceived the Minister of State for Gender Equality Award at theelementary school (surpassing the age-three requirement

Kids Design Award 2016 in Japan.

Main Systems for Supporting Employees with Children● Rehiring system for employees who leave theBefore childbirthCompany to deliver and bring up children● Time-off due to pregnancy-related morning

sickness

After childbirth

During childrearing● Leave for hospital visit● Leave for medical checkup● Staggered working hours● Specified fertility treatment subsidy● Childcare leave● Childcare leave allowance● Monetary gift on childbirth● Childcare leave grant● Preferential childcare measures (e.g., reduced● Day-off for childcare

and staggered working hours; flextime or irregular
working schedule in one-month allotments)● Day-off for child healthcare● Dependent family allowance● Subsidy for babysitter and home-caregiver

expenses● Stock leave (employees are eligible to use their stock leave [accumulated unused annual-paid-leave]

Other

for child healthcare and fertility treatment)

Hagukumi (nurturing) Program
A scheme to support
the wellbeing of employee parents

Hagukumi Program

Hagukumi Art Salon(from ﬁscal 2012)● To strengthen bonds between parents

and children● To stimulate interaction among● To provide therapeutic activities for parents on childcare leave● To share the know-how necessary for maintaining good balance between

working and raising children● To give employees in various positions opportunities to learn about andconsider the importance of work-family balance

Hagukumi Seminar

Hagukumi Circle(from ﬁscal 2013)(from ﬁscal 2014)

To learn and enhance understanding
about good balance between work andparenting throughout the workplace

To build a network of parent employees
who wish to discuss their concerns about
work and parenting and share ideas andtips on work-family balance

employees currently on childcare leave● To alleviate anxieties about returning towork*Held online across Japan in fiscal 2020

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Supporting Employees with Nursing Care Responsibilities

Approach

Activity results,
performance data

SystemTraining,
education

Toppan’s labor union and management employ systems to help

allows care-giving employees to commute to and from work by

employees maintain good balance between work and care at

Shinkansen bullet train in certain cases. Employees have also

home. These systems create an environment where employees

been able to take leave for nursing care in one-hour allotments,

can concentrate on work without worrying about care for family

just as they can with the child healthcare day-off, since fiscal

members at home. After reviewing the results of employee

2019.
Toppan will continue to enrich employee support

questionnaires on nursing care, Toppan relaxed the eligibility
requirements for nursing-care-related systems, designed ways

measures by providing information on good work-care balance

to enable employees to more flexibly adjust their working hours

through the intranet, holding NPO seminars on nursing care,for care, enhanced financial support during nursing care leave,and conducting various other activities to alleviate concernsand provided more information on work-care balance. Alongand raise awareness on the issues faced by employees whowith system enhancements in these four areas, the Company

shoulder responsibilities as care providers for their families.

Four Approaches in Employee Support Systems for Good Work-Care Balance
Eligibility requirements fornursing-care-related
systems

When an employee family member is in need of care or support that meets one of the following conditions:● “In need of long-term care” as specified in the Child and Family Care Leave Act of Japan● “In need of long-term care” as specified in the Long-term Care Insurance System of Japan● “In need of support” as specified in the Long-term Care Insurance System of Japan● Nursing care leave● Reduced working hours for nursing care (reduced working hours, flexible work schedules, reduced number

Ways to more flexibly adjust
working hours for careof prescribed working days per week)

*Nursing care leave and reduced working hours for nursing care can be taken ininstallments.
*Employees are allowed to switch between the two systems.
● Leave for nursing care (entitlement for one-hour-based allotments, as necessary)● Commuting by Shinkansen bullet train for family care reasons

Financial support during
nursing care leave● Allowance for nursing care leave (40% of the employee’s average wage)● Entitlement for paid leave for nursing care● Launch of an intranet site to provide information on work-care balance

Provision of information on
work-care balanceThis site provides employees with general knowledge about work-care balance and information on support systems available at theCompany, public nursing-care-related systems, and so on.
● Launch of a nursing-care consultation desk run by outside experts

The Company commissions an external professional body to offer unlimited, free-of-charge nursing-care consultation to employees.
Employees can also use fee-based agency services such as watch-over visits or administrative services handled on their behalf bydedicated staff at care facilities and hospitals.

■ Holding Seminars for Good Balance between Work and Care at Home
Toppan sites in Tokyo have been holding seminars to help

are organized over a wider geographic area in the future, Toppan

employees maintain a good balance between work and care atwill continue striving to ensure working environments where

home, starting from fiscal 2016. Outside experts from a nursing-

employees can fully concentrate on work without having to worrycare consultation service contracted by Toppan are invited toabout care responsibilities for family members at home.

lead seminar courses. After the guest lecturers present generalknowledge on nursing care and tips for achieving good workcare balance, personnel from Toppan inform participants of theCompany’s intranet sites and support systems for employees whosefamilies may have nursing care needs (e.g., nursing care leave andthe reduced working hour system for nursing care). The seminars
were held at operational sites in the Kansai area in fiscal 2018 andin the Chubu and Kyushu areas in fiscal 2019. As more seminars

55

TOPPAN Sustainability Report 2021

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G overnanceDiversity & Inclusion

Every indicator assured by an independent assurance provider is marked with an assurance stamp

Promoting Positive Action.

Activity results,
performance data

Approach

Toppan promotes positive action to bring out the full potential

2021, Toppan has appointed 124 female employees toof individual employees and assign them to more diverse

managerial positions and 466 female employees to supervisory

positions regardless of gender. Women play important roles

positions. With these appointments, Toppan has attained anin wider arenas and the Company strives to ensure equal

11.5% ratio of women among managerial and supervisory staff.

treatment in promotion to managerial positions. As of April

Fiscal 2020 Rank-based Percentages ofFemale Personnel (%)

Number of Female Managerial andSupervisory Staff (as of April)■ Female supervisory staff ■ Female managerial staff

Percentage of female personnel
Total
employees
Directors
Managers

600

22.7%

500
400

12.5%

300
200

4.3%

100
0

418

348

299

267

226
73
2016

81
2017

553

491
387

327

104

91
2018

2019

442

111
2020

590

466

124
2021

(year)■ The Nadeshiko Brand
Toppan Inc. was included in the Fiscal 2020 Nadeshiko Brand

who seek enhanced corporate value over the medium- to long-

list compiled by the Japanese Ministry of Economy, Trade andterm. METI and TSE have been announcing their Nadeshiko

Industry (METI) and the Tokyo Stock Exchange (TSE). The

Brand selections since fiscal 2012.

Company was also included in the list a year earlier, in fiscal
2019.
The Nadeshiko Brand initiative aims to spur investment
in companies and accelerate their diversity initiatives byintroducing a selection of promising TSE-listed companies withoutstanding performance in gender equality metrics to investors■ Eruboshi Marks to Recognize Female Success in Workplaces
Toppan Inc. acquired the 2nd grade Eruboshi mark (shown on

issued to companies that meet specific criteria for excellence inthe right) on March 1, 2021.

female participation and advancement in the workplace.

Eruboshi (“L Star” in Japanese; L stands for “lady, labor,
and laudable”) is a certification system aligned with theJapanese Act on the Promotion of Female Participation andCareer Advancement in the Workplace. Eruboshi marks are
More details on Toppan Inc.’s Common Employer’s Action Plan (second
term; in Japanese) based on the Japanese Act on the Promotion of Female
Participation and Career Advancement in the Workplace
https://www.toppan.co.jp/assets/pdf/sustainability/women_act_plan_02.pdf

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Employing Persons with Disabilities

Activity results,
performance data

Approach

Employment of Persons with Disabilities

Toppan creates job positions and workplace environments thatenable employees to work together in ways best suited to theirvarious physical and mental abilities.

Employees

Employees with disabilities handle wide-ranging jobs at

Percentage of total
workforce*the special subsidiary T.M.G. Challenged Plus Toppan Co., Ltd.
and other Group sites across Japan. Employee athletes also

2017

2018

2019

2020

2021

253

274

312

325

339

2.06％

2.25％

2.29％

2.31％

2.39％

*The percentage is calculated based on the total number of regular
employees (as of June 1) as a denominator. The total number waspresented in the Disabled Persons Employment Report in accordancewith Article 8 of the Japanese Law for Employment Promotion, etc. of the
Disabled.

participate in international para-sports competitions.

More details on Toppan Inc.’s employee athlete program (in Japanese)
https://www.toppan.co.jp/player/

Initiatives for LGBTQ Inclusion

Approach

Activity results,
performance data

Toppan has implemented various initiatives to enhance

related to employee marriages and spousal relations. Some ofawareness about lesbian, gay, bisexual, transgender, and queer

the systems are now been extended to same-sex partners andor questioning (LGBTQ) persons with a view to achieving

common-law marriage for the support of diverse employee

an inclusive working environment comfortable for everyone.

lifestyles. Specifically, employees with same-sex and common-

Toppan has held Groupwide LGBTQ seminars since 2018 tolaw partners are now granted leave for celebrations andfurther promote a sound understanding of LGBTQ-related

condolence and receive allowances, wedding gifts, and othermatters and diversity and inclusion. On July 1, 2020, Toppan

benefits.

partially revised its systems for the treatment of matters

57

TOPPAN Sustainability Report 2021

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G overnanceDiversity & Inclusion

Topic

Open Seminar on LGBTQ Inclusion

are aligned. They also thought back to consider any subtle

From fiscal 2019, Toppan began inviting Kayo Fujiwara,

the past.

discriminatory behaviors or remarks they may have made ina diversity and inclusion consultant, to lecture at open

About 380 Group employees attended the fiscal 2020

seminars on gender and sexual diversity and LGBTQ-

seminar via Zoom Video Webinars. Upon finishing therelated matters. Under COVID-19 conditions, the fiscal 2020

seminar, many participants remarked that the experienceseminar was held online for participants across Japan on

was quite informative. Some comments reflected a newfoundFebruary 10, 2021.

sense of familiarity (e.g., “Gender and sexual diversity feels

This open seminar is one of various Toppan initiatives

more familiar nowadays”; “Human diversity around me isto promote diversity and inclusion (D&I) in the workplacestarting to feel like second nature”), while others describedwith a view to realizing an inclusive working environment

a better understanding (e.g., “The seminar expanded mywhere diverse human assets recognize their differences andunderstanding of the true nature of diversity and inclusion”).

respect each other’s qualities and values. D&I initiatives have

Kicking off with this seminar, the Group has launchedbeen implemented across the Group under the foundational

the TOPPAN ALLY* initiative, an activity to encourage

concept of respect for, and reliance on, the individual.

employees to express their alliance with LGBTQ individuals.

From the standpoints of gender and sexuality, participantsThis initiative seeks to nurture workplace environments

at the seminar have learned about dimensions of human

where everyone feels comfortable by initiating concerted

diversity they may have previously known little about or

actions based on the enhanced D&I awareness of all Groupmisunderstood, along with specific actions and measures

employees across Toppan.

they can take to fully appreciate human diversity.

*Allies are persons who fully understand and sympathize with abroad spectrum of gender and sexual identities and try to act withawareness of workplace diversity to make sure that everyone feels
comfortable in their working environment.

“Sexual orientation” and “gender identity” are different
things. A person’s sexuality sometimes falls outside of, orin between, the categories of “lesbian,” “gay,” “bisexual,”and “transgender.” Combinations of biological gender,
psychological gender, and sexual orientation are manifold
and represent a broad spectrum. After learning the basics oflesbian, gay, bisexual, transgender, and queer or questioning(LGBTQ) mindsets, participants engaged in Q&As anddiscussions in which they were encouraged to reflect on
their own possible tendencies to take heterosexual love forWebinar on LGBTQ inclusion

granted or to assume that biological and psychological gender

TOPPAN ALLY markDiversity Training

Training,
education

The Toppan Group holds various training sessions on diversity

Diversity Training Programs

online. In personal empowerment programs, for example,

Course to learn about diversity via gender-positive actions

female employees and managerial staff can flexibly choose andPractical course to explore diverse ways of working

participate in courses that best fit their needs and interests.

Course to promote diversity through LGBTQ inclusion

Diversity programs are arranged in rank-based training

Basic course to design career plans
Basic course on anger management

sessions, including several for new employees. Toppan has also

Basic course to enhance resilience

been arranging e-learning-based D&I training programs for all(fiscal 2020)

Group employees since fiscal 2019.
In addition to holding open seminars on diversity 101 andLGBTQ inclusion, Toppan heightens awareness of diversity
mindsets across Group workplaces by asking Group personnel
in charge of diversity promotion to participate in workshops on
persons with disabilities and LGBTQ persons.

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Human Asset Development
Basic Approach

ApproachLabor shortages are anticipated throughout various industries

values them as precious “assets,” Toppan strives to foster

in Japan. Toppan is convinced that maximizing the performance

human assets who can create new knowledge and skills. Theof the workforce as a social asset will help solve social

Company has been nurturing a working environment andchallenges.

corporate culture ideal for the sustainable growth of individuals
and Toppan as an organization that contributes to society.

Mindful of how deeply it depends on its employees andOperating Toppan University

SystemThe Human Resource Development Center in the head

the skill and career enhancement of employees through basic

office Personnel & Labor Relations Division coordinates withand special programs, a leadership program, and a personal

persons in charge of human asset development in departments

empowerment program. The center also uses the Human

throughout the Company to institute personnel training

Resource Development Laboratory as a research base to design

programs. These programs to develop and nurture humaninnovative personnel training programs to foster individuals

assets are organized systematically around Toppan University,with the heightened awareness and sensibilities needed to drivea simple platform that strives to foster leaders while supporting

value creation in a uniquely Toppan way.

Systematic Human Asset Development Programs“Conduct of High Value” Based on the Corporate Philosophy and Corporate Creed
Earning the trustof customers

Strengthening businessfoundations

Fulﬁlling corporatesocial responsibility

Strengthening
the organization

Improvingcorporate value

Abilities and Skills for “Conduct of High Value”
Knowledge andinformation skills

Ability to identify
and formulate tasks

Ability toaccomplish tasks

Techniques
and know-how

Rank-based Training● New division manager training● New department manager training● New manager training● New supervisor training

Basic Companywide Education● Mental health self-care● BCM initiatives● Education on diversity and inclusion● Training for new managers in technology● Training for new supervisors in technology

departments● Individual department-based training

and manufacturing departments● Training for employees in production(purchasing, secretary, personnel & labor
relations, technology & research, etc.)

control departments

Globalization Training● System to deploy employees to overseas● Basic education on globalization● Training for plant managers● OJT brother/sister training● Basic education on sustainability

business● Program to strengthen sales departments● Early career planning● Selective training on global business● Education on proﬁt maximization in

Department-based Training● New employee Companywide training(e-learning)● Basic education on TOPPAN VISION 21

Skills in communicationand fostering subordinates

Training by Divisions● Training in each division oraﬃliates as trainees

workplace● Program to dispatch Toppan personnel for

projects operated by the Japan International
Cooperation Agency (JICA) as Japan Overseas
Cooperation Volunteers through Private-sector
Partnership Volunteer System● Program to send employees to international

business schools (International Institute forManagement Development [IMD] in
Switzerland, etc.)

Selective Training● Executive business school● Executive management program● Program to nurture talented individuals

who can develop new businesses● “Advance̶Shaping the Future”

Toppan Business School● Group training● e-learning● “Manabi-hodai (all-you-can-learn

buﬀet)” e-learning library● Program to send Toppan employees tobusiness schools

Challenge School● Various correspondence-learning

courses

Operated with Toppan Mind Wellness Co., Ltd., an education consultation company within the Group entrusted with training projects for both Group companies and outside entities.

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Organizing Digital Human Asset Empowerment Programs

Activity results,
performance data

Companywide basic training on DX

Toppan organizes digital human asset empowerment

Seven monthly sessions from February to September in 2021

programs to accelerate digital transformation (DX) business.
With these programs, the Company aims to redevelop

Specialist training on DX (expertise in cloud utilization and systemarchitecture)individual competence and skills through a reskillingSome 1,600 participants on a cumulative basis in beginner andintermediate courses, as of September 2021

approach that encourages employees to acquire methods forvalue creation using digital technology.

Subscription-based training on digital technology via a digitallearning platform

About 800 participants from October 2020 to September 2021 (firstterm)

Fostering Human Assets Active in the Global Business Arena

Approach

Activity results,
performance data

Toppan has been hiring non-Japanese individuals andglobal development agendas while developing themselves as

frequently arranging personnel exchanges between overseas

individuals.
The system to deploy trainees to overseas affiliates andGroup companies to adapt to a more globalized businessthe program to dispatch Toppan personnel as Japan Overseas

environment.
Several of the Company’s personnel training programs

Cooperation Volunteers for JICA projects are currently

are designed to foster human assets who can thrive in a global

suspended due to restrictions imposed by the COVID-19

business arena. Examples include a trainee system to provide

pandemic.

employees with practical training in day-to-day businessactivities at overseas subsidiaries, a selective training course on
globalization to support candidates for overseas assignments,
and a program to send employees to courses at international
business schools. Every year Toppan dispatches several
young employees to work as Japan Overseas Cooperation
Volunteers for the Japan International Cooperation Agency

Cooperation with overseas
subsidiaries (human resources[HR] meeting)(JICA). These volunteers take part in JICA projects to address

Practical training at an overseas
subsidiary (trainee system)

Fostering Next-generation Talent (Human Resource Development Laboratory)

Activity results,
performance data

In April 2017 Toppan launched the Human Resource
Development Laboratory as a research base to develop
innovative personnel training programs that apply brain
research, neuroscience, analyses of physical condition, andvarious technologies.
The laboratory has been used as a platform to design a
Toppan-style personnel development model that cultivates
innovative mindsets and encourages individuals to leverage
and enhance their potential and abilities. With this original
development model, Toppan has been fostering new talent who
can take advantage of novel technologies, accommodate the
new-normal way of life, and take the initiative to address issues
towards the realization of TOPPAN VISION 21 .

Human Resource Development Laboratory

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Designing a Next-generation Approach for Personnel Development

Activity results,
performance data

■ Forming a Neuroscience Research Group
Toppan is collaborating with DAncing Einstein, Co., Ltd. toprepare to lecture new recruits, they learn how to model theirform a Neuroscience Research Group that studies ways tolectures and lecture materials around the cognitive processes

apply neuroscience knowledge to human asset development.

of the learners. This approach seeks to improve the recruits’

The research group aims to develop talent necessary forunderstanding of the content they are learning in the training

accelerated corporate growth and the creation of a better

sessions.

society. Its latest brain science programs seek to improve theperformance and communication skills of Toppan personnel
by shedding new light on the mechanisms of human learning,
behavior, emotions, and thinking.
Neuroscience knowledge has also been incorporated intotraining sessions for new employees in the form of assessments
based on neuroscience. As Toppan’s internal instructors■ Setting up a Condition Research Group
Toppan advances health management as a means ofdemonstrates good living routines to follow in the morning,

maintaining and enhancing the health of its employees andafternoon, and evening by describing basic mechanisms of theevoking their higher performance and productivity. The

body, such as the clock genes and body clock.

Company has also adopted a next-generation approach tofostering human assets. For these purposes, Toppan hasentered into an advisory contract with Professor Hideyuki oppan’s training for new recruits on managing mental and physicalT
condition (See page 25 for details)

Negoro, a lecturer on medicine at the Harvard Medical School
and a visiting professor at the Sorbonne University Schoolof Medicine. At the Condition Research Group set up withProfessor Negoro, Toppan has produced Around-the-clock Tips

for Better Performance , a self-care video to help employees lookafter their own mental and physical condition. Drawing fromthe professor’s expertise in healthcare, this easy-to-understand,animated video explains certain things that a businessperson
can do in the course of a day to stay in better shape. The video

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Human Asset Development■ Establishing an Art Innovation Research Group
Toppan has established an industry-university collaborative

and Toppan have developed the “Art Innovation FrameworkTM,”

course with Kyoto University to create new value by fusing art,

a thinking method that systematizes the logic of artists to spur

culture, and technology. Researchers from Kyoto University

the generation of new ideas in business.

Modeling the logic of artists to apply the creative process to business

Art Innovation FrameworkTM

Art Innovation Framework is a thinking method based ona demand for the creation of innovative value unbound by

the logic that guides artists as they create. The process ofexisting notions. By applying the framework in personnel

art creation is divided into five stages that can be applied todevelopment programs, Toppan aims to foster human assets

business in ways that facilitate the creation of novel value.

who can create value never before seen.

The drastic changes in society in recent years are generating■ Launching an SDG Research GroupThe SDG Research Group applies Buddhist learning toto all employees as a resource for absorbing a novel form ofbusiness as a means of checking, researching, and verifying

business knowledge.

new approaches to human asset development. The researchgroup also works with the Yoi-Otera Research Institute (“yoi-otera ” means “good temples” in Japanese) to redefine andretranslate the roles of temples in modern society. The group’s
overarching goal is to help create a sustainable society thataffords safety and security to all people. The group recently
produced Buddhist Teachings in Business , an animated video
introducing the teachings of Buddhism, a religion dating back
2,500 years. With examples of Buddhist principles applied tobusiness, the video inspires innovative ways of thinking about
work in modern society, the value of a corporation, the conceptof being oneself, and moral values. Positioned as an educational
material in Toppan’s SDG curriculum, this video is available■ Promoting the Kanosei Art Project
The Kanosei Art Project (“kanosei ” means “potential” inengaged in the project gain exposure to different types of art

Japanese) uses the technologies of the Toppan Group to add

in the course of career development. Toppan will continue

value to the works of borderless artists. The project seeks

to promote this project to encourage individuals to grow by

to develop a business model that unifies solutions to social

thinking independently

issues (the greater independence of persons with illness andabout what they candisabilities) with economic benefits (earnings for the Toppan

do and taking action

Group). The next generation of leaders in the Group is expectedaccordingly.

to emerge in the process. In addition to learning about the
project in new-recruit training sessions, the Group employees
Examples of Toppan’s social contribution activities (See page 93 for details)

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Human Asset Development Initiatives in Fiscal 2020

Activity results,
performance data

Data on Human Asset Development Programs
ProgramNumber ofParticipants(cumulative)

OutlineToppan Business School

A series of personal empowerment programs in various settings, from online group sessions
and e-learning-based sessions to a course that dispatches trainees to business schools
outside of the Group. A wide range of training is available, from courses to convey basic
knowledge and skills in business to advanced courses to enhance specialist skills.

3,188“Manabi-hodai (all-youcan-learn buffet)”
e-learning library

A new personal empowerment program made up of more than 200 subscription-based
courses for employees throughout the Toppan Group. Training is available at any time orplace and can be repeated as many times as a participant wants.

3,728

Challenge School

A personal empowerment program with correspondence-learning courses to acquire
knowledge and skills.

3,288

E-learning-basedGroupwide basic education

E-learning-based programs to give every Group employee the opportunity to learn requisitebusiness knowledge.

94,166

Selective training on global
business

A program to equip employees with fundamental qualities for global business such as
linguistic aptitude, cross-cultural competency, and consensus building.

39

Trainee system

A system to deploy young employees to overseas affiliates for one year of language immersion
and practical training in day-to-day business activities, primarily to enhance their linguistic
aptitude and cross-cultural competency.

0*1

JICA Japan Overseas
Cooperation Volunteers

A program to dispatch Toppan employees to emerging and developing countries via thetrainee system to work as Japan Overseas Cooperation Volunteers for the Japan International
Cooperation Agency (JICA).

0*1

Short-term open programs
at IMD

A program to send employees involved in international business to short-term open courses
at the International Institute for Management Development (IMD; one of the world’s topranked business schools) in Lausanne, Switzerland to acquire practical training in leadership,
the tenacity required to follow through on projects to completion, and other capabilities
required in global business.

1*Average training hours per employee taking part in human asset development programs in fiscal 2020: 30.9 hours*1 Dispatch suspended in fiscal 2020 due to COVID-19 pandemic restrictions.

Human Asset Development Expenditure
Expenditure on Training,
etc. per Employee

Usage Rates of Toppan
Training Centers*1
Kawaguchi

Yugawara

Fiscal 2016

70,783 yen

87.0％

45.8％

Fiscal 2017

70,730 yen

87.6％

46.2％

Fiscal 2018

67,383 yen

85.8％

45.5％

Fiscal 2019

64,654 yen

81.1％

42.0％

Fiscal 2020

53,637 yen

－

－* ２

*２

*1 Usage rates are calculated by dividing the number of days the training centers areused by the number of days the centers are available (excluding holidays, etc.)*2 No usage in fiscal 2020, with the training shifted online due to COVID-19
pandemic restrictions.

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Total Quality Assurance
Basic Approach

Approach

Quality assurance for products at the Toppan Group is a

Basic Stance on Product Safety Management

concern for every department, not only the departments
directly responsible for production. Departments involved

We promote product safety management throughout the Group

in marketing, R&D, planning, design, sales, and shipment all

by securing safety and improving the quality of our products
based on the Basic Principles of Conduct Guidelines and thecontribute to quality. This is why Toppan describes quality

principles of corporate social responsibility as a protector ofassurance as a total activity (“total quality assurance”) andstrives to improve product quality and manage product safety

user* safety and health.

throughout the Group. For the maintenance and improvement*User: Includes both customer companies and end-user consumers.

of product quality, the Group has established a Basic Stance on
Product Safety Management and a set of Basic Guidelines on

Basic Stance on Product Safety Management / Basic Guidelines on
Product Safety Management
https://www.toppan.com/en/about-us/our-corporate-approach/product-safety.html

Product Safety Management to securely manage the safety ofthe products Toppan manufactures.

Toppan’s Total Quality Assurance in Business Activities
Shipment● Have we properly

出 we
荷 assembled an appropriate shipping system?
● Have● Have we delivered the product on time?

Inspection

inspected the product?

● Have we achieved the

Quality management
systems(QMS)

Production

proper quality thecustomer requires?

● Have we designed the productConstant maintenancefor equipment reliability

Total productive
maintenance(TPM)

Designproperly in light of the quality,
cost, and delivery requirements?

● Have we accurately calculated

costs based on the required quality?

High-quality
products createdwith people,
equipment,
and systems

QMS formulation andprocess standardization

Total optimization,
standardization

Nurturing of personnel who canstrictly assess equipment conditions
and product quality
Estimate▼

Receipt of
Order

Planning● Do we have a proper grasp of the customerʼs demands?
● Have we uncovered needs the customer was unaware of?
● Do we have the technical development capabilities tocreate new production methods?

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Promotion Framework

Promotionframework

SystemThe Quality Assurance Center in the head office Manufacturing

claims from customers in accordance with ISO 9001. BasedManagement Division holds a Japan-wide conference of quality

on these rules, the quality assurance departments determine

assurance departments. Conference participants clarify various

fundamental causes, take optimal countermeasures, andchallenges related to safety management and quality assurance

prevent recurrence through the standardization of corrective

for products and monitor the progress of key initiatives toactions.
The Quality Assurance Center compiles monthly data on

mitigate quality loss and further improve product quality.
Every Group site consistently enhances a quality management

customer claims and cases of product quality loss from businesssystem it has formulated under ISO 9001 to bolster productdivisions and assesses the progress of improvement activities.

safety management. The Quality Assurance Center organizes

For serious product-related incidents, the center examines theseminars on ISO 9001 and training sessions for internal

validity of recurrence-prevention measures and the status ofauditors every year. These training sessions aim to constantly

efforts to sustain these measures. The Toppan Group has also

improve the effectiveness of the quality management systems

adopted a production approval system to accredit Toppan sites

underpinning total quality assurance across the Group.

and partner companies as facilities qualified to engage in the

The quality assurance department in each business

manufacture of food containers and packages according todivision handles customer complaints and claims regarding

the exacting quality-assurance levels required for safety andToppan’s products. When a serious product-related incident

sanitation.

occurs, Toppan sets up an emergency taskforce in line with
the Group’s rules on risk management to rapidly and properly

ISO 9001 Accreditation and Certification (in Japanese)
https://www.toppan.co.jp/about-us/our-corporate-approach/iso/iso9001.html

handle the issue, giving the top priority to user safety. The
Group has also established rules on corrective actions for

Initiatives for Product Safety

Approach

Activity results,
performance data

Toppan has established the Basic Stance on Product Safety

management. Training seminars for QMS internal auditors are

Management and the Basic Guidelines on Product Safety

held at every business division across the Group.

Management to secure rigorous safety management for the

Toppan shifted the training seminars from onsite groupproducts the Group manufactures.

sessions to online person-to-person sessions as a COVID-19

All Group sites work to continuously improve thesafeguard in fiscal 2020. Toppan’s seminars have otherwise

effectiveness of quality management systems (QMS) they

been conducted without alteration, to further strengthen thehave formulated under ISO 9001 to bolster product-safety

Group’s promotion framework for product safety assurance.

■ Accreditation System to Approve Food Packaging Production
Audits for the Food Filling/Packing Businesses

Food packaging requires exacting quality assurance for safety
and sanitation. The Toppan Group has adopted a production

Audit Points

approval system to ensure that the operational sites of・Agreements with client companies

Toppan and partner companies can manufacture containers

・Quality assurance systems

and packages only after undergoing audits with checklists・M anagement of equipment andinspection devices

in conformance with the Quality Assurance Guidelines for・S teps to prevent the outflow of
defective products
・Steps to prevent contamination
・Traceability

・Management of safety and sanitation ・Food defense

Food Packaging. Toppan carried out accreditation audits for・S teps to prevent the admixture ofdifferent products

packaging operations at 12 operational sites inside and outside・S teps to safeguard against insect
infestations

the Group in fiscal 2020.

・Education and training・M aintenance of systems andframeworks for product safety andquality・S teps to prevent the admixture offoreign substances

Operational Sites Audited
Primary food filling/packing businesses
5 sites run by manufacturing subsidiaries
7 sites run by production business partners

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Information Security
Basic Approach

Approach

Toppan has reinforced safeguards to prevent leaks and outflows

PolicyToppan Group Basic Policy on Information
Securityof personal information in diverse operations throughout theGroup by restricting the handling of personal information
to tightly secured areas that satisfy rigorous criteria for

As a group of companies operating in the information communicationindustry, each of us at the Toppan Group carries out Groupwide
information security management in the recognition that the
management of information necessary for business is a significant
managerial challenge for us as a means to reciprocate our customers’
trust and promote the ongoing growth of the Toppan Group.

qualification audits. The Group has also worked for thoroughsecurity control in operation design and quality assurance for
products with safe, secure systems and processes designed to
manage personal information.

1. We manage information necessary for our business appropriately inobservance of our in-house rules, the law, and the principles of social
order.

Toppan has declared that “each of us at the Toppan Group
carries out Groupwide information security management” inits basic policy on information security. Under the basic policy,

2. We collect information for appropriate purposes using appropriate
methods.

Toppan has continuously upgraded the Group’s systemized

3. We safely manage the information entrusted to us by customers inorder to reciprocate our customers’ trust.

rules formulated based on ISO/IEC 27001 (a stringent, globally
recognized standard on information security management) in

4. We are deeply aware of the risks to the information assets we handle,
such as illegal access, loss, damage, falsification/manipulation, andleakage of information, and take necessary and reasonable safetymeasures against these risks. We deal with and rectify any problems
that occur promptly and in an appropriate manner.

compliance with Japanese Industrial Standards (JIS) Q 15001(a standard for accrediting PrivacyMark Systems for personal
information protection management).

5. We establish, operate, maintain, and continuously improveinformation security management systems.

Toppan Group Basic Policy on Information Security
https://www.toppan.com/en/about-us/our-corporate-approach/security-information.html

Established on April 1, 2001
Revised on June 27, 2019

Personal Information Protection Policy
https://www.toppan.com/en/privacy.html

Hideharu Maro
President & Representative Director
Toppan Inc.

Promotion Framework

Promotionframework

Companies today face wide-ranging information security risks,

work to strengthen cooperation with relevant departmentsfrom careless mistakes and fraudulent acts committed in-housethroughout the Group. Toppan seeks to secure the Group’s

to cyber-attacks and hidden threats in new business fields.

information security governance structure through cooperationthat goes beyond existing organizational boundaries.

The head office and every business division at Toppan

Organizational Structure for Information Security Management
President & Representative Director
Chief information security manager
Internal advisory body
Information Security
Council

Information Security Division
TOPPAN-CERT

Toppan Computer
Emergency Response Team

SOC

Security Operation
CenterGroup and relatedcompanies

Business divisions
Information security managers

External organizations
Nippon CSIRT Association (NCA)
National center of Incident readiness andStrategy for Cybersecurity (NISC) of Japan
Japan Computer Emergency Response
Team Coordination Center (JPCERT/CC)
Tokyo Metropolitan Police Department
Cyber-attack Control Center
Japan Cybercrime Control Center (JC3)
Japan Network Security Association (JNSA)
Information-technology Promotion
Agency (IPA) of Japan
Other organizations

Support members

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Information Security Management Structure

Promotionframework■ Employing an Information Security■ Reviewing In-house Rules to Improve

Under the chief information security manager, the head

The Toppan Group’s rules and regulations on information

office Information Security Division formulates a Groupwide

security management have been established based on the ISO/

information security plan, sets up rules and regulations, andIEC 27001 standard for information security management

disseminates and reviews them. The division convenes regularsystems (ISMS) and comply with the JIS Q 15000 standard formeetings with members from the Toppan business divisions,personal information protection management systems (PMS).

Group companies, and related companies to share the details

To sustain its ISMS and PMS, Toppan needs to ensure robustof information security polices and measures underway.

governance on information security management throughout

Management StructureGroupwide Information Management Systems

the entire Group, including overseas sites, and to respond to

The Information Security Division also carries out regular
audits of business divisions, Group companies, and related

emerging requirements in areas such as cyber security, the use

companies to check the quality of their information securityof data, the IoT, and globalization.
Common information security management rules weremanagement and recommend corrective measures to enhance

formulated in fiscal 2020, with plans for Groupwide application

their performance, as necessary.

in fiscal 2021.

The results of these activities are regularly reported to thechief information security manager. When a security incident
arises, the division initiates the Group’s response and reports
the present status to the security manager as required.

■ Preventing the Spread of COVID-19
Toppan has reviewed the Group’s information security rules
for remote working and formulated standards for the use ofcommunication tools in an effort to ensure a safe working
environment without in-person interactions.
For regular training on information security management,
the Group has shifted from in-person lectures to e-learningbased programs. Remote approaches were also adopted forinternal audits and audits of various other types.

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Complying with Laws, Regulations, Standards, and their Amendments
The Toppan Group complies with the amended Act on the

PrivacyMark systems, the recently enforced EU General Data

Protection of Personal Information of Japan, the revised

Protection Regulation, and other information-protection

Japanese Industrial Standards (JIS) standard for accrediting

legislation around the world.

Complying with the Amended Personal
Information Protection Law in Japan

Complying with the Revised
JIS Q 15001:2017

The Toppan Group formulates rules to ensure compliance

In 2017 the Japanese Standards Association (JSA) revisedwith the amended Japanese Act on the Protection of Personal

JIS Q 15001:2017, a standard for accrediting a businessInformation, a law promulgated in June 2020. When theoperator or other entity with an appropriate system for theamended act comes into force, the Group will set up

protection of personal information.

procedures for handling personal information and

The Toppan Group has joined an inter-business project

anonymously processed information, notifying individuals

to compile a handbook on the revised standard in order towhen their information is provided to third parties outside of

spread the relevant information throughout the printing

Japan, and submitting incident reports whenever necessary.

industry in Japan. Toppan also provides Group companies

The procedures to be established will be closely based on thewith guidance on the formulation of a personal information

guidelines to be announced by the Personal Information

protection system that meets the requirements forProtection Commission of Japan by April 2022.

PrivacyMark accreditation under the revised standard.

Complying with International Legislation on
Personal Information Protection

Complying with PCI DSS for Credit Card
Information Management

To address globalized business operations, Toppan specifies

The Toppan Group follows the principle of “not storing

the Group’s global standards on personal information

cardholder data” for credit card issuance operations. In

management in accordance with the core principles of theaddition to the Payment Card Industry Card Production

General Data Protection Regulation (GDPR) issued by(PCI CP) standard applied to the production of credit cards,

the EU. Toppan seeks to handle personal information in

the Group works to comply with the Payment Card Industry

conformance with the applicable legislation of every relevant

Data Security Standard (PCI DSS) applied to the data

country.

centers that store and manage card data.

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Protecting Personal Information

Activity results,
performance data

■ Setting up Secured Areas for the Handling of
Personal Information

Tightly Secured Areas Where Personal
Information Is Handled (as of March 31, 2021)

Operations involving the use of confidential materials in the
Toppan Group are conducted exclusively within a closed
network environment and in tightly secured workplaces where
the comings and goings of employees through entrances

Hokkaido(6 areas)

Kansai(13 areas)and exits are monitored to minimize the risk of fraudulent
acts and other forms of misconduct inside of the Group andChugoku & Shikoku(8 areas)

the risk of unauthorized access from outside of the Group.

Higashinihon(6 areas)

Kyushu(10 areas)

Strictly controlled operations include the handling of personal
information (e.g., individual identification numbers under

Kanto(88 areas)
Chubu(5 areas)

Japan’s Social Security and Tax Number System) and the
production and handling of security printing products with
monetary value.
Toppan found no instances of unauthorized information
removal or other personal information-related incidents infiscal 2020. The Group will continue its efforts to maintain arecord of zero-incidents.

■ Controlling Secured Areas for the Handling of
Personal Information

Security Measures

The Toppan Group seeks to ensure and upgrade security levelsin the handling of personal information through regular internal
audits and day-to-day operational checks based on operationalrules prescribed for the tightly secured areas within the Group.
Two key components of Toppan’s security management
regime are internal audits to inspect operational management
and monitoring to detect fraudulent operations.

SurveillancecameraOperational management inspection through internal audits:
Dedicated auditors regularly inspect the installation,
management, and operation of tightly secured areas designatedfor the handling of personal information. Managers assess andaccredit inspection results to maintain and further enhance

Access control

operational management levels across the Toppan Group.
Detection of fraudulent operations:
As a basic rule, Toppan prohibits Group employees fromconnecting any external memory media to the PCs used within
the tightly secured areas. The Group’s monitoring center carries
out operational log analysis using log management systems.
Whenever a potentially fraudulent log is detected, the center
immediately notifies the relevant management personnel forverification.

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Countering Cyber-attacks

Activity results,
performance data

Cyber-attacks pose especially significant security risks to
Toppan. The Group has been implementing various measures
to mitigate them.

■ Installing an EDR Application on PCs across■ Instituting Threat Intelligence and OSINT

In 2019 Toppan began installing Endpoint Detection and

The Toppan Group has implemented threat intelligence to

Response (EDR), an application that detects suspicious

uncover signs of cyber-attacks early on. The Group has also

behaviors in PCs. The application is now installed in all PCs

begun Open Source INTellignce (OSINT) activities to detect

used for administrative work across the Group. The next stepvulnerabilities visible to outside parties and implement

will be to install the EDR application on terminals used onsite

preemptive security measures before an attack occurs. Toppan

in production settings, as well as on Apple computers andwill continue using the OSINT techniques to reinforce cyber

network servers. Toppan will continue to strengthen the Group’s

security across the Group.

the Group

Activities

system for detecting and responding to sophisticated malware.

■ Upgrading Website Vulnerability Assessments■ Adopting a CASB Service to Mitigate Cloudusage Risks

Toppan has been internally assessing weaknesses in the

The growing usage of cloud services is driving up the amountGroup’s web applications to counter cyber-attacks targetingof important information handled by cloud-based applications.

website vulnerabilities. The Group has also developed an in-

The Toppan Group has adopted a Cloud Access Security Broker

house network diagnosis (platform diagnosis) system to detect(CASB) service that visualizes and controls computer usage

vulnerabilities with operating systems and other software. Within cloud environments. Toppan is using the CASB service tothis system, Toppan is now capable of internally assessing

enhance the safety of cloud-service usage by identifying risks

server vulnerabilities at every level to promise customers moreassociated with individual cloud services and detecting uses oftightly secured services.

the cloud that are subject to unduly high risk.

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Information Security

Acquiring Third-party Certification

Activity results,
performance data

Toppan Inc. and Group companies have acquired ISO/IEC

Industrial Standards (JIS) Q 15001:2017 for personal

27001 certification for information security management

information protection management systems (PMS), andsystems (ISMS), PrivacyMark accreditations under Japaneseother third-party certifications.

PrivacyMark Accreditations (JIS Q 15001:2017)

ISMS Certification (ISO/IEC 27001) for
Information Security Management Systems

Toppan Inc.

10190891

Toppan Communication Products Co., Ltd.

24000216

Toppan Graphic Communications Co., Ltd.

10190298

Toppan Editorial Communications Co., Ltd.

24000308

Toppan Logistics Co., Ltd.

10450006

Toppan Travel Service Corp.

10450093

Toppan Forms Co., Ltd.

10190934

Toppan Forms Central Products Co., Ltd.

24000366

Toppan Forms Tokai Co., Ltd.

24000204

Toppan Forms Kansai Co., Ltd.

24000101

Toppan Forms Nishinihon Co., Ltd.

18860028

Toppan Forms Operation Co., Ltd.

10820089

Toppan Forms Logistics and Services Co., Ltd.

10450002

Toppan Forms (Hokkaido) Co., Ltd.

10190307TOSCO Corp.
J-SCube Inc.
Tosho Printing Co., Ltd.
Tokyo Shoseki Co., Ltd.

10190966

Livretech Co., Ltd.

10190035

Tokyo Logistics Co., Ltd.

10860071

EduFront Learning Research Co., Ltd.

10861827

Froebel-Kan Co., Ltd.

24000369

BookLive Co., Ltd.

28000007

T.M.G. Challenged Plus Toppan Co., Ltd.

24000419

ONE COMPATH Co., Ltd.

24000445

Toppan Cosmo, Inc.

24000449

Information & Communication Division(Toppan Inc.); Business Platform Department(Digital Innovation Division, Toppan Inc.);
Technical Department (Integration BusinessCenter, DX Design Division, Toppan Inc.);
Toppan Communication Products Co., Ltd.;
Toppan Graphic Communications Co., Ltd.; TGS
Inc.; TB Next Communications Co., Ltd.

IC06J0151

Toppan Group Kansai Business Center (Toppan
Forms Co., Ltd.)JQA-IM0137

Toppan Infomedia Co., Ltd.

JUSE-IR-404

IS 530416

11820447

Asaka Plant and Shiga Plant (Toppan Inc.);
Semiconductor photomask operations (Asaka
Plant and Shiga Plant, Toppan Electronics
Products Co., Ltd.); Design, development,
commissioned manufacture, and managementof products related to semiconductors (Toppan
Technical Design Center Co., Ltd.)10860018

ONE COMPATH Co., Ltd.

IS 533218

24000032

Kyushu, Chugoku & Shikoku Team and ISMS
Promotion Committee (Information Security
Management, Nishinihon Division, Toppan Inc.)

I308

Kansai Production Department (Toppan
Graphic Communications Co., Ltd.)IC13J0361

Higashinihon Division (Toppan Inc.)

IS 606897

Takino Plant (Toppan Communication Products
Co., Ltd.); Takino Information &Communication Production Engineering Team
(Kansai Technology, Kansai Subdivision,
Toppan Inc.)IC14J0376

Secure BPO Team (Chubu Division, ToppanInc.); Chubu Production Department (Toppan
Graphic Communications Co., Ltd.); Nagoya
Plant (Toppan Communication Products Co.,Ltd.)

IC17J0444

One undisclosed entity

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Information Security

Information Security Training

Training,
education■ Intensifying Training and Self-assessment
Toppan organized regular training on information security

training sessions for persons handling individual identificationin fiscal 2020. The training theme for the year was “Ensuring

numbers under Japan’s Social Security and Tax Number System.
In parallel with training, Toppan works on a self-

security for customers, creating value for society.” Participantslearned about evolving information security risks in and aroundassessment initiative to ensure information security across thethe Group by reviewing materials from the latest Information

Group. This initiative aims to enhance individual awareness of

Security Management Guidebook in training sessions on recent

everyday behaviors by visualizing the actual state of security

security incidents reported in society at large.

management to a level of detail not discernible by internal

Attuned to working styles diversified under the COVID-19

audits. Reviewing self-assessment reports sent in from different

restrictions, many of the group sessions were shifted from face-departments, the Group offers managerial staff suggestions for

to-face settings to e-learning-based programs, especially for

improvement and encourages them to take necessary actions at

users of Toppan email addresses.

their workplaces.

For employees engaged in production, Toppan arranged

A checklist of items to confirm risks involved in working

e-learning courses focused on specific risks on manufacturingfrom home was added to the Groupwide self-assessment inpremises.

fiscal 2020.

The Group also held division-specific training, along with

Self-assessment report on information security in fiscal 2020
(in Japanese)

Content used for a regular training course in fiscal 2020 (in Japanese)

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Information Security■ Fostering Cyber Security Specialists with

■ Sharing Information on Cyber Security

In September 2019, the Toppan Group founded Armoris Co.,

Toppan continued to hold quarterly cyber-security information-

Ongoing Armoris DOJO Training

Preparedness

sharing sessions for Group personnel involved in information

Ltd., a company specialized in providing client companies

security management in fiscal 2020. Toppan aims to heighten

and public-sector entities with programs to nurture cyber

the understanding of cyber security preparedness within andsecurity specialists, as well as services geared to improving theoutside of the Group.

security levels of their organizations. Armoris operates a seriesof practical personnel-training programs, including “DOJO,”“DOJO Lite,” “DOJO Shot,” and “DOJO CORE.”
Training programs at the DOJO are tailored to individual
skills in an environment suited to long-term, continual
practices. DOJO Lite and DOJO Shot, meanwhile, arrange caseexamples and case studies examining the latest cyber security
themes. DOJO CORE provides practical simulation drills on
responding to actual incidents. Armoris strives to enhance
the security capabilities of individuals and organizations
throughout Japan, including the Toppan Group, through the
DOJO programs.

Overview of Armoris’s DOJO service (in Japanese)

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Information Security

Staying on Alert for Cyber Incidents

Training,
education■ Upgrading Suspicious Email Reporting Drills
Toppan conducted a series of suspicious email reporting drills
in July 2020. To prepare for the drills, the Group requested allusers of Toppan email addresses (about 21,000 users in total)
to add a shortcut link or icon that could be quickly clicked on
their standing screens to report suspicious emails. The drills
were expanded to include about 33,000 persons at Groupsubsidiaries and affiliated companies in the course of the year.
Toppan held reporting drills of two different levels ofdifficulty in January 2021. Participants were divided into those
who clicked on a link in a suspicious email sent out in the July
2020 drill, and those who did not. The training was pitched at
different levels for the two groups.

Screenshot of the suspicious-email report form on the Group’s
internal portal site (in Japanese)Thanks to these efforts, Toppan ensured that the numberof leakage incidents caused by cyber-attacks was zero in fiscal
2020, setting a benchmark to meet going forward.

■ Alerting Senior Management on Cyber
Emergencies

Toppan Inc. conducts annual drills for senior management torehearse the actions to take in the event of a cyber-attack. To
fortify their safeguards, the drills better equip senior managers
with leadership skills to control cyber emergencies. The drills
also aim to identify any challenges they may face in their efforts
to shore up the Group’s risk management capabilities.

■ Preparing for the Tokyo 2020 GamesAs large-scale, international sporting events, the Olympic andParalympic Games are easy targets for organized criminals.
Toppan Inc., a Tokyo 2020 Official Partner, gathered

Cyber security drill forsenior management

relevant information and took part in cross-sector, anti-cyberattack drills organized by the Nippon CSIRT Association and
the National center of Incident readiness and Strategy for
Cybersecurity (NISC) of Japan.

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Universal Design

Universal Design
Basic Approach

Approach

The Toppan Group realizes the social value of universal design

Seven Principles on Universal Design (both established in 2010)(UD). Since pioneering a UD packaging consulting service indefine UD as a guiding philosophy for developing products and1999, Toppan has been consistently designing and producing

services that “help realize a society with a high appreciation of

attractive, easy-to-use UD packaging and communication tools

diversity.” By embracing UD approaches, Toppan assigns greater

for as many people as possible in every business field of theweight to dialogue with diverse people and the consideration ofGroup.

different physical abilities and perceptions, usage scenarios, anddesign parameters (“comfortable,” etc.).

The Toppan Declaration on Universal Design and Toppan’s

Toppan Declaration on Universal Design
The starting point of our Universal Design isthe provision of dedicated products and services realized throughcompassionate consideration of users.

By engaging in repeated dialogues with people from all walks of lifeand consistently incorporating the ideas of each person,
we will create dedicated products that are

comfortable, easier-to-use, and environment- and human-friendly.
As a corporation extensively involved in human life,

we will help realize a society with a high appreciation of diversity
through approaches to Universal Design.
				Established in April 2010

Action Policy

PolicyUniversal design (UD) is one of the core concepts underpinningchallenges to help realize a society with a high appreciation of

the business operations of the Toppan Group. In keeping withdiversity.

the Corporate Philosophy, the Group persistently embraces UD

Corporate
Philosophy

Toppanʼs Seven
Principles on
Universal Design

Toppan Declaration
on Universal Design

Guidelines for
Universal Design

Toppan’s Seven Principles on Universal Design
1. Design products and services that are more responsive to

5. Design products that are safe to use procedurally,

2. Facilitate communication using multiple channels for6. P rovide products at a reasonable price and in the amounts

3. Make products easier to use by making them easier to

7. E ngage in design that appeals to the senses withfunctionally, structurally, materially, and environmentally.

people with different physical abilities and perceptions.

required by society.

communication, including visual, aural, and tactile channels.

consideration for comfort, enjoyment, and beauty.

understand.

4. Make products that are easier to move, easier to approach, andEstablished in 2001
Revised in April 2010

require less strength (remove the physical burdens).

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Universal Design■ Toppan’s Guidelines for Universal Design
The Toppan Group has been developing products and services based on its Guidelines for Universal Design in communication design andpackaging.

Guidelines for Universal Design in Communication Design■ Intangible perspectives

Psychological elements

Tactile sense
Visual sense

Easily handled

Auditory sense

Perceived
accurately
with theeyes

Elements perceived
with the ﬁve senses

Supplemented
by soundSense of smell

Sense of taste

Supplemented byother senses

Supplemented byother senses

Sensuousness
Comfortable; enjoyable; attractive● Thoughtfully designed● Approachable● Fun and easy to use● Agreeable● Invites repeated use■ Tangible perspectives
Graphic
PerceptualfeatureCognitive
featureEasier to reador distinguish

Easier tounderstandProduct
Handleability &Readability

Easier to handle;
Less strength
required (physicalburdens removed)

Error
prevention

Substitutability &Selectivity

Easily substituted withother information
media; Designed witha high appreciation ofdiversity

Provided at areasonable
price in theamounts
required bysociety

Initiatives in Fiscal 2020

Barrier-free Signage forInterfacing with AI

Initiatives for Fiscal 2020 and Beyond

BotFriends® Vision+ for Hybrid AI and Remote
Human Responses
Welcoming Passengers at the Newest Station

The multilingual AI signage BotFriends®

on the JR Yamanote Line

Vision series are digital assistants that

BotFriends® Vision and BotFriends® Vision+ serve
passengers at Takanawa Gateway Station, a new station
opened in March 2020 on JR-East’s Yamanote Line circling
inner Tokyo.
Answering queries through contactleass, voice-onlyinteraction, the BotFriends Vision terminals deliver safer
operations for passengers and service representatives.
These digital assistants are helping the station offer greater
hospitality to Japanese and foreign visitors with enhanced
convenience.

provide users with audio, text, and image
guidance to help them find information
optimally matched to their queries.
The newest BotFriends® Vision+ serves
up both AI-generated wisdom and real-time
answers from human service representatives working remotely.
Designed in consideration of people in wheelchairs, theBotFriends Vision terminals offer helpful guidance at public andcommercial facilities.

Environment-friendliness

Activity results,
performance data

Multilingual Digital Assistant BotFriends®
Vision Series

Ecoresponsible

Serving at Four Major Stations in Northeast JapanIn April 2021, East Japan Railway Company installed
BotFriends® Vision and BotFriends® Vision+ terminals
at Sendai, Morioka, Akita, and Shin-Aomori stations innortheast Japan. The Vision+ terminals expand the Visionsystem by combining AI-generated wisdom with real-time
remote human interaction.
These contactless AI-based terminals can offer
passengers secure, useful guidance.

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Universal Design

VoiceBiz®
Speech Translation App for Smooth
Multilingual Communication

Initiatives in Fiscal 2020

Greater Language Capability and More Names andPhrases
The convenience of VoiceBiz® has now been enhanced. Listening carefully to thevoices of VoiceBiz customers, Toppan has added Filipino speech translation capability
and augmented its fixed-phrase lexicon with conversational phrases frequently used

An intuitive, easy-to-use, voice-basedtranslation service supporting 30
languages. Users can register properin governmental, educational, and medical settings. A survey function that captures

customer needs in real time has also been built in to enrich and refine the functionality
and translation accuracy of the system going forward.

names and fixed phrases. The VoiceBiz®
application has a reverse translation
function to help users check whether
the delivered translation expresses what they want to say.
Helpful for serving customers at counters and in stores and forproviding business support for workers from other countries.

IoA Virtual Teleportation®
Remote Experiences via Avatars and Robots

Based on the concept of the Internet of Abilities (IoA), the IoA
Virtual Teleportation® technology allows people to transcendphysical constraints online and enjoy remote experiences
through an avatar or robotic twin in distant locations.

Initiatives in Fiscal 2020

IoA Work™ Remote-work Support Service
Using its IoA Virtual Teleportation® technology,
Toppan has developed an IoA Work™ service to support
innovative work approaches combining the virtualwith the real. A prototype version IoA Work releasedon February 15, 2021 generates brand-new remote
working environments that allow users to freely move

between real and digital office spaces. KOKUYO
Co., Ltd. has adopted IoA Work for combined use

with its WORKPOD® personal workspace to create acustomized IoAPOD™ work environment. A highly
immersive experience conjured with curved displays

and other digital technologies promises more effective
remote communication both in digital twin offices
through avatars and in real offices through robotic
twins.

VR Experience of Dementia
An Interactive Tool for Understanding
Dementia Sufferers

Simulated experiences of either having dementia or serving acustomer with dementia are available with a smartphone andVRscope®. This VR simulation explains dementia and presents
keys for serving customers affected with the condition. VR
experiences facilitate viewer understanding of the behavior

Initiatives in Fiscal 2020

VR Simulating what Dementia Sufferers Experiencebehind the Wheel
Local governments and other entities in Japanese society are working to address therising incidence of automotive accidents caused by drivers with reduced cognitive
function, primarily the elderly. Under the supervision of the Decision-Making Support
Organization Japan, Toppan has worked with the Koreisha Anzen Unten Shien Kenkyukai (Research Group for Supporting Safe Driving by the Elderly) to produce new virtual
reality (VR) content addressing dementia among elderly drivers. By simulating theexperience of a driver with a cognitive disability behind the wheel, this VR production
shows participants how to accurately recognize the signs of impaired cognitive function
not only in others, but also in themselves.

of dementia sufferers and help viewers learn how to support
them.
Service overview of the VR dementia experience (in Japanese)*Introduced in June 2021

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Universal Design

Guidelines for Universal Design in Packaging■ Intangible perspectives

Psychological elements

Tactile sense
Visual sense
Perceived
accurately
with theeyes

Is understandable

Perceived by touch

Auditory sense

Elements perceived
with the ﬁve senses

Accommodates impairments in attention or memory

Reaﬃrmedby hearing

Is worry-free

Sense of smell

Sense of taste

Supplemented
by other senses

Supplemented
by other senses

Facilitates access to information
Accommodates changes in mood or temperamentOﬀers improved comfort and enjoyment
other■ Tangible perspectives

Easier to
distinguish

Easier to hold

Easier to open

Easier to read;
Easier tounderstandEasier to
unpackUsability

Easier to reseal

Initiatives in Fiscal 2020

Easier todiscard;Resource
savingInjuryprevention

Activity results,
performance data

Bottle-type Container for Antiseptic Wipes
Daily-life Packaging

The spring-action cap can be easily opened or closed with one
hand. The innovative inner stopper ensures that the sheets arereadily set and only pull out one at a time. Unlike earlier packaging
for antiseptic wipes, this bottle-type container is designed in a
sophisticated shape that blends in discreetly in room interiors topromote thorough disinfection in daily life.

Barrier-free Packaging for Pharmaceuticals
An Inclusive Package for Everyone

A user-friendly package with visual and tactile cues for medication

Front-opening designuse. Guided by intuitive tactile cues, anyone (from persons with

Re-closablevisual impairments to persons from different cultures) can easily
open the package from the front and quickly reclose it after thetablet is dispensed. Large-font printing inside clearly displays theusage and dosage information. An Accessible Code® (QR code)
gives users access to the same information in audio formats in
multiple languages. The debossing provides a tactile indication ofwhere the information is printed.

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Universal Design

Biomass Plastic Container

Hand Hygiene Bottle with a Silicone Strap

Convenient, Eco-beneficial Packaging

Go-anywhere Packaging

A four-leaf clover shape when viewed from above. Fashioned with

A constant supply of hand cleaner or hand soap on your travels

four sides that contour gently inward, this package can be easily heldfrom place to place. The bottle strap easily attaches to bags,

by seniors and children.

strollers, or anything else you carry. Clean your hands with a

The cup portion is partly composed of a biomass plastic

personal supply of soap whenever you wish.

derived from sugar cane. By incorporating biomass plastic, this eco-

The simple, translucent silicone strap comes in pleasant colors

conscious packaging will reduce the consumption of an estimated 9.5

and is adjustable to three length settings.

metric tons of fossil-fuel-derived plastic per year.

Itadaki (“dig-in”) PouchContainer for Sprinkle-type Seasonings

A Package that Works as a Bowl

Packaging that Sprinkles Smoothly

A microwavable, heat-resistant food pouch that stands and stays

A grooved bottle shape for easier handling. Treated with a special

open on its own. Eat food directly from the pouch after simple

process, this container eliminates the clumping of sprinkle-type

microwave heating (no boiling or stovetop heating required).

seasonings that can occur when an open bottle top is exposed

Simplified meal preparation without cooking or washing holds

to moisture released from cooking. The hinged cap opens withgreat advantages for markets like Japan, a mature society with manya single action and reliably seals out air to reinforce the anti-

seniors and singles. This package meets the demand for precookedclumping effect. A seasoning can be sprinkled out in just the rightfoods that can be enjoyed with minimal preparation.

amount.

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Sustainable Procurement

Sustainable Procurement
Basic Approach

Approach

Sustainability initiatives can be completed only when

suppliers to subcontractors and intermediaries) to observe theimplemented throughout the entire supply chain. The Toppan

procurement standards.

Group cooperates and collaborates with business partners

The Group’s procurement departments have also been

to promote sustainable procurement focused on corporate

engaging in environmental conservation activities, taking asocial responsibility (CSR) procurement and biodiversity

proactive approach to the sustainable use of raw materials. The

conservation.

departments continue to make concerted efforts to avoid or
minimize impacts on biodiversity and the global environment

The Toppan Group CSR Procurement Guidelines are a setof principles the Group observes to engage in CSR procurement.

based on the Basic Policy on Biodiversity and The Toppan

These guidelines consist of the Basic Procurement Policy, aGroup Declaration on the Global Environment.

conceptual framework to be closely observed by every Toppan
employee involved in procurement operations, and the CSR
Procurement Standards, a set of requirements to be satisfied

Toppan Group CSR Procurement Guidelines (second edition)
https://www.toppan.com/assets/en/pdf/about-us/sustainability/2014/proc2014_en01.pdf

by every business partner. The CSR Procurement Standards
are composed of the Basic Procurement Standards and the

The Toppan Group Declaration on the Global Environment
https://www.toppan.com/assets/pdf/sustainability/
The_Toppan_Group_Declaration_on_the_Global_Environment.pdf

Procurement Standards Concerning Human Rights, Labor,
the Environment, and Anti-Corruption. Toppan works withbusiness partners to promote human rights initiatives by

Basic Policy on Biodiversity
https://www.toppan.com/assets/en/sustainability/pdf/biodiversity.pdf

asking every supplier on the value chain (from raw material

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Promotion Framework

Promotionframework

PolicyAs sustainability policies, the Toppan Group issued thethe Purchasing Center in the head office Manufacturing

CSR Procurement Guidelines in 2007, The Toppan GroupManagement Division and other procurement departments

Declaration on the Global Environment in 2009, andacross the Group continue to oversee sustainable

the Basic Policy on Biodiversity in 2010. Personnel at

procurement in close cooperation with business partners.

Group Policies and Management Metrics on Sustainable Procurement
Group
PolicyPolicy (detail)

Risk
Evaluation

Proactive
approach tothesustainable
use of raw
materials to
avoid orminimize
impacts on
biodiversity

In-house risk assessment

Declaration on the
Global Environment

Effective useof resources
and reduced
environmental
burden of any
type

KPI Benchmark or
Management Metric or Standard

・Compliance violations (abuse of bargaining
position, misappropriation); acts contrary to
accepted social ethics

KPI benchmark: Monitoring on
compliance in procurement departments
and the assessment of monitoring results

Key business
partners*

KPI benchmark: Percentage of basic saleand purchase agreements (stipulating
the observance of the Toppan GroupCSR Procurement Guidelines)
concluded

Key business
partners*

Management metric: Evaluation of paper
and material suppliers (ISO 9001)

All business partners

・Supply disruption of materials, components,
or equipment caused by earthquakes, storms,
floods, the spread of new strains of influenza,
or other natural disasters

Management metric: Enhancement ofbusiness continuity competencies (theeffectiveness of the business continuity
planning [BCP]) of business partners in
the event of a wide-scale disasterKey business
partners*

・Admixture of hazardous substances into raw
materials

Management standards: Toppan Group
Standards for the Management ofChemical Components of Raw Materials

All business partners

KPI benchmark: Verification of thelegality of lumber to promote thesustainable use of forest resources as apaper material

All paper
manufacturers in the
supply chain

Management standards: Paper
Procurement Guidelines for the
Sustainable Use of Forest Resources

All paper
manufacturers in the
supply chain・Extent to which the CSR Procurement
Standards are applied throughout the supply
chain

CSR
Procurement
Standards

Basic Policy on
Biodiversity

CSR Procurement Guidelines

Basic
Procurement
PolicyRisks Identified by the Evaluation

・Risks in relation to the sustainable use of
paper, a material with potentially significant
impact on biodiversity
・Negative impact on biodiversity caused byillegal logging
・Supply stoppage of lumber caused by thedepletion of forest resources
・Supply stoppage of printing paper andsuspensions of printing operations

Business Partners
Covered*Business partners that have been trading goods and services with the Group in amounts of more than 10 million yen per year, and suppliers of materials
essential for the Group’s business continuity

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Sustainable Procurement■ Advocating the Basic Procurement Policy■ Applying CSR Procurement Standards(to ensure compliance in procurement
departments)

throughout the Supply Chain

Procurement departments in the Toppan Group continue to
implement the following measures to tighten the application

CSR procurement should be built upon trust betweenof the CSR Procurement Standards by entities throughout thebusinesses.
Toppan has set up a Supplier Hotline on the corporate

entire supply chain:website as a portal for receiving reports from business partners
involved in the Group’s procurement operations. The hotline is・Check the efforts of business partners to safeguard business

open for use by all suppliers of the Group.

continuity in the event of a wide-scale disaster;Toppan also monitors whether the Group’s procurement
departments operate properly in accordance with the Basic・Brief business partners on the Toppan Group CSR

Procurement Policy in their transactions with the suppliers.

Procurement Guidelines;
・Conclude sale and purchase agreements (stipulating

Supplier Hotline
https://www.toppan.com/en/about-us/our-corporate-approach/supplier-hotline.html

the observance of the Toppan Group CSR Procurement
Guidelines) with business partners; and・Check the efforts of business partners to act ethically withregard to human rights, labor, the environment, and anticorruption.
The Toppan Group has also formulated its Standards for theManagement of Chemical Components of Raw Materials, a setof standards to control chemical components throughout theentire supply chain.
Toppan Group Standards for the Management of Chemical Componentsof Raw Materials (ver. 4.7)
https://www.toppan.com/assets/en/pdf/about-us/our-corporate-approach/chemical-components-of-raw-materials-v4.7en.pdf■ Promoting the Conservation of Biodiversity
The Toppan Group promotes sustainable procurement based on
the Basic Policy on Biodiversity. In procuring raw materials, theGroup has formulated a set of paper procurement guidelines toadvance the sustainable use of paper, a resource representing
70% of the Group’s material input.
As for the sustainable use of forest resources, the Grouphas cooperated with paper manufacturers in the supply chain
to ensure that the lumber they use for paper production islegally obtained.
Toppan Group Paper Procurement Guidelines for the Sustainable Use ofForest Resources (second edition) (in Japanese)
https://www.toppan.co.jp/assets/pdf/about-us/sustainability/2014/proc2014_06.pdf

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Briefing Suppliers on CSR Procurement Guidelines and Concluding Agreements

Activity results,
performance data

Briefing Sessions on CSR Procurement Guidelines

As of March 31, 2021, Toppan has briefed 2,117 supplierson the Toppan Group CSR Procurement Guidelines. The
Group has been promoting CSR procurement throughout the

Fiscal2018

Fiscal
2019

Fiscal
2020

entire supply chain by asking suppliers to conclude basic

Number of business partners briefed

4

4

9

sale and purchase agreements stipulating the observance of

Cumulative total of business partners

2,104

2,108

2,117

the guidelines. As of fiscal 2020, Toppan has concluded thePercentage of Basic Sale and Purchase Agreementswith CSR Procurement Provisions Concluded (withbusiness partners supplying goods and services worth
more than 10 million yen a year)

agreements with 84% of the business partners that sell theGroup goods and services worth more than 10 million yen a
year. Toppan’s goal is to conclude agreements with all business
partners that meet this criterion of value of sales to the Groupby no later than fiscal 2025.
Turning to the environment, the Toppan Group promotes

Cumulative percentage ofagreements

CSR procurement in line with specific standards such as the

Fiscal2018

Fiscal
2019

Fiscal
2020

76％

81％

84％

Standards for the Management of Chemical Components of
Raw Materials and the Paper Procurement Guidelines for the
Sustainable Use of Forest Resources.

Monitoring Compliance in Procurement Departments

Activity results,
performance data

Monitoring Results

Toppan regularly asks business partners to fill out
questionnaires on their transactions with the Group. With thequestionnaire results, Toppan monitors whether the Group’s

Number of business partners thatfilled out the questionnaire

procurement departments operate properly in accordance with
the Basic Procurement Policy.

Cumulative total number of business
partners that have responded

In fiscal 2020 Toppan used the responses from 17 business

Fiscal2018

Fiscal
2019

Fiscal
2020

8

10

17

124

134

151

partners to improve compliance in the Group’s procurement
operations.

Verifying the Legality of Lumber as a Paper Material
The Toppan Group formulated a Basic Policy on Biodiversity

Activity results,
performance data

*1 https://www.toppan.com/assets/en/sustainability/pdf/biodiversity.pdf

and posted it on the Toppan website in May 2010.
*1

Results of Surveys to Verify the Legality of Lumber asa Paper Material(Paper providers representing over 90% of purchaseexpenditures within the Group)

The basic policy stipulates that “we will take a proactive
approach to sustainable use by avoiding or minimizing theimpact on biodiversity” during raw material procurement
operations. For paper procurement, for example, the Group

Fiscal2018

Fiscal
2019

Fiscal
2020

18

16

13*2

Purchase price basis

90.6%

92.4%

90.0%

Percentage of lumber sources verified
as legal

100％

100％

100％

surveys the legality of lumber as a paper material as a means ofpromoting the sustainable use of forest resources.

Number of business partners
surveyed

Toppan monitors paper manufacturers to verify that the
lumber used for the production of their paper (representing
more than 90% of the Group’s printing paper purchases bymonetary value) is obtained through legal channels. In a survey*2 Paper suppliers subject to a higher risk of noncompliance over the mostrecent three-year periodof 19 sites of 13 business partners around the world in fiscal
2020, Toppan confirmed that all of the lumber procured fromthem was obtained legally. In yen terms, these 19 partner sites
supplied 90.0% of the paper used by Toppan in fiscal 2020.

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E nvironment

G overnance

Human Rights

Human Rights
Basic Approach

Approach

PolicyThe Toppan Group regards human rights as a paramountthe Conduct Guidelines for Toppan personnel. The guideline

principle in engaging in business activities and sustainability

stipulations include protecting individual dignity, prohibiting

initiatives.

discrimination and harassment, and prohibiting child labor andforced labor.

The Group operates business under the foundational

Toppan announced a Groupwide human rights policy inconcept of respect for human beings. To ensure thisfoundational concept, Toppan calls for respect for humanNovember 2021 as a foundation for the management of humanrights as the first principle of the behavioral norms set underrights risks of any kind.

■ Supporting the Principles of Human Rights Manifested in the United Nations Global Compact
Toppan has been participating in the United Nations Global

Nations Guiding Principles of Business and Human Rights andCompact and therefore supporting its two principles of

implements the human rights due diligence process and otherhuman rights since 2006. The Group also espouses the United

initiatives for human rights.

Human Rights

Environment

Principle 1: Businesses should support and respect the

Principle 7: B usinesses should support a precautionary
approach to environmental challenges;

protection of internationally proclaimed
human rights; andPrinciple 8: u
 ndertake initiatives to promote greater
environmental responsibility; andPrinciple 2: make sure that they are not complicit inhuman rights abuses.

Principle 9: e
 ncourage the development and diffusion ofenvironmentally friendly technologies.
LabourAnti-Corruption

Principle 3: Businesses should uphold the freedom of
association and the effective recognition of the

Principle 10: B usinesses should work

right to collective bargaining;against corruption in allits forms, including

Principle 4: the elimination of all forms of forced andextortion and bribery.

compulsory labour;
Principle 5: the effective abolition of child labour; andPrinciple 6: the elimination of discrimination in respect of
employment and occupation.

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E nvironment

G overnance

Human Rights

Labor-Management Initiatives for Human Rights

Approach

Activity results,
performance data

Toppan’s labor union and management undertake various

Toppan promotes environmental conservation initiatives based

measures for labor-related human rights based on a

on The Toppan Group Declaration on the Global Environment

fundamental policy stated in a collective labor agreement.

and the Basic Policy on Biodiversity.

The Toppan Printing Labour Union and Toppan’s
management have concluded the collective labor agreement inorder to ensure stable labor-management relations, maintainFundamental Policy under the Collective Laborand improve working conditions, and secure the corporate

Agreement

concord. This agreement sets forth a fundamental policy

As a fundamental policy between labor and management,

between labor and management, the rules governing union

Article 1 of the collective labor agreement, the Generalactivities and labor-management negotiations, and employment

Principles, stipulates that the Company and union shallconditions such as wages and working hours.

contribute to society through business operations and

The Toppan Printing Labour Union is run by members

collectively work for the benefit of the Company and long-from Toppan and seven Group companies. The union andterm stability of the livelihood of employees. Labor andthe management have concluded an agreement to impose amanagement both uphold this policy as a common goal.

uniform set of liability-related clauses (rules governing union

Article 2 of the agreement clearly states that the union

activities and labor-management negotiations) on all eight

has all the rights established by law, specifying that thecompanies represented.

Company shall respect the union’s rights to organize andToppan has also been taking measures to avoid humancollectively bargain and act.

rights violations that might adversely affect the lives of people
living near Group sites in the course of business. For example,
Toppan Group Human Rights Policy
https://www.toppan.com/en/about-us/our-corporate-approach/human-rights-policy.html

United Nations Global Compact
https://www.unglobalcompact.org/

More details on Toppan’s environmental conservation initiatives
https://www.toppan.com/en/sustainability/environment/

The Toppan Group Declaration on the Global Environment
https://www.toppan.com/assets/pdf/sustainability/
The_Toppan_Group_Declaration_on_the_Global_Environment.pdf

Conduct Guidelines
https://www.toppan.com/en/about-us/philosophy/conduct-guidelines.html

Basic Policy on Biodiversity
https://www.toppan.com/assets/en/sustainability/pdf/biodiversity.pdf

Ten Principles of the United Nations Global Compact
https://www.unglobalcompact.org/what-is-gc/mission/principles

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E nvironment

G overnance

Human Rights

Various Human Rights Measures

Approach

SystemActivity results,
performance data

Training,
education■ Organizing Training on the Conduct Guidelines■ Promoting Sustainable Procurement

Respect for human rights is positioned as Basic Principle 1 of

The Toppan Group asks business partners to comply with the

Chapter 1 of the Conduct Guidelines, the standards of behavior

Procurement Standards Concerning Human Rights, Labor, thefor Toppan personnel. Conduct Guidelines Promotion Leaders

Environment, and Anti-Corruption under the Toppan Group

have been disseminating this principle at their workplaces by

CSR Procurement Guidelines. Business partners continue toarranging read-throughs of the Conduct Guidelines Casebook

work with the Group to undertake initiatives to promote respect

and other compliance promotion activities. Monthly Conduct

for human rights.

Guideline Notifications are also posted on the Toppan intranet
Toppan Group CSR Procurement Guidelines (second edition)
https://www.toppan.com/assets/en/pdf/about-us/sustainability/
2014/proc2014_en01.pdf

to encourage Group employees to study the guidelines in detailand heighten their awareness of compliance-related issues.
The Group also educates employees on human rights issues

More details on Toppan’s CSR procurement
https://www.toppan.com/en/sustainability/social/procurment.html

through first-year training, e-learning-based programs, andvarious other training formats. To prevent harassment of any
form, the Group organizes extensive regular education on
harassment through training sessions mainly for managerialand supervisory staff and e-learning-based programs for all
Group employees. The Toppan Printing Labour Union andToppan’s management concluded an agreement on harassment
prevention in 2020 to shore up their efforts to implement labormanagement initiatives for the creation of a secure working
environment free of any form of harassment. The Group has
also set up a helpdesk and nurtures internal counselors toprevent harassment at the workplace and vigilantly respond to
every case of harassment arising in the Group.

■ Operating Hotlines■ Running Self-directed Career- and Skillenhancement Programs

Toppan operates a Toppan Group Helpline through whichGroup officers and employees can report human rights issues

Toppan implements an annual Challenging Job System, aor violations. Toppan also runs a helpdesk in the head officeself-directed program to encourage all regular employees

Personnel & Labor Relations Division to deal with power

to consider their own career aspirations and develop skill-harassment, sexual harassment, and any other forms ofenhancement plans. The Company expects this system toharassment.

enhance the autonomy and independence of employees and

The Toppan Group has also set up a Supplier Hotline,

to nourish a problem-solving, can-do mindset. By assigninga portal for receiving reports from business partners on

employees to positions suited to their individual motivations

human rights issues or violations committed by the Group’sand qualifications, the system optimizes personnel positioning

procurement departments.

across the Company to energize each organization andreinforce Toppan as a whole. The system also gives employees

Toppan Group Helpline (see page 141)

periodic opportunities to exchange opinions with superiors

More details on the Supplier Hotline (see page 82)

on their career- and skill-enhancement plans. The structured
approach to career planning helps employees design their own
career paths and develop necessary competencies on theirown initiative. Toppan has also been running an in-house staff
recruitment system to provide every employee with an equal
opportunity for skill enhancement.

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E nvironment

G overnance

Human Rights■ Promoting Diversity and Inclusion Initiatives■ Providing an Open Environment for
Recruitment

Toppan is committed to Groupwide innovations that will evolveits capacity to create social value. The Group positions diversity

Toppan hires persons regardless of gender, nationality, andand inclusion (D&I) initiatives as important management

age and offers employment opportunities to persons of varying

strategies to drive change.

levels of physical and mental ability. By publicizing its working
styles in company orientation sessions and on the corporate

Toppan values its employees as precious “human assets”
and understands how deeply it depends on them. Under thewebsite and other media, Toppan reaches out to diverse people

foundational concept of respect for human beings, the Groupsuch as new graduates from universities and high schools,

has been undertaking various measures to promote rewarding

experienced personnel in the middle of their careers, andworking conditions.

persons with disabilities.

Toppan strives to develop D&I initiatives that harness

More about Toppan’s personnel (see page 52)

differences among its diverse human assets as drivers ofinnovation. The Group will continue to promote diversity byencouraging employees to acknowledge and respect each

■ Announcing the Mid-career Hiring Rateother’s personal qualities and values so as to better utilize andToppan Inc. discloses the ratio of mid-career hires (bothenhance their diverse abilities.
In order to cultivate a D&I mindset within the workforce,outside recruitment and permanent employment of people

Toppan facilitates ongoing dialogue and nurtures heightened

previously on fixed-term contracts) to the total number ofawareness and sensibilities that ensure mutual respect. The

regular employees in accordance with the Japanese Act

Group is consistently creating psychologically safe workplaces

on Comprehensive Promotion of Labor Measures, andwhere every person can speak and act without inhibition or

Stabilization of Employment of Employees, and Enrichment of

restraint. To sustain the culture of respect for human rights,

Their Working Lives (the latest amendment on April 1, 2021).

Basic Principle 6 of Chapter 1 of the Conduct Guidelinesemphasizes respect for personnel diversity among theGroup’s human assets and efforts to create a rewarding work

Fiscal 2018

Fiscal 2019

Fiscal 2020

23%

22%

24%

environment that is physically and mentally healthy. Chapter
2 stipulates a specific guideline for promoting diversity and■ Employing Persons with Disabilities

inclusion.
As further measures for heightened awareness of diverse

Toppan promotes the hiring of persons with disabilities inperspectives throughout the Group workplaces, Toppan

collaboration with a special subsidiary, T.M.G. Challenged Plusarranges e-learning-based D&I training programs for all Group

Toppan Co., Ltd. Toppan and T.M.G. Challenged Plus support

employees, holds open seminars on diversity 101 and lesbian,the ongoing hiring and employment of persons with disabilities

gay, bisexual, transgender, and queer or questioning (LGBTQ)

by devising work procedures and routines that empower theminclusion, and organizes workshops on persons with disabilities

to perform wide-ranging jobs.

and LGBTQ persons for Group personnel in charge of diversity

Toppan strives to surpass the legally prescribed quota forpromotion.

the employment of persons with disabilities in Japan.

Diversity & Inclusion (see page 53)

Employing Persons with Disabilities (see page 57)

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S
S ocialocial

E nvironment

G overnanceSocial Contribution Activities

Social Contribution Activities
Basic Approach

Approach

The Toppan Group engages in diverse social contribution

disclosure/communication.” Every Group site organizes various

activities focused primarily on the environment, education,social initiatives in full recognition of the importance ofand culture with a view to addressing local issues andengaging in community contribution activities as a community

supporting the sustainable development of local communities.

member.

Basic Principle 10 of the Toppan Group Conduct Guidelinesemphasizes the value of “striving to improve corporate value

Conduct Guidelines
https://www.toppan.com/en/about-us/philosophy/conduct-guidelines.html

through social contribution activities and proper information

The Environment: Conservation and Nurturing of Community Environments

Activity results,
performance data

■ Beautification and Cleanup around Operational Sites
Employees at Group sites across Japan regularly beautify andNPOs, NGOs, and other organizations to create better

clean up the communities around them.

environments through various community activities to beautify

In Kitakatsushika, Saitama Prefecture, for example, theand clean up local environments such as riversides and parks.

employees of the Toppan Technical Research Institute ventureout into the community to carry out a monthly “Cleanup
Operation.” Every employee from the research institute helps toremove litter from the streets and public spaces of neighboring
communities at least once a year.
Toppan sites also cooperate with community members,■ Biodiversity-learning EventsThe Ecology Center in the head office Manufacturing
Management Division collaborates mainly with community

Activities in Fiscal 2020groups and environmental NPOs to organize events where● “Online Tour to Find a Breath of Spring in Satoyama”

people can learn about biodiversity.

Date: March 21, 2021

Place: Machida Miwa Satoyama field (Machida, Tokyo)

The Group refrained from organizing nature workshops

Participants: 23 employees and family members

in fiscal 2020 under the restricted conditions imposed by

Collaborator: Environmental NPO “SHU”

the COVID-19 pandemic. In place of the workshops, Toppan
employees and their families took part in an online tour ofthe Miwa Satoyama field in Machida, outer Tokyo. This biodiverse habitat traditionally used by local villages has recently
been managed by a local NPO. The online event encouraged
employees, their families, and other stakeholders to consider
biodiversity and take steps to conserve it in their communities.

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E nvironment

G overnanceSocial Contribution Activities

Education: Initiatives Sustained by Toppan Resources

Activity results,
performance data

■ Printing School
In fiscal 2013, Toppan Group sites in Bunkyo and Itabashi,Tokyo began working with local elementary schools to run the
Printing School, a workshop-style class where students create
guidebooks with reports on appealing points of area shopping
districts. Younger employees from Toppan lecture on efficientmethods to gather and edit the information to be reported
in the guidebooks. Once the guidebooks are completed, thestudents hand them out in and around the shopping streets ofBunkyo and Itabashi.
Four Toppan employees and about 80 elementary school
students from Shimura 2nd Primary School (Itabashi, Tokyo)
took part in Printing School workshops held online during the
COVID-19 pandemic in fiscal 2020.
Printing School project for learning and growing together (in Japanese)
https://wao-koishikawa.com/project.php?pid=9

Guidebook created in a Printing School class■ SDGs Classroom Mirai Ne!TMChildren take on SDG-related classwork and develop the

Toppan and the Kansai SDGs Platform are working together todevelop an SDG education support project called “Totsugeki!

abilities to consider and work towards the SDGs on their own

SDGs Classroom Mirai Ne™.” The Mirai Ne™ (“for a better-to prepare for their futures as responsible members of society.

tomorrow”) project invites SDG-focused companies intoelementary school classrooms to stir an interest in the United
Nations Sustainable Development Goals (SDGs) and a desire to
explore them. Various events and onsite classes are organized
for the students.

Activities in Fiscal 2020
● A program in the 2nd Kansai SDGs Youth Meeting● Neyagawa City Kunimatsu Midorioka Elementary School

Date: March 13, 2021

Date: March 9, 2021

Class: Connecting Toppan’s showroom “PLAZA21 Kansai” toClass: In Room A at Kids Plaza Osaka, instructors from Toppan

taught classes on eco-packaging with help from Nestlé Japan.

a paper-based beverage container partially composed of lumber

taught students how to make a special glider using a Cartocan,

elementary school classrooms online. Instructors from Toppan

harvested from forest-thinning operations. The students inthis hands-on class learned about the SDGs by studying a

product package used in daily life. In Room B at PLAZA21

Kansai, Nestlé Japan took the stage as a guest company to holdan SDG workshop with Toppan. PLAZA21 Kansai is Toppan’s
showroom dedicated to the demonstration of social value-oriented products and services.

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G overnanceSocial Contribution Activities

Culture: Sports Promotion and Support for the Arts and Culture

Activity results,
performance data

■ Printing Museum, Tokyo
The Printing Museum, Tokyo was established in 2000 to markthe 100th anniversary of the founding of Toppan. In the years

Activities in Fiscal 2020

since, the museum has collected and researched materials● Exhibition Room on B1F re-launchedrelated to printing culture, held exhibitions and events focused● Nihon
Insatsu Bunkashi (“History of Japanese Printing

on printing, and organized a host of educational activities (suchCulture”) and the Printing Museum Collection issued

as the letterpress workshops at the “Printing House.”)To promote printing culture, for example, instructors at● Exhibitions and events

・Modern Japan Package 2020

the Printing House introduce neighborhood elementary school・World Book Design 2019-20

students to the craft of letterpress printing. Members of theRelated site
https://www.printing-museum.org/en/

public are also invited to take part in printing workshops hosted
by the Printing Museum at libraries and museums acrossJapan.

● Lectures, workshops, etc.

・1st Printing Culture Studies Conference “Text and Print
Art: Knowledge Circulated by Printing” (online)

In 2020, its 20th anniversary year, the Printing Museum,
Tokyo revamped its Exhibition Room on B1F and several other・Online talk show, “Design of perennially bestselling books”

museum facilities.

・Online talk show, “Review report on The Beauty of Books
in China 2019 contest”・Bookbinding workshops
Primary: “Making a hardcover notebook using apaperbacked notepad”

Intermediate: “Making an accordion book—goshuincho *”*A stamp book used by people visiting shrines or temples in Japan

Related site (in Japanese)
https://www.printing-museum.org/experience/event/
General Exhibition Zone redesigned
in 2020

Letterpress workshop held outsideof the museum● A prize at the 46th Japan Professional Photographers

Society Award

Printing Museum, Tokyo
https://www.printing-museum.org/en/■ Toppan Hall
Toppan Hall is a symphonic concert venue that opened

outstanding contributor to the development of musical culture

concurrently with the Printing Museum, Tokyo in 2000 toin Japan. Performances at the hall have also attracted noticecommemorate the 100th anniversary of the founding of Toppan.

throughout Europe. While the number of performances had

The concerts held at the hall promote the arts and culture

to be reduced in fiscal 2020 (the 20th anniversary year of theunder the Group’s corporate philosophy of “contributing to ahall) under COVID-19 pandemic conditions, several epochal

fulfilling lifestyle as a mainstay of information and culture.” Theprograms for music-loving audiences were held in the course

Suntory Foundation for the Arts bestowed the Toppan Hall withof the year. A notable example was a new series of recitals by

the 47th Suntory Music Award in 2016 to commend its seminal

talented young Japanese musicians.

programs, mainly recitals organized by Toppan Hall itself as an

Activities in Fiscal 2020
● 2019/2020 season performances (from September 2019 toAugust 2020)

https://www.toppanhall.com/en/concert/lineup/lineup1920.html● 2020/2021 season performances (from September 2020 toAugust 2021)

Toppan Hall
https://www.toppanhall.com/en/

https://www.toppanhall.com/en/concert/lineup/lineup2021.html

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E nvironment

G overnanceSocial Contribution Activities■ Toppan Charity Concerts
Toppan has continued to hold its annual Toppan Charity

Concert series since 2008 as a social engagement activity that
supports global community initiatives to raise literacy rates indeveloping countries.
Ticket revenue from the concerts has been donated to theAsia-Pacific Cultural Centre for UNESCO (ACCU) to fund the
SMILE Asia Project for the support of literacy education for

11th Toppan Charity Concert

Cambodian women, especially mothers who are raising young
children or have children on the way.

Women learning literacy skills
under the SMILE Asia Project inCambodia

Toppan Charity Concerts
https://www.toppan.com/en/sustainability/
charityconcert/index.html

Though the concerts scheduled in fiscal 2020 were
postponed due to the spread of COVID-19, Toppan continued
its donations, raising the cumulative total to 27,186,660 yen as
of fiscal 2020. Toppan aims to reach a total of 35 million yen by
fiscal 2025.

■ SMILE Asia Project in Cambodia andEngagement with Stakeholders

In February 2020 Toppan made a field trip to Cambodia

programs and the benefits of acquiring literacy. The team also

to check up on the progress of the SMILE Asia Project, an

met with various stakeholders (such as NGO members, village

initiative to support literacy education for Cambodian women

district officers, and staff from district education departments)using proceeds from the Toppan Charity Concert series.

who support the local management of the project and discussed

Educational facilities throughout Cambodia, and the lives ofthe efforts underway, the challenges facing the project, andmany of the country’s educators, were destroyed in the 1970sother related issues.

by the Cambodian Civil War, the Vietnam War, and the Pol Pot
regime (Khmer Rouge). Women were deprived of education for
decades as a result, leading to a widespread literacy problem.
Many local women to this day forego school education in order
to raise their children and support their families. These womenremain illiterate, which poses an ongoing social challenge forthe country.
The field trip team from Toppan sat in on literacy classes,

Literacy classes under the SMILE Asia Project
https://www.toppan.com/en/sustainability/charityconcert/index.html#literacy_education

visited the homes of former learners, and interviewed current
and former students to learn more about the literacy education

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S ocial

E nvironment

G overnanceSocial Contribution Activities■ Graphic Trial
The Toppan Group promotes printing culture and supports
graphic designers through Graphic Trial, an exhibition that● Graphic Trial 2020 “Baton”—Exploring the Possibilities ofGraphic Design through Offset Printing

explores relationships between graphic design and the art

Dates: April 24 - August 1, 2021

of printing in search of new forms of expression. Artists at

Artists:

the forefront of graphic design experiment with different

Taku Satoh (graphic designer at TSDO Inc.)

offset-printing techniques every year to create posters for

Asao Tokolo (artist at TOKOLOCOM)

Aaron Nieh (art director at Aaron Nieh Workshop)

the exhibition. Graphic Trial is held at the multipurpose P&P

Yuri Uenishi (art director, designer)

Gallery in the Printing Museum, Tokyo.

Tomohiro Ichikawa (photographer at Toppan Inc.)
Related site
https://www.toppan.co.jp/biz/gainfo/graphictrial/2020/

Graphic Trial 2020 was postponed by one year to fiscal 2021
to limit the spread of COVID-19 infection. In the meantime,

Toppan opened a matching online gallery to display all of theposters in the P&P Gallery exhibition virtually.
Graphic Trial (in Japanese)
https://www.toppan.co.jp/biz/gainfo/gt/■ Cosponsoring the Central Contest for Book
Report Drawings

Activities in Fiscal 2020

Toppan continues to work with the Japan School Library
Association and The Mainichi Newspapers Co., Ltd. as a

● 32nd Central Contest for Book Report Drawings

Areas: 38 prefectures around Japan (excluding Yamaguchi

cosponsor of the Central Contest for Book Report Drawings, anPrefecture and the eight prefectures of the Kyushu region)

annual contest that cultivates the reading and creative skills of

Pictures: 613,807 entries from 5,889 schools

children by encouraging them to express their impressions ofRelated site (in Japanese)
http://www.dokusyokansoubun.jp/kansouga/

books by drawing.
In addition to providing ongoing support to the contest,
Toppan produces and distributes a calendar featuring prizewinning works to schools and other educational facilities
across Japan. The prize-winning students also receive replicas
of famous Japanese-style paintings produced using Toppan
technologies.

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E nvironment

G overnanceSocial Contribution Activities■ Organizing the Kanosei Art Project Exhibition
Toppan has been collaborating with the Support CenterDREAM and the Borderless Art Organisation to organize theActivities in Fiscal 2020

Kanosei Art Project (“kanosei ” means “potential” in Japanese)● Kanosei Art Project

Exhibition in Daitokuji
Zuihoin (Kyoto; held online)

since fiscal 2018. The artistic activities undertaken with thetwo NPOs are structured to support the greater independence

Dates: November 10, 2020 toof persons with illnesses and disabilities and encourage human

February 28, 2021

resource development in companies through art. In November● Examples of corporate use

2020, Toppan held an online Kanosei Art Project Exhibition in

Borderless artworks displayed

Daitokuji Zuihoin. Works by borderless artists were displayedon temporary fencing at a

in a virtual reality space replicating the Zuihoin, a sub temple

construction site (Hazamaof the Daitokuji temple in Kyoto.

Ando Corporation) andin a common office space

A number of companies have adopted the borderless(Sumitomo Realty &artworks for secondary use. Some of the works have been

Development Co., Ltd.)

displayed in common office spaces or on temporary fencing
at construction sites, adding value to the works of borderlessartists. Through this project, Toppan is supporting the greater
independence of borderless artists and promoting borderlessart. In recognition of the project, Toppan was certified as a “Thisis MECENAT 2021” contributor and granted a “Mécénat Mark”(shown on the right) fromthe Association for Corporate
Support of the Arts of Japan.

■ Popularizing Para-Sports
Toppan promotes para-sports as a partner of the Tokyo 2020
Paralympic Games and the Japanese Para-Sports Association

Activities in Fiscal 2020

(JPSA). The Company introduced an employee athlete● Para-sports athlete Takashi Sanada holding an online get-together for elementary and junior high school students
from Nasu Shiobara, Tochigi, Japan

program* in 2014 to hire and support people specializing insports, including para-sports athletes.

Toppan employee athlete Takashi Sanada (wheelchair

Toppan also operates a para-sports information website

tennis player) visits schools around Japan every year to

lecture on para-sports, teach hands-on wheelchair tennis

called SPORTRAIT . Toppan has been popularizing para-sports

classes, and organize various other para events. The spreadby holding hands-on para-sports events for local communities

of COVID-19 forced Sanada to cancel his annual visits in

and Group employees across Japan.

fiscal 2020. In place of the visits, he hosted an online group*Employee athlete program: Established in 2014 as a mechanism forpromoting sports and supporting employee athletes who participate ininternational tournaments and competitions. Toppan currently employs
seven athletes (including two para-sports athletes).

chat with dozens of students.

Related site (in Japanese)
https://www.toppan.co.jp/player/

Toppan’s para-sports information
website SPORTRAIT (in Japanese)
https://sportrait-web.com/

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E nvironment

G overnanceSocial Contribution Activities

Community Contribution Activities at Domestic Sites (fiscal 2020)

The Environment

CultureConservation andSports promotion andnurturing of community

support for the arts andenvironments

culture for the community

Major activities

Major activities● Beautifying and cleaning up around plants and operational sites● Participating in, cooperating with, and cosponsoring community festivals
and events● Participating in beautification and cleanup activities organized by thecommunity● Participating in, cooperating with, and cosponsoring sports events in thecommunity● Participating in environmental conservation activities, events, andcampaigns in the community● Holding meetings with community members to report environmental
initiatives● Teaching at environmental classes for students from neighboring
elementary schools, etc.

Education

Community

Toppan resources

community groups, NPOs,

Initiatives conducted with

Initiatives sustained byNGOs, etc.

Major activities

Major activities●H olding plant tours for students from neighboring elementary and juniorhigh schools● Participating in and cooperating with anti-disaster and fire-safety
campaigns in the community● Holding plant tours, practical training sessions, working experience
sessions, etc. for students from neighboring high schools● Opening the site premises and facilities and providing water resources,
etc. to community members● Arranging extracurricular study programs at neighboring elementary
schools● Participating in and cooperating with safety promotion activities andtraffic safety campaigns in the community● Holding practical training sessions for students from special schools in thecommunity● Welcoming community members, etc. to in-house events● Running blood donation drives■ Major Community Contribution Activities by Area (fiscal 2020)
Chugoku & Shikoku areas

Chubu area

Hokkaido & Tohoku areas

Main sites engaged in the activities

Main sites engaged in the activities

Main sites engaged in the activities

・Fukuyama Plant

・Nagoya Plant

・Sapporo Plant

・Kochi Plant

The environment
Community

・Niigata Plant

・Matsusaka Plant
1 case2 cases

The environment

・Chitose Plant…

4 cases

Culture1 caseEducation

The environment

3 cases

Community

2 cases

Education

3 cases

Community

・Sendai Plant

10 cases

1 caseKanto area
Main sites engaged in the activities

・Koishikawa

・Ranzan Plant

・Honjo・Asaka Plant

・Shibaura

・Itabashi Plant
・Hino Plant

Kansai area

・Fukaya Plant

Main sites engaged in the activities

Kyushu & Okinawa areas
Main sites engaged in the activities

・Fukuoka Plant ・Kumamoto Plant
・Saga Plant

・Tamana Plant

The environment
CultureEducation

Community

8 cases
1 case1 case7 cases・Nakanoshima

・Fukusaki Plant

・Oyodo Plant

・Mie Plant

・Ebie Plant

・Takino Plant

・Shiga Plant

・Takino Securities Printing Plant
・Kansai Bottling Co., Ltd.
The environment
Education

Community94

13 cases
3 cases

15 cases

・Satte Plant

・Sakado Plant

・Kashiwa Plant

・Sodegaura Plant
・Mikkabi Plant
・Mito Plant

・Akihabara (Head office)・Sugito (Toppan Technical Research Institute)・Asaka Securities Printing Plant
・Kawaguchi Plant

・Sagamihara Plant

・Gunma Central Plant
The environment
CultureEducation

Community

22 cases

2 cases
5 cases

17 cases

TOPPAN Sustainability Report 2021

S ocial

E nvironment

G overnanceSocial Contribution Activities■ Major Community Contribution Activities
Hokkaido & Tohoku Areas

Kyushu & Okinawa Areas

Sapporo Plant

Kumamoto Plant

A team of several employees

Employees weed and clean

streets and parks around thearound the plant. The regularup city roads and roadsides

carefully cleaned up theremoval of dry leaves and soil

plant.

from nearby forests enhances
the safety of the roadways.
Many employees also

Chitose Plant

volunteer to donate blood at

A cleanup activity got started

the plant’s invitation when theemployees beautified theCenter sends over its blood

this year. A team of 16

Kumamoto Red Cross Bloodplant periphery, streets, anddonor truck on a collection

nearby public spaces.

run.

Chubu Area

Kansai Area

ICT KŌBŌ

Takino Plant

A new system development baseSome 30 employees engage inThis is the first in a series of planson the second Monday every

established in Iizuna, Nagano, Japan.

cleanup activities usually held

to reinforce system development

month. They beautify the plant

departments through the expanded

periphery, pathways, streets,

development bases across Toppan. The

side ditches, and other publicGroup is recruiting experienced talent andspaces around the plant.

accepting local students for internships with a view tosecuring and fostering ICT-literate human assets.

Kansai Bottling Co., Ltd.

agricultural harvesting simulators and tools for

Employees weed and clean up

countermeasures.

plant once every few months.

Toppan’s solutions for local issues include remotethe public spaces nearby thevisualizing snow damage with digital technology to devise

Niigata Plant
Employees from the plant in Japan’s

Kameyama Plant

main rice-producing region engage inannual cleanup activities to secure local

Employees venture out fivewaterways. Helping the community totimes a year to weed andconserve the local environment, theclean up the plant peripherycleanup activities facilitate inter-employee

in late morning (from 11:30 tocommunication in an environment surrounded by nature.

12:00). The regular cleanups

have nurtured their feeling of
belonging in the community.

Chugoku & Shikoku Areas

Hisai Plant

Fukuyama Plant

Employees venture out fivetimes a year to weed and

Employees engage in weeding andclean up neighborhoodcleanup activities three times a year.

They remove empty cans, bottles, andsidewalks around the plant inand other litter from the roadside

12:00). The ongoing cleanup activities facilitate employee

late morning (from 11:30 toboxes, cigarette butts, candy wrappers,

communication with members of the community.

shrubbery on the industrial estate around the plant.

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E nvironment

G overnanceSocial Contribution Activities

Major Community Contribution Activities at Overseas Sites (fiscal 2020)■ Siam Toppan Packaging Co., Ltd. (Thailand)Face Shield Project
Provided community members with materials and instructions formaking protective face shields to curb the spread of COVID-19(on May 20, 2020).

N95 Donation to Ramadhibodi Chakri
Naruebodindra Hospital

Donated N95 masks to a local hospital to protect frontline
medical personnel from COVID-19 infection (on May 22, 2020).

Handmade Product Market Run by People with
Disabilities

Provided site spaces for people with disabilities to sell their own
handmade products (on June 26, July 31, August 28, September
28, October 28, November 27, 2020).

Siam Toppan Scholarship Giving 2020
Granted scholarships to both unimpaired and disabled students
at Chulalongkorn University, Kasetsart University, Chiang Mai
University, Srinakharinwirot University, Kanchanapisek
Samutprakan Technical College, and other colleges anduniversities in Thailand (on November 20, 2020).

■ Toppan Merrill Limited (Hong Kong)
Printing Sponsorship for Dear Hong Kong
Sponsored a photo-book project highlighting the diversity ofnationalities and cultures represented in Hong Kong (onDecember 10, 2020).

Printing Sponsorship for Mighty Oaks Books
Sponsored the printing of books in support of inter-generational
collaboration between the residents of senior care facilities andnearby schoolchildren (on December 18, 2020).

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S ocial

E nvironment

G overnanceSocial Contribution Activities■ PT. Indonesia Toppan Printing (Indonesia)
Donation for Orphans
Donated to a nearby orphanage in Bekasi, West Java Province(on May 15, 2020 and April 30, 2021).

Donation to the Community
Made donations to the community for the repair of aneighborhood mosque for worship (on May 5, 2020).

■ Toppan Merrill USA Inc. (USA)Donation to Support Students over theHolidays

Presented books and other items to economically disadvantaged
students in the Chicago area through a volunteer organization
over the holidays (in December 2020).

Donation to a Community Center
Donated meal baskets to the Hallie Q. Brown Community
Center, a local organization in St. Paul, Minnesota, through an
online food donation event (in December 2020).

■ INTERPRINT Group (Germany)
Establishment of a COVID-19 Test Center
Established a center for rapid COVID-19 testing and a vaccination
center. Originally open exclusively for employees, the testing
center is now open to all residents of Arnsberg.

Sponsorship of the Łódź Design Festival
Sponsored the Łódź Design Festival, an international event heldin Poland, for the 14th consecutive year (from May 14 to 21,2021).

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Environment
Contents
Fundamental Approach to the Environment

P. 99

Mitigation of Global Warming

P. 110

Building of a Recycling-oriented Society

P. 116

Control of Chemical SubstancesP. 119Pollution Control

P. 121

Biodiversity

P. 124

Environmental Data

P. 126

E nvironment

S ocialG overnanceFundamental Approach to the Environment

Fundamental Approach to theEnvironment
Basic Approach

ApproachWith the growing awareness of environmental conservation

PolicyThe Toppan Group Declaration on the Global

throughout the world in the 1990s, the scope of environmental

Environment

issues to be tackled by businesses grew significantly.
Toppan reorganized its previous structure for environmental

As responsible members of international society,we who work within the Toppan Group
strive to realize a sustainable society
through forward looking corporate activities withconsideration
for the conservation of the global environment.

conservation by establishing the Ecology Center in 1991 andformulating its Declaration on the Global Environment, a basic
philosophy for environmental conservation activities, in 1992.
Toppan has promoted environmental initiatives based on the
declaration ever since.

Basic Principles

The Toppan Group targets the creation of a sustainable
society where all forms of life in the global ecosystem can

1. W e observe all laws, regulations and in-company rules
relating to the environment.

coexist into the future. In April 2009, the Group revised its
Declaration on the Global Environment into The Toppan Group

2. F
 or the future of the Earth, we strive for the effective
utilization of limited resources and the reduction of all
types of environmental burden.

Declaration on the Global Environment, a basic philosophy
for environmental activities applied to the entire Group. The
revised declaration reflects Toppan’s more assertive approach to

3. W
 ith foresight, we promote the development andwidespread use of products that show consideration for
the environment, and contribute to the environmental
activities of customers.

the conservation of the global environment.
Toppan’s environmental considerations encompass theentire lifecycle of a product or service from production and

4. W
 e engage in communication related to the environment
with a wide range of peoples both inside and outside thecompany, and strive for mutual understanding.

transportation/distribution to end-of-life treatment. All of theGroup’s business facilities and entities throughout the value
chain are considered, from suppliers, service providers, and

5. W e also take a proactive approach to environmental
conservation in corporate activities in internationalsociety.

contractors to other major business partners of the Group (e.g.,licensees, partners in joint ventures, partners of subcontractors,
entities involved in non-controllable projects, due diligence

Formulated in April 1992
Revised in April 2009

providers, partners handling mergers and acquisitions, etc.).
The Toppan Group Declaration on the Global Environment
https://www.toppan.com/assets/pdf/sustainability/
The_Toppan_Group_Declaration_on_the_Global_Environment.pdf

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TOPPAN Sustainability Report 2021

E nvironment

S ocialG overnanceFundamental Approach to the Environment

Promotion Framework

Promotionframework

Approach■ Promotion Structure
The Board of Directors is the highest-level body responsible

measures, the committees have convened multiple

for the Toppan Group’s environmental management. The board

subcommittees to formulate necessary responses to specificappoints a director to head the Ecology Center, an organization

environmental issues. Energy Subcommittees, for example,

that oversees Toppan’s environmental conservation initiatives

pursue energy-saving efforts to help mitigate global warming.

by supervising, evaluating, and verifying environmental

Environmental Management Structure

activities undertaken throughout the Group and reporting
results to the Board of Directors.
The Toppan Group has established an environmental

Board of Directors

conservation framework in which the heads of every division,

Director in charge of the Ecology Center

Group company, and operational site are positioned as the
personnel chiefly responsible for environmental efforts. These

Ecology Center

heads appoint Environmental Management Officers to steer theactual implementation of conservation activities carried out attheir sites and collaborate to propel environmental initiatives

Operational sites

throughout the divisions.

Environmental Management Oﬃcers

To accelerate the initiatives, these officers have set up Ecoprotection Promotion Committees, bodies composed of persons

Eco-protection Promotion Committees

relevant to the environment across the departments. The
committees promote environmental conservation activities at

Subcommittees

Group sites and manage progress. For advanced environmental■ Managing Climate Change Risks
The Toppan Group has set up a TCFD* Working Group
composed of personnel from relevant head office divisions under
the Sustainability Promotion Committee to address the risks
and opportunities presented by climate change. The working
group employs scenario analysis to identify significant risks andopportunities and perform evaluations focused chiefly on thefinancial impacts of climate change on the Group.
*Task Force on Climate-related Financial Disclosures

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TOPPAN Sustainability Report 2021

E nvironment

S ocialG overnanceFundamental Approach to the Environment

Environmental Management

Promotionframework

Systemchannels.

The Toppan Group has established environmental management

For environmental targets, in particular, the Ecology Centersystems (EMSs) based on ISO 14001.

decides a set of site-specific, single-year targets based on the

A PDCA cycle of planning, support and operation,
performance evaluation, and improvement serves as a core partGroupwide targets and develops current-year measures withof the ISO 14001-based EMSs to ensure ongoing improvement.

authorization from the Board of Directors. These site-specificGroup sites maintain their EMSs through managementtargets are treated as key performance indicators for managing

system audits by ISO 14001 registrars, internal environmental

the progress of environmental conservation activities carried

audits (of legal compliance) by the Ecology Center, and otherout at individual sites. The Ecology Center also manages theinternal environmental audits at individual sites.

monitoring of soil and groundwater pollution, ascertains theresults, and discloses the details.

The Ecology Center aggregates environmental performancedata (for details, see the “List of Indicators Assured by
an Independent Assurance Provider” on page 153) as theMore details on ISO 14001 EMS certification in the Toppan Group(in Japanese)
https://www.toppan.co.jp/about-us/our-corporate-approach/iso/iso14001.html

organization responsible for overseeing the Toppan Group’s
environmental conservation activities. The aggregation results
are assured by KPMG AZSA Sustainability Co., Ltd. (anindependent assurance provider) and reported to the Board of

Independent Assurance Report (see page 154)

Directors. The center discloses the verified performance data

Monitoring soil and groundwater pollution (see page 123)

via the Toppan corporate website and other communication

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TOPPAN Sustainability Report 2021

E nvironment

S ocialG overnanceFundamental Approach to the Environment

Management Cycle under ISO 14001:2015
Internal andexternal issues

Context of the Organization
Scope of the Environmental Management System

Needs andexpectations ofinterested parties

P
Planning
6.1 Actions to address risks and opportunities
6.1.1 General
6.1.2 Environmental aspects
6.1.3 Compliance obligations
6.1.4 Planning action
6.2 Environmental objectives and planning to achieve them
6.2.1 Environmental objectives
6.2.2 Planning actions to achieve environmental objectives

A

Leadership

Improvement
10.1 General
10.2 Nonconformity andcorrective action
10.3 Continual improvement

5.1 Leadership and commitment
5.2 Environmental policy
5.3 Organizational roles,
responsibilities and authorities

Performance Evaluation
9.1 Monitoring, measurement,
analysis and evaluation
9.1.1 General
9.1.2 Evaluation of compliance

9.2 Internal audit
9.2.1 General
9.2.2 Internal audit
programme
9.3 Management review

Support andOperation
7.1 Resources
7.2 Competence
7.3 Awareness7.4 Communication
7.4.1 General
7.4.2 Internal communication
7.4.3 External communication
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating
7.5.3 Control of documented
information
8.1 Operational planning andcontrol
8.2 Emergency preparedness
and response

D

C
Intended outcomes of the environmental management system

Numbers of Internal Environmental Audits and Issues in Need of Improvement(Fiscal 2020)
Domestic sites audited

Activity results,
performance data

57 sitesIssues in need of improvement identified at domestic sites

55 issues

Domestic sites reviewed

1 site102

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E nvironment

S ocialG overnanceFundamental Approach to the Environment

ISO 14001 Certification (54 systems at 92 sites, as of March 31, 2021)

Activity results,
performance data

ISO 14001 Certification Obtained at Toppan Inc. and Domestic Manufacturing Subsidiaries(subject to the medium-term environmental targets)
Registrar

Registration Date

Electronics Division

Operational Site (Division or Manufacturing Subsidiary)

JQA

July 1998

Environmental Design Subdivision [Kashiwa Plant and Satte Plant of Toppan Decor Products Inc.] (Living &Industry Division)

GCC

March 2000

SAI GLOBAL

February 2002

Tokyo-based sites (Information & Communication Manufacturing Subdivision)
Fukusaki Plant [including Fukusaki Plant of Toppan Plastic Co., Ltd.] (Toppan Packaging Products Co., Ltd.)JQA

July 2002

Takino Site

JQA

October 2002

Azusawa Site, Atago Site, Kawaguchi Site, Sagamihara Site, Numazu Site (Toppan Logistics Co., Ltd.)

GCC

October 2002

Gunma Central Plant (Toppan Packaging Products Co., Ltd.)JQA

July 2003

Mito Plant (Toppan Prosprint Co., Ltd.)

GCC

January 2004

Fukuyama Plant (Toppan Communication Products Co., Ltd.)

GCC

October 2004

Higashinihon Subdivision

GCC

March 2005

Toppan Technical Research Institute

JQA

May 2005

Sapporo Plant, Chitose Plant (Hokkaido Subdivision)

GCC

June 2005

SAI GLOBAL

December 2006

JQA

February 2007

Satte Plant (Toppan Plastic Co., Ltd.)
Ranzan Plant, Kyushu Plant (Toppan Packaging Service Co., Ltd.)
Sagamihara Plant (Toppan Packaging Products Co., Ltd.)SAI GLOBAL

March 2007

GCC

October 2008

Head office, Kansai branch (Toppan Techno Co., Ltd.)SAI GLOBAL

March 2009

Sodegaura Beverage Plant (Toppan Packaging Service Co., Ltd.)SAI GLOBAL

April 2009

GCC

March 2010

JQA

December 2010

BUREAU VERITAS

February 2008

Kyushu Subdivision (Nishinihon Division)

Fukaya Plant (Toppan Packaging Products Co., Ltd.)
Chubu Division
Kochi Plant (Toppan Electronics Products Co., Ltd.)ISO 14001 Certification Obtained at Overseas
Subsidiaries

ISO 14001 Certification Obtained at Domestic
Subsidiaries
Operational Site (Group Company)

Registrar

Head office, Saitama Plant (Livretech Co.,Ltd.)

Registration
Date

JCQA

July 2001

Fukushima Plant [including Takino Plant,
Sagamihara Plant] (Toppan Infomedia Co.,
Ltd.)

JUSE

November 2001

Central Research Center (Toppan Forms
Co., Ltd.)JQAMarch 2004

Toppan Forms Tokai Co., Ltd.

JQA

August 2004

Toppan Forms Kansai Co., Ltd.

JQA

April 2007

Toppan Forms Nishinihon Co., Ltd.

JQAJanuary 2005

Toppan Forms Central Products Co., Ltd.

JQA

September 2011

Intertek

May 2003

Gunma Plant (Tamapoly Co., Ltd.)JQA

February 2011

Sanda Plant (Tamapoly Co., Ltd.)JQAJanuary 2012

Tochigi Plant (Tamapoly Co., Ltd.)JQA

August 2017

Tosho Printing Co., Ltd.

Group Company (Operational Site)

Registration
Date

Toppan Photomasks, Inc. (Round Rock Site)

LRQA

November
2001

Toppan Photomasks France S.A.S.

LRQA

October 2000

Toppan Chunghwa Electronics Co., Ltd.

SGS

October 2003

Toppan SMIC Electronics (Shanghai) Co., Ltd.

SGS

February
2007

Toppan Leefung Printing (Shanghai) Co., Ltd.

CCCI

April 2007

Toppan Leefung Packaging (Shanghai) Co., Ltd.

NQA

July 2008

ZDHY

November
2009

Toppan Excel Printing (Guangzhou) Co., Ltd.

CNAS

May 2009

Toppan Yau Yue Packaging (Dongguan) Co., Ltd.

Intertek

May 2016

CQC

November
2012

Toppan Leefung Packaging & Printing(Dongguan) Co., Ltd.

HKQAAMarch 2009

PT. Indonesia Toppan Printing

LRQA

November
2004

LRQA

February
2005

Ortustech (Malaysia) Sdn. Bhd.

BUREAU
VERITAS

September
2014

Toppan Leefung Changcheng Printing (Beijing)Co., Ltd.

Toppan Win Label Printing (Dongguan) Co.,Ltd.

Toppan Photomasks Korea Ltd.
Toppan Photomasks Co., Ltd. (Shanghai)

103

Registrar

Toppan Security Printing Pte. Ltd.

TUVAugust 2010

Giantplus Technology Co., Ltd. (Bade Plant [T
1])

SGS

January 2008

Giantplus Technology Co., Ltd. (Bade Plant [T
2])

SGS

May 2018

Giantplus Technology Co., Ltd. (Headquarters)

SGS

January 2005

Giantplus Technology Co., Ltd. (Hsinchu Plant)

SGS

March 2013

Kunshan Giantplus Optronics Display
Technology Co., Ltd.

SGS

June 2012

Siam Toppan Packaging Co., Ltd.

MASCIApril 2002

Toppan FutureCard Industries LLC

URS

February
2015

TOPPAN Sustainability Report 2021

E nvironment

S ocialG overnanceFundamental Approach to the Environment

Environmental Education

Training,
education

The Toppan Group implements various measures to improve

optional training, and internal auditor training. The rank-

the environmental literacy of employees based on social trends

based training includes both group sessions and Groupwide

related to the environment, priority topics for year-by-year

e-learning programs. The Group also organizes regular training

environmental activities, and other environment-related issues.

on Eco-creativity Activities for employees in sales departments.

Toppan has been holding sessions for rank-based training,

Results of Environmental Education (Fiscal 2020)
Training

Number of Trainees

New employee training: General environmental education

464

E-learning-based program on Toppan’s sustainability initiatives

17,759E-learning-based program for personnel in charge of the environment in fiscal 2020

545

Toppan Challenge School (15 courses)

68

Toppan Business School (7 courses)

1,205Internal environmental auditor training program

169

Environmental Communication

Training,
education

The Toppan Group develops Environmental Communication

government-academia-civil society projects, the disclosure of

Activities to share environmental conservation awarenessenvironmental performance data on the Toppan website, thewith stakeholders through community involvement initiatives

publication of Site Eco Reports for surrounding communities

and environmental education for Group employees and non-and local governments, neighborhood meetings to report on

Toppan individuals. Toppan has been organizing a host of

the Group’s environmental efforts, and participation in eco-environmental communication activities such as industry-

exhibitions and environmental consortiums.

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TOPPAN Sustainability Report 2021

E nvironment

S ocialG overnanceFundamental Approach to the Environment

Environmental Targets

PolicyActivity results,
performance data

■ Toppan Group Environmental Vision 2050
Toppan has formulated the Toppan Group Environmental

that supports all forms of life in the global ecosystem of

Vision 2050, a long-term policy for addressing global

tomorrow.

environmental issues, as a proponent of a sustainable society

Toppan Group Environmental Vision 2050
As a member of international society, the Toppan Group aims to enable “fulfilling, sustainable living” by contributing to decarbonization,
resource circulation, and the optimal use of water through forward-looking activities with consideration for preservation of the global
environment.

①C ontributing to Decarbonization
Aiming for virtually zero Scope 1 and 2 greenhouse gas
emissions.

③O ptimal Water Use
Reducing water consumption and contributing to improved
water quality by preventing pollution.

②C
 ontributing to Resource Circulation
Aiming for zero waste emissions.

■ Toppan Group Medium-and-Long-Term Environmental Targets for Fiscal 2030
In tandem with the Toppan Group Environmental Vision 2050,

Based on the new environmental vision, Toppan has

Toppan has reviewed the key performance indicators (KPIs)

employed a backcasting methodology to establish new fiscal

for SDG-linked issues under the “environmentally friendly

2030 targets for “contributing to decarbonization” and “optimal& sustainable production” theme within the Companywide

water use.” Toppan has also upwardly revised its target value forMateriality category. The review led to the establishment of areducing Scope 1 and 2 greenhouse gas emissions “contributing

new set of target values called the Toppan Group Medium-and-to decarbonization.”Long-Term Environmental Targets for Fiscal 2030.

Toppan Group Medium-and-Long-Term
Environmental Targets for Fiscal 2030

②C ontributing to Resource Circulation
Reduce final landfill waste disposal by 60% (4,444 t)compared to the fiscal 2017 level (7,407 t).
Increase waste plastic material recycling rate by 12
percentage points (to 65%) compared to the fiscal 2017 level(53%).

①C
 ontributing to Decarbonization
Reduce Scope 1 and 2 greenhouse gas emissions by 32.5% (446kt-CO2e) compared to the fiscal 2017 level (1,373 kt-CO2e).
(Renewable energy ratio of 6.5%)
Reduce Scope 3 greenhouse gas emissions by 20% (1,224 ktCO2e) compared to the fiscal 2017 level (6,122 kt-CO2e).

③O ptimal Water Use
Reduce water consumption, improve water efficiency, andavoid water pollution risks.
(Quantitative targets will be set going forward.)■ Medium-term Environmental Targets for Domestic Sites
The Toppan Group has established medium-termtarget for building a recycling-oriented society, and an

environmental targets for three management indicators at

atmospheric VOC emission target for the conservation of thedomestic sites for fiscal 2020: a CO2 emission target for theatmospheric environment. These indicators are calculated for

mitigation of global warming, a final landfill waste disposal

Toppan Inc. and manufacturing subsidiaries in Japan.

Medium-term Environmental Targets for Domestic Sites in Fiscal 2020
1. Mitigation of global warming● Reduce CO2 emissions by 30% compared to thefiscal 2008 level(751 kt-CO2 → 530 kt-CO2: Reduce by 221
kt-CO2)

2. Action for building a
recycling-oriented society● Reduce final landfill waste disposal by 95%

compared to the fiscal 2008 level(1,584 t → 80 t: Reduce by 1,504 t)

105

3. Conservation of theatmospheric environment● Reduce VOC emissions into the atmosphere by

70% compared to the fiscal 2008 level(7,326 t → 2,198 t: Reduce by 5,128 t)

TOPPAN Sustainability Report 2021

E nvironment

S ocialG overnanceFundamental Approach to the Environment

Every indicator assured by an independent assurance provider is marked with an assurance stamp.

■ Toppan Group Medium-and-Long-Term Environmental Targets (Fiscal 2020 Results)
The Toppan Group has been undertaking environmental

the target values set for fiscal 2030. The values from fiscal 2017conservation activities to ensure that the entire Group attains

are set as baselines.

・ Scope 1 and 2 Greenhouse Gas Emissions

・Scope 3 Greenhouse Gas Emissions

1 and 2 greenhouse gas (GHG)-emission reduction targets

GHG-emission reduction target approved by the SBTi in fiscal

approved by the Science Based Targets initiative (SBTi) in fiscal

2020, mainly due to the additional operational sites acquired2020.

through the M&A in fiscal 2019.

The Toppan Group once again achieved its single-year Scope（kt-CO e）
1,400
1,350

Result values
Target values approved by SBTi
(30% reduction in fiscal 2030 compared to the fiscal 2017 level)

1,373

1,373

1,300

（kt-CO e）
6,200

1,341
1,278

1,268

2018

2019

6,020
5,918

5,900

5,799

5,800

1,175
2017

6,122

6,000

1,213

1,200

Result values
Target values approved by SBTi
(20% reduction in fiscal 2030 compared to the fiscal 2017 level)

6,122

6,100

1,310

1,250

1,150

The Toppan Group failed to attain its single-year Scope 3

5,7002020 （ﬁscal year）

2017

5,801

2018

2019

5,911

5,839
2020 （ﬁscal year）*For Scope 1 and 2 emissions, CO emissions associated with electricity
consumption at domestic sites are calculated using the basic emission
factor according to the method specified in the Ministerial OrdinanceConcerning the Calculation of Greenhouse Gas Emissions from Business
Activities of Specified Dischargers (the latest amendment on April 30, 2015)
issued by the Ministry of the Environment (MOE) of Japan. Meanwhile,
CO2 emissions associated with electricity consumption at overseas sites
are calculated using country-specific conversion factors published by theInternational Energy Agency (IEA).
Greenhouse gas emissions associated with fuel consumption,
excluding electricity consumption, are calculated globally by the MOE
method specified in the Ministerial Ordinance Concerning the Calculationof Greenhouse Gas Emissions from Business Activities of Specified
Dischargers (the latest amendment on April 30, 2015).

*Methods for calculating the Scope 3 GHG emissions are presented on
page 113.

・ Waste Plastic Material Recycling Rate・Final Landfill Waste Disposal

a new single-year target set for fiscal 2021 in line with thesingle-year target set for fiscal 2021 in line with the medium-medium-and-long-term targets for fiscal 2030.

and-long-term targets for fiscal 2030.

2

In recycling waste, the Toppan Group seeks to attain a new

In recycling waste plastics, the Toppan Group seeks to attain

（%）

（t）

61.0

8,000

56.4

57.0
53.0

52.8

55.3

51.5

6,214

5,405

6,000

4,162

4,000

49.0
45.0

7,407

2,000

2017

2018

2019

0

2020 （ﬁscal year）

2017

2018

2019

2020 （ﬁscal year）*T he data for fiscal 2019 and earlier are adjusted based on revised
calculation methods.

Environmental Targets for Fiscal 2021
Environmental Targets①C
 ontributing todecarbonization② Contributing toresource circulation③ Optimal water use

Reduce CO2 emissions

Management Indicators

Target Values for Fiscal 2021

Scope 1 and 2 greenhouse gas emissions

1,174 kt-CO2e

Scope 3 greenhouse gas emissions

5,745 kt-CO2e

Reduce final landfill waste disposal

Final landfill waste disposal

6,126 tCirculate resources

Waste plastic material recycling rate

56.5%

Evaluate water consumption according to use at operational sites across the Group and implement an automaticwater-quality monitoring system for preventing water pollution

106

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S ocialG overnanceFundamental Approach to the Environment

Every indicator assured by an independent assurance provider is marked with an assurance stamp.

■ Medium-term Environmental Targets for Domestic Sites (Fiscal 2020 Results)
The Toppan Group spent a decade pursuing environmental

will continue its conservation activities to achieve the next-

conservation activities towards the achievement of the fiscal

decade targets covering all of the operational sites across the2020 targets for Toppan Inc. and main domestic Group

Group, including overseas sites, for fiscal 2030.
The fiscal 2020 targets for VOC emissions into the

manufacturing subsidiaries, setting fiscal 2008 values asatmosphere, on the other hand, were not achieved. The Groupbaselines.

will expand its efforts to reduce the use and atmosphericToppan has succeeded in attaining the fiscal 2020 targets
for CO emissions and final landfill waste disposal. The Groupemissions of VOCs in the years to come.

CO2 Emissions

Final Landfill Waste Disposal

2（t）（kt-CO ）
800

751

1,800

527

600

528

1,350

507

400

900

200

450

0

0

2008

2018

2019

1,584

2020 （ﬁscal year）

2008

79

57

51

2018

2019

2020 （ﬁscal year）*CO2 emissions associated with electricity consumption are calculated
uniformly as 0.378 t-CO2/MWh to confirm the degree of improvement
achieved. CO2 emissions in fiscal 2020 totaled 556 kt-CO2 when calculatedusing the basic emission factor according to the method specified in the
Ministerial Ordinance Concerning the Calculation of Greenhouse Gas
Emissions from Business Activities of Specified Dischargers (the latest
amendment on April 30, 2015) issued by the Ministry of the Environmentof Japan.

VOC Emissions into the Atmosphere
（t）
8,000

7,326

6,000
4,000

2,719

2,498

2,480

2019

2020 （ﬁscal year）

2,000
0

2008

2018

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E nvironment

S ocialG overnanceFundamental Approach to the Environment

Every indicator assured by an independent assurance provider is marked with an assurance stamp.

■ Single-year Environmental Targets (Fiscal 2020 Results)
Values, Results, and Evaluation of Environmental Targets for Fiscal 2020
Environmental Targets
1

Mitigation of global warming
Reduce CO2 emissions

2 A ction for building a recyclingoriented society
Reduce final landfill waste disposal
3 C
 onservation of the atmosphericenvironment
Reduce VOC emissions into theatmosphereFiscal 2020

Management Indicators
CO2 emissions

Target Values

Results

Achievement Rates

Evaluation

530 kt-CO2

507 kt-CO2

104.4%

A

72 t

51 t

128.8%

S

2,198 t2,480 t87.1%

B

Final landfill waste disposal

VOC emissions into theatmosphere

Evaluation criteria
S: Results achieved far surpass the targets (achievement rate [%] ≧ 105)
A: Targets achieved (100 ≦ achievement rate [%] < 105)
B: Activities fully carried out, but targets unachieved (70 ≦ achievement rate [%] < 100)
C: Activities insufficient (achievement rate [%] < 70)
Achievement rate: 200 – (values actually achieved / target values) x 100 [%]108

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S ocialG overnanceFundamental Approach to the Environment

Assessing Environmental Impact

Approach

Activity results,
performance data

Toppan applies the “Life-cycle Impact assessment Method

INPUT and OUTPUT data on the environmental burden

based on Endpoint modeling (LIME)” to assess the degree

associated with business activities into a single index of

to which the Group’s initiatives for achieving environmental

environmental impact. The LIME provides Toppan with atargets have reduced the Group’s total environmental impact.

quantitative view of how environmental impact is changing

This life cycle assessment allows the Group to consolidatefrom the base year.

■ Quantifying Environmental Impact based on LIMEThe Toppan Group applies the LIME method to quantify its

environmental efficiency in fiscal 2020, compared with thetotal environmental impact, setting the base year value to 100.

baseline values in fiscal 2017 (the base year in the LIME 3
calculation).

With LIME 3, the Group attained a 0.3% reduction
in environmental impact and a 1.3% enhancement in

LIME 3 Assessment Across the Group
Global Environmental Impact and Environmental
Efficiency

100%

100

96.6

280

80%

275

271

40%

268

20%

2017

100％

280

276

60%

0

285

99.7

99.1

■ Mineral resources ■ Fossil resources ■ Forest resources ■ Water resources■ Climate change ■ Atmospheric pollution ■ Photochemical oxidants

Environmental impact

120%■ Environmental impact (left axis)
Environmental efficiency (right axis)

Types of Global Environmental Impact by Business
Field

270
265

2018

2019

260

2020 （ﬁscal year）

80％

60％

40％

20％

*1 T
 he value in fiscal 2017 = 100 (baseline); recalculated with nonproduction sites excluded*2 E
 nvironmental efficiency = net sales / environmental impact
Toppan has been reducing its climate change-related impact, a large
component of the Group’s overall environmental impact, primarily
through two channels: energy-saving and other eco initiatives that
reduce energy consumption, and high-efficiency production andmaterial recycling methods that reduce resource consumption. In
spite of these endeavors, Toppan’s environmental impact in fiscal
2020 increased from the previous year, mainly as a consequence of
the additional operational sites acquired through the M&A in fiscal
2019.

0％
Information &Communication

Living & Industry

Electronics*Toppan’s environmental impact cannot be expressed in uniform terms
or units, as the materials and product types handled by the Group differ
among the business fields. Toppan therefore assesses the environmental
impact associated with key items for each business field.

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Mitigation of Global Warming

Mitigation of Global Warming
Basic Approach

Approach

Activity results,
performance data

implementing activities towards climate security.

The Toppan Group has formulated the following basic policies

The Group will continue to adopt renewable energy

for mitigating global warming.

sources on a preferential basis and assertively encourage theToppan positions global warming mitigation as an

broad use of renewables into the future.

important element of management. The Group focuseson energy management and the rational use of energy in
Topic

the Group’s shift to renewable energy sources through the

Achieving the Group’s Fiscal 2030 Targets

installation of solar-power generation equipment on the rooftop

To achieve new medium-and-long-term environmental targetsof the second plant at Siam Toppan Packaging Co., Ltd. infor fiscal 2030, the Toppan Group has been systematicallyThailand. The electricalreplacing its existing low-efficiency equipment with high-energy generated

efficiency, energy-saving alternatives and switching from fuelsby the equipment iswith higher CO2 emission factors to electricity. The Group is

consumed on the site

also considering the adoption of an electric rate structure withpremises, reducing CO2

a lower adjusted emission factor.

emissions from plant

In August 2020, Toppan made further headway inoperations.

Activities

Second plant at Siam Toppan

Activity results,
performance data

■ Mitigating Global Warming
The Toppan Group has been reducing total emissions of carbon

Group, is working with shippers from Toppan Group companies

dioxide (CO2) and other greenhouse gases (GHGs) to help

to optimize transportation conditions and further improve

mitigate global warming. To reduce Scope 1 GHG emissions

transportation efficiency. Together they endeavor to reduce the(direct emissions from industrial processes or fuels consumed

energy consumption per unit of transport volume by company

at the Group), Toppan is systematically replacing long-used

vehicles and the total volume of CO2 emissions from transport.

utility facilities with high-efficiency alternatives. The GroupAs a member of the Japan Federation of Printing Industries

is also installing systems to abate high-global-warming-(JFPI), Toppan has driven industry-wide efforts to spawn

potential (GWP) gases emitted from semiconductor production

global warming mitigation measures, primarily through its

processes and replacing the high-GWP gases used in those

involvement in JFPI activities to address climate change andprocesses with lower-GWP alternatives.

promote low carbonization. Under the leadership of Toshiro

Toppan also reduces Scope 2 GHG emissions (indirect

Kinoshita from Toppan Inc.’s Ecology Center, the JFPI’s

emissions associated with the consumption of electricity,

Working Group for Voluntary Action Plans on the Environment

heating, or cooling purchased or acquired by the Group) by(under the Environmental Management Task Force of theoperating a nationwide demand-monitoring system to control

Global Environment Committee) pursues industry-wide global

peak power demand across Japan, redressing power demand-

warming mitigation initiatives by devising voluntary action

and-supply imbalances, and reducing the nonessential use

plans for reducing VOC emissions and implementing variousof power by suspending the operation of equipment duringother measures towards the realization of a low-carbon,

vacations.

circular economy.

Toppan Logistics Co., Ltd., the logistics specialist for the

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Mitigation of Global Warming

Every indicator assured by an independent assurance provider is marked with an assurance stamp

Greenhouse Gas Emissions.

Activity results,
performance data

Scope 1 and 2 Greenhouse Gas Emissions (subject to theGroup medium-and-long-term environmental targets)（kt-CO e）
1,400

1,373

1,350
1,300

1,268

1,250

1,213

1,200
1,150

1,175
2017

2018

2019

2020 （ﬁscal year）*For Scope 1 and 2 emissions, CO2 emissions associated with electricity
consumption at domestic sites are calculated using the basic emission
factor according to the method specified in the Ministerial OrdinanceConcerning the Calculation of Greenhouse Gas Emissions from Business
Activities of Specified Dischargers (the latest amendment on April 30, 2015)
issued by the Ministry of the Environment (MOE) of Japan. Meanwhile,
CO2 emissions associated with electricity consumption at overseas sites
are calculated using country-specific conversion factors published by theInternational Energy Agency (IEA).
Greenhouse gas emissions associated with fuel consumption,
excluding electricity consumption, are calculated globally by the MOE
method specified in the Ministerial Ordinance Concerning the Calculationof Greenhouse Gas Emissions from Business Activities of Specified
Dischargers (the latest amendment on April 30, 2015).

Scope 3 Greenhouse Gas Emissions (subject to theGroup medium-and-long-term environmental targets)（kt-CO e）
6,200

6,122

6,100
6,000

5,911

5,900

5,799

5,800
5,700

2017

2018

5,801

2019

2020 （ﬁscal year）*Methods for calculating the Scope 3 GHG emissions are presented on page113. The Toppan Group failed to attain its reduction target in fiscal 2020,
mainly due to the additional operational sites acquired through the M&A in
fiscal 2019.

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Mitigation of Global Warming

Every indicator assured by an independent assurance provider is marked with an assurance stamp

Scope 1, 2, 3 Greenhouse Gas Emissions

Activity results,
performance data

Based on the fiscal 2020 results, Toppan calculated its

strategy. This calculation showed that four categories relatedGroupwide Scope 3 greenhouse gas (GHG) emissions

to raw material consumption collectively accounted for(indirect emissions not included in Scope 2, associated withthe largest share of the Group’s GHG emissions: categorybusiness operations throughout the entire value chain of the

1 (manufacturing of products purchased by Toppan),Group) to identify the categories of corporate activity thatcategories 4 and 9 (transportation and distribution ofrepresented larger sources of GHG emissions and to establish

products purchased and sold by Toppan), category 12 (end-priority targets in the Group’s GHG-emission reduction

of-life treatment of products sold by Toppan).

Scope 1, 2, 3 Greenhouse Gas Emissions (kt-CO2e）

Calculating Scope 3 Emissions
Scope 3

Scope1
333

Others*291● Extraction of raw materials

Scope2842

Category 9288

Scope 2Category 12
1,098*Others:
Category 2
Category 3
Category 5
Category 6
Category 7
Category 8● Consumption of

Suppliers, etc.

● Production of raw

materials, etc.

7,086

Category 4534.

electricity suppliedby entities outside the reporting
company● Consumption of heating and coolingsupplied by entities outside
the reporting company

Scope 1Category 1
3,699● Transportation and

154
106
2
3
24
1

The reporting
company itself● Fuel combustion

distribution of raw
materials, etc.

● Emissions from industrial

processes● Employee commuting● End-of-life treatment ofsold products and goods● Sales activities,business travel● Transportation anddistribution of soldproducts and goods

112

Users of products
and goods● Use of sold products

and goods

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Mitigation of Global Warming

Details of the Scope 1, 2, and 3 Categories
Direct emissions(Scope 1)
Indirect
emissions(Scope 2)

Emissions Types

Direct emissions from industrial processes or
fuels consumed at the reporting company
Indirect emissions associated with theconsumption of electricity, heating, or coolingpurchased or acquired by the reporting
company・For Scope 1 and 2 emissions, greenhouse gas (GHG) emissions associated withelectricity consumption at domestic sites are calculated using the basic emission
factor from the method specified in the Ministerial Ordinance Concerning the
Calculation of Greenhouse Gas Emissions from Business Activities of Specified
Dischargers (the latest amendment on April 30, 2015) issued by the Ministry of
the Environment (MOE) of Japan. GHG emissions associated with electricity
consumption at overseas sites are calculated using country-specific conversion
factors published by the International Energy Agency (IEA).
・GHG emissions associated with fuel consumption, excluding electricity
consumption, are calculated globally by the MOE method specified in the
Ministerial Ordinance Concerning the Calculation of Greenhouse Gas Emissions
from Business Activities of Specified Dischargers (the latest amendment on April
30, 2015).
Calculation Methods

Indirect Emissions Not Included in Scope 2 (Scope 3)

Category 1

Purchased goods
and services

Category 2

Capital goods

Category 3

Fuel- and energyrelated activities (notincluded in Scope 1 or
Scope 2)Emissions associated with activities up to the point of the
production of raw materials, components, goods, sales-relatedmaterials, or the like purchased or acquired by the reporting
company
Emissions that occur during the construction or production ofcapital goods purchased or acquired by the reporting company
Emissions associated with the procurement of fuels supplied byentities outside the reporting company or fuels necessary for thegeneration, etc. of electricity, heating, cooling, etc. consumed by
the reporting company

Category 4

Upstreamtransportation anddistribution

Emissions associated with logistics up to the point of the arrivalof incoming raw materials, components, goods, sales-relatedmaterials, or the like purchased or acquired by the reporting
company; transportation and distribution of products sold by thereporting company

Category 5

Waste generated inoperations

Emissions associated with the transportation and treatment ofwaste generated at the reporting company

Category 6

Business travel

Emissions associated with business travel by employees

Category 7

Employeecommuting

Category 8

Upstream leased
assetsCategory 9

Downstream
transportation anddistribution

Emissions associated with the commuting of employees between
their homes and worksites
Emissions associated with the operation of assets leased by thereporting company (lessee), excluding Scope 1 and Scope 2
emissionsCategory 10

Processing of soldproducts

Category 11

Use of sold products

Category 12
Category 13
Category 14
Category 15

Activity Quantity
Materials purchased or
acquired (by weight)

CFP-DB*2

Capital investments bybusiness field

MOE-DB*1

1. Electricity and steam
consumption

1. MOE-DB*1

2. Fuel consumption
1. Freight ton-kilometers as adesignated shipper classified
under the Energy Saving Act
of Japan

2. CFP-DB*2

1. Energy Saving
Act of Japan

2. Estimated freight tonkilometers of procurement
logistics

2. CFP-DB*2

Waste discharge by type

MOE-DB*1

Business travel expenses bytransport mode

MOE-DB*1

Commuter fares or petrol costs

MOE-DB*1

Electricity and gas consumed
at tenant premises

Emission factors
by business

Emissions associated with the transportation, storage, loading, or
retailing of sold products after delivery to customers

Estimated freight
ton-kilometers by product

CFP-DB*2

Emissions associated with the processing of sold intermediate
products by downstream companies

Excluded from calculation because there are no
scenarios or units that apply universally to
Toppan’s diversified products

End-of-life
treatment of soldproducts
Downstream leased
assetsEmissions associated with the end use of sold products by users(consumers, downstream companies)
Emissions associated with the transportation and treatment ofsold products at the end of their life by users (consumers,
downstream companies)
Emissions associated with the operation of assets owned by thereporting company (lessor)
Emissions from franchise members

Not applicable

Investments

Emissions related to the operation of investments

Excluded from calculation

Franchises

Basic Unit from

Not applicable
Waste disposal by product(estimated)

CFP-DB*2

Not applicable

Notes
・Toppan calculates the Group’s Scope 3 GHG emissions for categories 1-9 and 12.
・The calculation boundary covers Groupwide GHG emissions associated with Toppan Inc. and Group entities consolidated for accounting purposes.
・For “freight ton-kilometers as a designated shipper classified under the Energy Saving Act of Japan” in category 4, “business travel” in category 6, and “employee
commuting” in category 7, Toppan has estimated total values across the calculation boundary in terms of the proportion of production volume or employee
numbers based on the values counted for organizations whose activities are quantifiable.
*1 MOE-DB: Emission unit database for calculating the greenhouse gas emissions, etc. of organizations throughout the entire supply chain (ver. 2.5) issued by
the Ministry of the Environment of Japan*2 CFP-DB: Standard database (ver. 1.01) of the Japan Environmental Management Association for Industry (JEMAI) Carbon Footprint of Products (CFP)
Communication Program

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Mitigation of Global Warming

Every indicator assured by an independent assurance provider is marked with an assurance stamp

Greenhouse Gas Emissions.

Activity results,
performance data

Percentages of Greenhouse Gas Emissions by
Source (in tons of CO2 equivalent)

Percentages of Greenhouse Gas Emissions by Type(in tons of CO2 equivalent)

Scope 2: Electricity andsteam consumption

CO₂
93.34%

842,234 t-CO₂e（71.69%）

Scope 1: Fuel consumption
241,728 t-CO₂e（20.57%）

Scope 1:Non-energy-derived
greenhouse gases

90,910 t-CO₂e（7.74%）

Other
1.23%

SF6
5.43%

NF₃
0.04%

N₂O
0.04%

Notes
・For Scope 1 and 2 emissions, greenhouse gas (GHG) emissions associatedwith electricity consumption at domestic sites are calculated using the basic
emission factor from the method specified in the Ministerial OrdinanceConcerning
the Calculation of Greenhouse Gas Emissions from BusinessE
Activities of Specified Dischargers (the latest amendment on April 30, 2015)
issued by the Ministry of the Environment (MOE) of Japan. GHG emissions
associated with electricity consumption at overseas sites are calculated using
country-specific conversion factors published by the International Energy
Agency (IEA). GHG emissions associated with fuel consumption, excluding
electricity consumption, are calculated globally by the MOE method specified
in the Ministerial Ordinance Concerning the Calculation of Greenhouse
Gas Emissions from Business Activities of Specified Dischargers (the latest
amendment on April 30, 2015).
・Fiscal 2020 GHG emissions from domestic sites (subject to and not subject tothe medium-term environmental targets) and overseas sites (including Group
company sites) are based on calculations of energy-derived CO2 emissions
and non-energy-derived GHG emissions (namely, CO2, CH4, N2O, HFC, PFC,
SF6, and NF3 emissions associated with dry etching, dry ice consumed, waste
burned in incinerators, combusted refuse-derived fuel, and fuel consumed incogeneration systems). GHG emissions accounting for 0.01% or more of total
emissions from these sites in CO2-equivalent values are included.

HFC
0.03%

CH₄
0.13%

PFC
0.99%

Total: 1,174,872 t-CO2e

Calculated Level of Fluorocarbon Leakage
Fiscal Year
2020

Domestic Sites (subject to themedium-term environmental targets)
883 t-CO2e

Domestic Sites (not subject to themedium-term environmental targets)
311 t-CO2e

Overseas Sites
874 t-CO2e

Notes
・The values shown for domestic sites (subject to and not subject to the medium-term environmental targets) are calculated in conformance with the Act on
Rational Use and Proper Management of Fluorocarbons enforced in April 2015 in Japan.
・The value shown for overseas sites (including Group company sites) is calculated by a method corresponding to the Japanese Act on Rational Use and Proper
Management of Fluorocarbons.

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Mitigation of Global Warming

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Associated Data.

Activity results,
performance data

■ Energy Consumption
The Toppan Group evaluates and discloses energy consumption across the entire Group (including consumption at overseas Groupsubsidiaries).

Energy Consumption

Electricity Consumption（GWh）■ Groupwide■ Group sites subject to the medium-term environmental targets in Japan
2,000（TJ）■ Groupwide■ Group sites subject to the medium-term environmental targets in Japan
25,00020,00015,00020,87621,18012,15912,21810,00021,313

1,600
1,200

11,747

1,715

1,709

906

923

890

2018

2019

2020

800
400

5,000
0

1,695

2018

2019

2020

0
（ﬁscal year）

Natural Gas Consumption（ﬁscal year）

Kerosene Consumption（1,000 Nm³）■ Groupwide■ Group sites subject to the medium-term environmental targets inJapan（kL）■ Groupwide■ Group sites subject to the medium-term environmental targets in Japan

100,000

5,000

80,00060,00084,58867,96582,08365,02587,141

4,000

61,7193,000

40,0002,000

20,000

1,000

0

2018

2019

2020

0
（ﬁscal year）

3,618

3,403

2018

3,744

3,541

2019

3,868 3,859

2020（ﬁscal year）

Fuel Efficiency of Vehicles Owned by Toppan
Logistics（km/L）
4.5
4.2

3.91

3.97

3.98

2018

2019

2020

3.9
3.6
3.3
3.0

（ﬁscal year）

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Building of a Recycling-oriented Society

Building of a Recycling-oriented Society
Basic Approach

Approach② Second priority is given to the reuse or recycling of industrial

The Toppan Group has formulated the following basic policies
to contribute to the building of a recycling-oriented society,waste and waste materials discharged in spite of thean endeavor the Group positions as an important element of

reduction efforts.

management. The Group processes industrial waste and waste③ Third priority is given to the application of appropriatematerials in line with the following priorities.

treatment methods to industrial waste and waste materials
not reused or recycled.

① First priority is given to reductions of the discharge ofindustrial waste and waste materials generated in association

This order of priority may not apply when another orderwith business activities.

of priority is deemed to be more effective for reducing
environmental burden.

Activities

Activity results,
performance data

■ Building a Recycling-oriented Society
In a drive to use limited resources more effectively, the Toppan

the Electronics field. The Group has striven to increase theGroup works to reduce the discharge of waste, increase thematerial recycling rate by processing waste paper into recycled

recycling rate, and apply appropriate waste treatment methods

paper, separating waste plastics and processing composite

based on The Toppan Group Declaration on the Global

plastics into pellets, and recycling by other methods. Waste

Environment.

acid, meanwhile, has been treated in-house to lower volumes

Waste paper derived from operational sites primarily infor disposal. In the Group’s approaches to water, a limited

the Information & Communication and Living & Industry fields

resource, Toppan is committed to reducing the level of water

makes up the largest portion (about 70%) of the total waste

consumed and to controlling the quality of effluents discharged

discharged at Group sites. This is followed by waste plastics

into water systems. The Group will continue reducing total

from plants in the Living & Industry field and waste acid fromwaste discharge and promoting material recycling.

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Building of a Recycling-oriented Society

Every indicator assured by an independent assurance provider is marked with an assurance stamp

Associated Data

Activity results,
performance data

■ Material Input■ Final Landfill Waste Disposal

The Toppan Group evaluates and discloses Groupwide material

The Toppan Group evaluates and discloses Groupwide waste

input, including input at overseas Group subsidiaries.

discharge, including discharge at overseas Group subsidiaries.

（kt） ■ Paper ■ Plastic ■ Ink, solvent ■ Other ■ Glass

（t）

2,500

8,000

9.9

2,000

8.2
36.7

35.9
86.7
272.7

1,500

.

8.5
40.7

7,407

92.1
316.1

94.2
345.6

4,000

1,339.4

1,356.3

2,000

6,214

5,405

6,000

4,162

1,000

1,453.3

500
0

2018

2019

0

2020

（ﬁscal year）

2017

2018

2019

2020 （ﬁscal year）*The data for fiscal 2019 and earlier are adjusted based on revised calculation
methods.

■ Waste Recycling■ Waste Plastic Material Recycling Rate

The Toppan Group evaluates and discloses Groupwide waste

The Toppan Group evaluates and discloses Groupwide waste

recycling, including recycling at overseas Group subsidiaries.

plastic material recycling rates, including the rates at overseas
Group subsidiaries.
（%）

（kt）

327.5

400

323.8

61.0

314.1

56.4

57.0

300
200

53.0

100

49.0

0

2018

2019

45.0

2020

（ﬁscal year）

52.8

2017

55.3

51.5

2018

2019

2020 （ﬁscal year）*The data for fiscal 2019 and earlier are adjusted based on revised calculation
methods.

■ Water Consumption
The Toppan Group evaluates and discloses Groupwide water
consumption, including consumption at overseas Groupsubsidiaries.

Water Consumption

Effluent Discharge（1,000 m³） ■ Groundwater ■ Municipal water ■ Industrial water （1,000 m³）■ Rainwater (left axis)（1,000 m³） ■ Into public water system ■ Into sewage system

Use of water circulated on premises (right axis)■

15,00012,000

4,339

9,000

23
845
4,301

25
803
4,974

5,151

6,000

12,500

24
772

4,400

10,000

5,004

4,300

7,500

4,200

5,000

4,100

2,500

4,000

0

4,132
7,903

3,000
0

4,500

2018

6,914

7,457
2019

2020

（ﬁscal year）

117

2018

3,003

2,797

7,791

7,624

2019

2,625

7,354

2020

（ﬁscal year）

TOPPAN Sustainability Report 2021

E nvironment

S ocialG overnance

Building of a Recycling-oriented Society

Zero-emission Efforts

Activity results,
performance data

· The Toppan Group approves operational sites as zero-

recycling rate of 98% or over and less than 99%.

emission sites based on a three-level grading system· As of July 2020, fifty-three Group sites confirmed to satisfy

according to their recycling rates.

one of the criteria shown on the left were approved as zero-· S-rank site, recycling rate of 99.5% or over; A+-rank site,

emission sites.

recycling rate of 99% or over and less than 99.5%; A-rank site,

Zero-emission Sites (TZERO-20) (53 sites approved in July 2020)
Operational Site (Division or Group Company)
Sapporo Plant (Hokkaido Subdivision)
Sendai Plant (Higashinihon Division)
Itabashi Site
Asaka Plant [Commercial Printing, Publications Printing] (Toppan
Communication Products Co., Ltd.)Asaka Securities Printing Plant (Toppan Communication Products Co., Ltd.)
Kawaguchi Plant (Toppan Communication Products Co., Ltd.)
Sakado Plant (Toppan Communication Products Co., Ltd.)
Ranzan Plant (Toppan Communication Products Co., Ltd.)
Nagoya Plant (Chubu Division)
Takino Plant (Toppan Communication Products Co., Ltd.)Takino Securities Printing Plant (Toppan Communication Products Co., Ltd.)
Fukuoka Plant (Toppan Communication Products Co., Ltd.)
Fukuyama Plant (Toppan Communication Products Co., Ltd.)
Chitose Plant (Toppan Packaging Products Co., Ltd.)
Gunma Central Plant (Toppan Packaging Products Co., Ltd.)
Sagamihara Plant (Toppan Packaging Products Co., Ltd.)
Matsusaka Plant (Toppan Packaging Products Co., Ltd.)Takino Plant [liquids] (Toppan Packaging Products Co., Ltd.)Takino Plant [folding cartons] (Toppan Packaging Products Co., Ltd.)
Fukusaki Plant (Toppan Plastic Co., Ltd.)
Fukuoka Plant (Toppan Packaging Products Co., Ltd.)
Miyata Plant (Toppan Packaging Service Co., Ltd.)
Mikkabi Plant (Toppan Packaging Products Co., Ltd.)Tamana Plant (Toppan Packaging Products Co., Ltd.)
Satte Plant (Toppan Plastic Co., Ltd.)
Saga Plant (Toppan Plastic Co., Ltd.)
Ranzan Plant (Toppan Packaging Service Co., Ltd.)
Sodegaura Beverage Plant (Toppan Packaging Service Co., Ltd.)
Amagi Plant (Toppan Packaging Service Co., Ltd.)
Mito Plant (Toppan Prosprint Co., Ltd.)
Kansai Bottling Co., Ltd.
Harima Plant (Toppan Plastic Co., Ltd.)
Satte Plant (Toppan Packaging Products Co., Ltd.)
Fukaya Plant (Toppan Packaging Products Co., Ltd.)
Kashiwa Plant (Toppan Decor Products Inc.)
Satte Plant (Toppan Decor Products Inc.)

Total Waste Generationin Fiscal 2019 (t)
2,717
4,575
3,350

Waste Recycled in
Fiscal 2019 (t)
2,717
4,570
3,329

Asaka Plant (Toppan Electronics Products Co., Ltd.)
Shiga Plant (Toppan Electronics Products Co., Ltd.)
Shiga Plant (Toppan TOMOEGAWA Optical Films Co., Ltd.)Mie Plant [Kameyama] (Toppan Electronics Products Co., Ltd.)Mie Plant [Hisai] (Toppan Electronics Products Co., Ltd.)
Niigata Plant (Toppan Electronics Products Co., Ltd.)
Kumamoto Plant (Toppan Electronics Products Co., Ltd.)
Hino Office (Ortus Subdivision)
Kochi Plant (Toppan Electronics Products Co., Ltd.)
Toppan Technical Research InstituteEbie Site (Kansai Subdivision)
Sagamihara Plant (Toppan Infomedia Co., Ltd.)Takino Plant (Toppan Infomedia Co., Ltd.)
Fukushima Plant (Toppan Infomedia Co., Ltd.)
Gunma Plant (Tamapoly Co., Ltd.)
Sanda Plant (Tamapoly Co., Ltd.)
Tochigi Plant (Tamapoly Co., Ltd.)
Saitama Plant (Livretech Co., Ltd.)
Hino Plant (Toppan Media Printech Tokyo Co., Ltd.)
Zama Plant (Toppan Media Printech Tokyo Co., Ltd.)

1,732

1,728

3,802
30,29919,815
742
5,864
9,169
1,026
5,065
1,840
3,440
11,457
16,477
3,088
4,701
6,291
606
6,121
458
2,998
4,905
679
230
972
1,573
320
4,722
58
935
386
2,287
341
6,374

3,802
30,29919,815
742
5,848
9,070
1,020
5,065
1,818
3,382
11,43816,477
3,060
4,701
6,291
606
6,121
458
2,998
4,905
670
230
972
1,573
320
4,720
58
935
386
2,280
338
6,374

64
70
755
3,146
3,504
5,476
6,521
12
1,086
449
469
332
416
1,560
2,809
2,669
2,072
6,143
505
263

Recycling Rate in
Fiscal 2019 (%)
100.0
99.8
99.3

Rank
S
S
A+

99.9

S

100.0
100.0
100.0
99.7
98.9
99.4
100.0
98.8
98.2
99.8
100.0
99.0

S
S
S
S
A
A+
S
A
A
S
S
A+

100.0

S

100.0
100.0
100.0
100.0
100.0
98.7
100.0
100.0
100.0
100.0
99.9
99.2
100.0
100.0
99.6
99.2
100.0

S
S
S
S
S
A
S
S
S
S
S
A+
S
S
S
A+
S

64

100.0

S

70
754
3,146
3,504
5,476
6,521
12
1,072
443
464
332
416
1,559
2,761
2,668
2,072
6,119
505
262

99.9

S

100.0
100.0
100.0
100.0
100.0
98.7
98.7
98.8
100.0
99.9
99.9
98.2
99.9
100.0
99.6
100.0
99.8

S
S
S
S
S
A
A
A
S
S
S
A
S
S
S
S
S

Notes
・ The Toppan Group approves operational sites as zero-emission sites based on a three-level grading system according to their recycling rates.
・S -rank site, recycling rate of 99.5% or over; A+-rank site, recycling rate of 99% or over and less than 99.5%; A-rank site, recycling rate of 98% or over and lessthan 99%.
・ Group sites confirmed to satisfy one of the above criteria were approved as zero-emission sites in July 2020.

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E nvironment

S ocialG overnanceControl of Chemical Substances

Control of Chemical Substances
Basic Approach

Approach

The Toppan Group has formulated the following basic policies

the substances and endeavors to reduce their usage and replaceon chemical substance control.

them with substitutes.
Toppan monitors every chemical substance used within

Toppan refrains from the use of hazardous chemical
substances as a basic rule. The Group may, however, resort

the Group’s business operations. The Toppan Group seeks toto the use of hazardous substances when their use is legallyeliminate obstacles to environmental conservation in advance

permitted and no alternate technologies are available. Evenby being proactive in constantly improving substance control

when these latter conditions apply, the Group properly controls

methods as a business operator.

化学物質管理の取り組み■ Activities

PolicyActivity results,
performance data

The Toppan Group strives to reduce the use of chemical

are banned or restricted with regard to use as raw materials.

substances in order to mitigate the impact of these substances

Toppan regularly reviews the list to assure chemical control

on the environment. The Group has been continuously

and asks every supplier to control the chemical substances

reducing the use of chemical substances designated under thelisted.

Pollutant Release and Transfer Register (PRTR) law of JapanFor reduced VOC emissions into the atmosphere, theand introducing safer substitutes by setting priorities in terms

Group applies adequate treatment before discharge to ensureof both the type and range of application. Group productionthat the emission volumes and concentrations are controlled atsites have also been properly controlling chemical substances

proper levels. Increasing efforts are also made to reduce the use

based on established management procedures.

of VOCs.

The Toppan Group has formulated a set of Standards for
the Management of Chemical Components of Raw Materials
governing the substances and materials the Group purchases.

Toppan Group Standards for the Management of Chemical Componentsof Raw Materials (ver. 4.7)
https://www.toppan.com/assets/en/pdf/about-us/our-corporate-approach/chemical-components-of-raw-materials-v4.7en.pdf

Based on Japanese and international laws and regulations
on chemical substances, these standards list substances that

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E nvironment

S ocialG overnanceControl of Chemical Substances

Every indicator assured by an independent assurance provider is marked with an assurance stamp

VOC Emissions into the Atmosphere.

Activity results,
performance data

VOC Emissions into the Atmosphere (subject to themedium-term environmental targets in Japan)
（t）
8,000

7,326

6,000
4,000

2,719

2,498

2,480

2019

2020 （ﬁscal year）

2,000
0

2008

2018

PRTR Data

Activity results,
performance data

Chemical Substances Designated under the PRTR law of Japan(subject to the medium-term environmental targets in Japan)
PRTR No.

Chemical Substance

Handled(Unit: kg/year)
Released20

2-aminoethanol

43,979734

53

Ethylbenzene

8,196

518

44

Indium and its compounds

59

Ethylenediamine

71

Ferric chloride

1,197

0

1. Atmosphere

2. Water

3. Soil

0

0

0

0

518

734
0

Total
Transferred

0

19,841

0

217

2

1,124

0

0

0

0

1,124

2,618,944

0

0

0

0

2,517,15476

Epsilon-caprolactam

1,828

0

0

0

0

217

80

Xylene46,935

716

716

0

0

220

87

Chromium and chromium (III) compounds

20,12890

9012,39588

Chromium (VI) compounds

11,348

0

0

0

0

726

151

1,3-dioxolane

31,841

318

318

0

0

7,698

213

N,N-dimethylacetamide

2,681

104

104

0

0

429

243

Dioxins

967

6

6

0

0

961

245

Thiourea

1,797

2

0

2

0

1,794

272

Copper salts (water-soluble, except complex salts)

378,726

124

0

124

0

185,571296

1,2,4-trimethylbenzene

108,229

4,162

4,162

0

0

10,012297

1,3,5-trimethylbenzene

13,814

465

465

0

0

2,191

300

Toluene1,058,353

76,08376,0830084,972308

Nickel

24,965

0

0

0

0

0

309

Nickel compounds

10,832

4

0

4

0

8,797

0

9,771

374

Hydrogen fluoride and its water-soluble salts

11,737

381

10

371

392

n-Hexan

1,437

14

14

0

401

1,2,4-benzenetricarboxylic 1,2-anhydride

2,111

0

0

0

0

411

Formaldehyde

7,622

54

54

0

0

825

412

Manganese and its compounds

2,664

121

0

121

0

1,868

438

Methylnaphthalene

12,796

64

64

0

0

0

448

Methylenebis (4,1-phenylene) diisocyanate

38,972

0

0

0

0

0

4,462,254

83,87582,5101,365

02,866,338

Total

347
169

Notes
・Period covered: April 1, 2020–March 31, 2021
・Operational sites covered: Sites that handle more than 1.0 ton of Class I designated chemical substances per year (or specified Class I designated chemical
substances in excess of 0.5 tons per year)
・The total transfer is the sum of transfers into waste and sewage systems.

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E nvironment

S ocialG overnance

Pollution Control

Pollution Control
Basic Approach

Approach

The Toppan Group has formulated the following basic policies

incident, disclose information, and work relentlessly to address

on pollution control.

the case while taking necessary actions to reliably prevent
recurrences. Toppan will also implement recurrence-prevention

Toppan positions pollution control as an importantelement of management. The Group places utmost priority on

measures for similar operations throughout the Group.

environmental conservation activities in its efforts to prevent

Proactive environmental conservation activities will enable

pollution. In the event that Toppan causes environmental

Toppan to detect any signs of pollution and swiftly correct thepollution of any form, the Group will immediately publish the

problem at its source.

Approach to Environmental Compliance■ Preventing Pollution
The Eco-protection Promotion Committee at each Group site in

specific water consumption and pollutant conditions at

Japan sets in-house control standards that are more stringent

individual sites. Wastewater recycling systems have alsothan the applicable regulatory standards. The Toppan Groupbeen installed at Electronics plants that discharge effluentsworks to reduce environmental burden and prevent pollution

in significant amounts. By recovering and reusing wastewaterby complying with these in-house standards.

via these systems, the plants have been working to reduce thelevels of water consumption and effluent discharge.

To prevent atmospheric pollution, the Group controls

The Toppan Group also checks plant facilities subject

boilers and other plant facilities responsible for air pollutants
by managing operations under appropriate combustion

to the Water Pollution Control Law in compliance with theconditions. The Group enhances the efficiency of effluent-gas

regulatory standards for structures. The Group will monitor

treatment in plant facilities subject to requirements under the

every facility, including those not subject to the law, to prevent

Air Pollution Control Act by reusing recovered solvents andsoil and groundwater pollution caused by the leakage ofcontrolling combustion facilities appropriately.

chemicals and other liquids. Any equipment or components
with undue wear will be replaced.

To prevent water pollution, the Group has installed
wastewater treatment facilities designed to correspond to■ Handling Inquiries and Complaints
The Toppan Group receives environmental inquiries andcomplaints via “Inquiries,” a contact window for persons
seeking information on corporate activities, on the Toppan
corporate website. The Ecology Center receives reports onthese inquiries and complaints from the Public Relations
Division and responds to them as the organization overseeing
environmental conservation activities across the Group.
For inquiries on Toppan’s activities
https://www.toppan.com/en/contact-us/privacy-corporate.html

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E nvironment

S ocialG overnance

Pollution Control■ Fiscal 2020 Results
Toppan has used the Group’s in-house environmental

problems with the levels of water consumption and effluent

database for operational sites across Japan to identify any risk

discharge.

of exceeding the limits stipulated under laws, ordinances,

As a preventive action against environmental pollution, theagreements, and other applicable regulations. Preventive

Group also reviews drills for coping with potential emergencies

measures against unduly high risks have been taken to ensure

and accidents during production operations wheneverthat none of the regulatory limits are breached.

necessary.

Despite these steps, one production site recorded one

No communities nearby Toppan plants filed complaints incase of excessive odor, one site recorded one case of excessive

fiscal 2020.

water contamination by BOD, and one site recorded one case

Toppan will continue enhancing the quality of itsof excessive water contamination by n-Hexane, relative toenvironmental management through earnest dialogue withstandards set under laws, ordinances, agreements, and otherresidents in surrounding communities.

applicable regulations, in fiscal 2020. The Toppan Group
took immediate corrective measures for each of the threecases above, including steps to inspect plant facilities andrevise the methods for facility control. Since implementing
these corrective measures, the Group has standardized newly
adopted control procedures and taken other actions to reliably
prevent recurrences. Meanwhile, Toppan has identified no122

Fiscal
2020

Excessive Levels Relative toApplicable Legal Standards

Complaints

Cases

3
(2 cases involving water contaminant[BOD, 1; n-Hexane, 1];
1 case involving odor)

0

TOPPAN Sustainability Report 2021

E nvironment

S ocialG overnance

Pollution Control

Remedying Soil and Groundwater Pollution

Activity results,
performance data

Purifying Soil and Groundwater Pollution
Operational Site

DetailCurrent Progress

Itabashi Plant (Itabashi, Tokyo)

Groundwater pollution by hexavalent chromium and toluene

Continuously monitored

Niigata Plant (Shibata, Niigata)

Soil pollution by fluorine and fluorine compounds

Continuously monitored

Remedying Soil Pollution for Redevelopment in Conformance with Applicable Regulations
The Soil Contamination Countermeasures Act of Japan requires

reconstruction projects are occasionally subject to these legal

remediation work or other countermeasures in the event thatdemands. The Toppan Group has therefore conducted soil

a soil investigation detects soil contamination at a site during

investigations in accordance with the act and taken necessary

construction or demolition work of a certain scale (including

countermeasures when soil contamination has been detectedsoil contamination by natural sources in the environment). Site

at a Group site.

Operational Site
Kawaguchi Plant(Kawaguchi, Saitama)

Chemical Substances Subject toRemediation

Remediation
Measures
Excavation andremovalLead and lead compounds

Organizing Education

Current Progress
Remediation work, phase 1 completed(Phase 2 work to be completed in September
2021.)

Training,
education

Toppan arranges three types of training programs on pollution
control: general education for every employee at individualGroup sites; specific operational training for every employee
engaged in operations that cause or could potentially causesignificant impacts on the environment; and emergency drills
to prevent the spread of damage in the event of a potential
emergency.

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E nvironment

S ocialG overnance

Biodiversity

Biodiversity
Basic Approach

Approach

The Toppan Group has formulated the following basic policies

also proactively undertakes social contribution activities toon biodiversity conservation and the sustainable use ofconserve biodiversity with preventative and adaptive methods

biodiverse resources.

formulated from long-term perspectives. These biodiversity

Toppan positions the conservation of biodiversity as

initiatives focus on cooperation with community members andan important element of management. The Group takes

various other stakeholders with links to biodiversity. The Groupan assertive approach to the sustainable use of resources

recognizes that biodiversity conservation and the sustainable

by avoiding or minimizing the impacts on biodiversity

use of biodiverse resources help mitigate global warming andduring raw material procurement operations. The Groupenhance environmental security.

Activities

PolicyActivity results,
performance data

■ Promoting the Conservation of Biodiversity
The Toppan Group established a Basic Policy on Biodiversity inin conservation activities organized in site neighborhoods byApril 2010 to pursue biodiversity conservation. A set of Paper

environmental NPOs and local governments.
Toppan employees across the Group have been working

Procurement Guidelines for the Sustainable Use of Forest
Resources was also formulated in September 2011 to step up

with various stakeholders to conserve biodiversity through both

specific conservation measures.

of these approaches at operational sites across Japan.

Concrete initiatives have been carried out through two
Basic Policy on Biodiversity
https://www.toppan.com/assets/en/sustainability/pdf/biodiversity.pdf

approaches: biodiversity conservation at Group sites andconservation outside the sites. In the former initiatives, Toppan
employees and their families promote biodiversity conservation

Toppan Group Paper Procurement Guidelines for the Sustainable Use ofForest Resources (second edition) (in Japanese)
https://www.toppan.co.jp/assets/pdf/about-us/sustainability/2014/proc2014_06.pdf

within site premises in cooperation with external environmental
experts. In the latter, employees and family members take part

Participating in community activities to burn and beautify the grasses on thebanks of Kokubu river (Kochi Plant, Toppan Electronics Products Co., Ltd.)

Cleaning up public spaces along thebanks of Sakura river (Mito Plant,
Toppan Prosprint Co., Ltd.)ECO-GREEN Purchasing

Planting trees on site premises in“Green Wave 2020,” a mass treeplanting campaign in Nagoya City,
Aichi (Nagoya Plant, Chubu Division)

Activity results,
performance data

Fiscal Year

2016

2017

2018

2019

2020

Number of Cases

2,949

3,046

2,942

3,151

2,201

Note: ECO-GREEN is a toilet paper composed of about 50% used Cartocan (paper-based
beverage container) paper.

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E nvironment

S ocialG overnance

Biodiversity

化学物質管理の取り組み■ Forest
Management Certification

Activity results,
performance data

FSC® and PEFC Certification (as of June 3, 2021)

FSC: Forest Stewardship Council
PEFC: Programme for the Endorsement of Forest Certification Schemes
Operational Site

Country or Region

Information & Communication Division (Toppan Inc.)

Japan

Environmental Design Subdivision (Living & Industry Division, Toppan Inc.)

Japan

Toppan Cosmo, Inc.

Japan

Satte Plant (Toppan Decor Products Inc.)Japan

Chubu Site (Environmental Design Subdivision, Living & Industry Division, Toppan Inc.)Japan

Nishinihon Site (Environmental Design Subdivision, Living & Industry Division, Toppan Inc.)Japan

Takamatsu Office (Environmental Design Subdivision, Living & Industry Division, Toppan Inc.)

Japan

Toppan Forms Co., Ltd.

Japan

Takiyama Plant (Toppan Forms Central Products Co., Ltd.)Japan

Fussa Plant (Toppan Forms Central Products Co., Ltd.)Japan

Nagoya Center (Toppan Forms Tokai Co., Ltd.)Japan

Fukuroi Plant (Toppan Forms Tokai Co., Ltd.)Japan

Osaka Sakurai Plant (Toppan Forms Kansai Co., Ltd.)Japan

Hiroshima Plant (Toppan Forms Kansai Co., Ltd.)Japan

Kyushu Plant (Toppan Forms Nishinihon Co., Ltd.)Japan

Toppan Infomedia Co., Ltd.

Japan

Living & Industry Division (Toppan Inc.)Japan

Kansai Living & Industry Subdivision (Nishinihon Division, Toppan Inc.)Japan

Chubu Division (Toppan Inc.)

Japan

Mito Plant (Toppan Prosprint Co., Ltd.)Japan

Higashinihon Subdivision (Higashinihon Division, Toppan Inc.)Japan

Hokkaido Subdivision (Higashinihon Division, Toppan Inc.)Japan

Kyushu Subdivision (Nishinihon Division, Toppan Inc.)Japan

Chugoku & Shikoku Subdivision (Nishinihon Division, Toppan Inc.)Japan

Tosho Printing Co., Ltd.

Japan
Operational Site

Country or Region

Pennsylvania Plant (Toppan Interamerica Inc.)

USA

Toppan Interamerica Inc.

USA

INTERPRINT, Inc.

USA

INTERPRINT do Brasil Indústria de Papéis Decorativos Ltda.

BrazilToppan Europe GmbHGermany

INTERPRINT GmbHGermany

INTERPRINT Polska Sp. z o.o.

PolandOOO INTERPRINT RUS

RussiaOOO INTERPRINT Samara

RussiaDecotec Printing S.A.

Spain

Barcelona Office (Toppan Europe GmbH)

Spain

London Office (Toppan Europe GmbH)UK

Toppan Leefung Changcheng Printing (Beijing) Co., Ltd.

PRC

Toppan Leefung Packaging & Printing (Dongguan) Co., Ltd.

PRC

Toppan Leefung Printing (Shanghai) Co., Ltd.

PRC

Toppan Win Label Printing (Dongguan) Co., Ltd.

PRC

Toppan Leefung Advertising (Shanghai) Co., Ltd.

FSC

PEFC

FSC

PEFC

PRC

Toppan Excel (Hong Kong) Company Limited

Hong Kong

Toppan Win Label Company Limited

Hong Kong

Toppan Yau Yue Paper Products Limited

Hong Kong

Toppan Leefung Printing Limited

Hong Kong

Toppan Forms (Hong Kong) Ltd.

Hong Kong

Toppan Merrill IFN Limited

Hong Kong

Toppan Merrill Limited

Hong Kong

INTERPRINT Decor (Malaysia) Sdn. Bhd.

Malaysia

Toppan Security Printing Pte. Ltd.

Singapore

Siam Toppan Packaging Co., Ltd.

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TOPPAN Sustainability Report 2021

E nvironment

S ocialG overnance

Environmental Data

Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Environmental Data
Environmental Performance Data

Activity results,
performance data

Major Types of Environmental Burden (Total burden; covering Group companies around the world)
Category

Chief Component

Environmental Burden (Total)

Total input

1,845,273

Material (t）Paper

1,356,292

Ink, solvent

94,229

Plastic

345,581

Glass

8,513

Other

40,658

INPUT

Total consumption

21,313

Energy (TJ)*1

Fuel

4,502

Electricity, steam

16,810Total consumption

12,714

Water (1,000 m3)

Industrial water

772

Municipal water

5,004

Groundwater

6,914

Rainwater used

Chemical substances (t)*2

4,132

Handling of chemical substances designated under
the PRTR law

4,484

CO2 emission (t-CO2)*3

OUTPUT

Atmosphere

1,014,288
Fuel-derived (t-CO2)

256,966

Electricity-, steam-derived (t-CO2)

757,323

Release of chemical substances designated under
the PRTR law (t)*283

VOC emission into the atmosphere (t)*2, 4

3,657

Total effluent discharge (1,000 m3)

9,979

Into public water system (1,000 m3)
Into sewage system (1,000 m )3Water and soil environments

7,354
2,625

BOD (kg)

24,642COD (kg)

46,135

Nitrogen discharge (kg)20,180

Phosphorous discharge (kg)5,887

Release of chemical substances designated under
the PRTR law (t)*2

1

Total discharge

322,110Recycled

314,142*5

Waste (t)24

Use of water circulated on premises

Final landfill disposal

6,214*1 Energy consumption associated with fuel consumption is calculated using the conversion factor specified in the year 2000 amendment of the Act on the
Rational Use of Energy of Japan.
The primary energy input associated with electricity consumption is calculated uniformly as 0.00983 GJ/kWh.
*2 The PRTR data only covers domestic sites (including Group sites not subject to the environmental targets).
*3 CO2 emissions are calculated by the method specified in the Guidelines for Calculating Greenhouse Gas Emissions from Businesses (2003) issued by the
Ministry of the Environment (MOE) of Japan.
CO2 emissions associated with electricity consumption are calculated uniformly as 0.378 t-CO2/MWh.
CO2 emissions associated with electricity consumption at overseas Group sites, however, are calculated based on the latest conversion factors publishedby the International Energy Agency (IEA).
Fuel-derived CO2 emissions include emissions derived from combustibles burned in incinerators.
*4 Emissions into the atmosphere are calculated based on the standards established by the Japan Federation of Printing Industries (JFPI) and the VOC emission
inventory issued by the MOE of Japan.
*5 The total discharge of waste includes industrial waste of no value and waste materials of value sold or transferred as resources (both generated in association
with business activities).

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Environmental Data

Every indicator assured by an independent assurance provider is marked with an assurance stamp.

Major Types of Environmental Burden (subject to the environmental targets in Japan)
Category

Environmental Burden (subject to theenvironmental targets in Japan)

Chief Component
Total input

910,211Paper

Material (t)50,288

Plastic

180,172

Glass

7,227

Other

25,433

INPUT

Total consumption

11,747

Energy (TJ)*1

Fuel

2,989

Electricity, steam

8,758

Total consumption

6,598

Water (1,000 m3)

Industrial water

750

Municipal water

1,095

Groundwater

4,743

Rainwater used

Chemical substances (t)4,090

Handling of chemical substances designated under
the PRTR law

4,462

CO2 emission (t-CO2)

506,597
Fuel-derived (t-CO2)

169,649

Electricity-, steam-derived (t-CO2)

336,948

Release of chemical substances designated under
the PRTR law (t)2,480

Total effluent discharge (1,000 m3)

5,307

OUTPUT

Into public water system (1,000 m3)

4,236

Into sewage system (1,000 m3)*4

1,071

BOD (kg)

9,763

COD (kg)

8,961

Nitrogen discharge (kg)

10,950

Phosphorous discharge (kg)Release of chemical substances designated under
the PRTR law (t)Waste (t)83

VOC emission into the atmosphere (t)*3Water and soil environments

10

Use of water circulated on premises*2

Atmosphere

647,091

Ink, solvent434
1

Total discharge*5

186,140

Recycled

185,745

Final landfill disposal

51*1 Energy consumption associated with fuel consumption is calculated using the conversion factor specified in the year 2000 amendment of the Act on the
Rational Use of Energy of Japan.
The primary energy input associated with electricity consumption is calculated uniformly as 0.00983 GJ/kWh.
*2 CO2 emissions are calculated by the method specified in the Guidelines for Calculating Greenhouse Gas Emissions from Businesses (2003) issued by the
Ministry of the Environment (MOE) of Japan.
CO2 emissions associated with electricity consumption are calculated uniformly as 0.378 t-CO2/MWh.
Fuel-derived CO2 emissions include emissions derived from combustibles burned in incinerators.
*3 Emissions into the atmosphere are calculated based on the standards established by the Japan Federation of Printing Industries (JFPI) and the VOC emission
inventory issued by the MOE of Japan.
*4 Includes 8,809 ㎥ of spring water from the premises of the Akihabara Sales Building.
*5 The total discharge of waste includes industrial waste of no value and waste materials of value sold or transferred as resources (both generated in association
with business activities).

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Environmental Data

Environmental Accounting

Activity results,
performance data

Capital Investment for Environmental Conservation

1（million yen）

Average for theLast Five Years

Item

Major Content

Investment in equipment
to prevent pollution

Investment in equipment to prevent atmospheric andother forms of pollution(Including equipment to prevent water pollution)

305
（74）

-1,952(-1,484)

1,255
(470)

Investment in equipment to conserve the global
environment by mitigating global warming, etc.

1,414

258

1,089

Investment in equipment
2 to conserve the global
environment

Fiscal 2020

Increase/
Decrease from
Fiscal 2019

Investment in equipment
to circulate resources

Investment in equipment to realize the appropriate
treatment, recycling, etc. of waste(Including equipment to use rainwater and reduce water
consumption)

129
(5)

-149
(5)

138
(11)

Investment in equipment
4 to carry out environmental
management activities

Investment in equipment to monitor and measureenvironmental burden, plant trees at operational sites,
and implement other environmental measures

6

2

17

1,854

-1,841

2,499

3

Total

Environmental Conservation Benefit
Item

Increase/Decrease
from Fiscal 2019

Major Content

Fiscal 2020

EnergyTotal energy consumption (TJ)

132

21,313Water

Water consumption (1,000 m3)-545

12,714CO2 emission (kt-CO2)

-3

1,014

Emission of dioxins (mg-TEQ)

5

6

Atmosphere
Water and soil
environments

Total effluent discharge (1,000 m )

-422

9,979

BOD (t)-28

25

COD (t)

-25

46

Waste

Total discharge (kt)

-7

322

3

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Environmental Data

Environmentally Friendly Products (87 products as of March 2021)
Product
Ecothrough Card
Bulky Waste
Processing Sticker
Eco Pack (life-size
POP display)
Paper Desk Calendar
Ecology Calendar
Non-vinyl Chloride
Lenticular Lens
Eco Pack Multipanel
Eco Floor Sticker
Eco Pack End Panel
Eco Pack Stand (roundtype)
Disk Tottokun Series
Ultra-thin DM(brochures, etc.)
Eco Pack Multipanel
Mini
Multicube POP
Green Bankbook
KAMICARD®

Living & Industry

Electronics

KAMI-RFID CARD

Business
Field

Standard Categories
Suitability for disposal
Resource saving (reduced use of materials)
Resource saving (reduced use of materials)
Use of recycled materials
Use of recycled materials
Suitability for disposal
Reusability
Suitability for disposal
Resource saving
Resource saving
Resource saving, prolonged product life, recyclability,
suitability for disposal
Resource saving, reduced energy consumption in
production, recyclability
Reusability, prolonged product life, recyclability, easy
separation and disassembly
Reusability, prolonged product life, recyclability, easy
separation and disassembly
Recyclability, suitability for disposal

Biodegradability, use of safe materials, resource saving,recyclability

Recyclability, use of safe materials, resource saving, easy
separation and disassembly

Reduced use of chemical substances, reduced use of
Printed materials with hazardous substances, use of recycled materials, use ofenvironmental logos sustainable resources, use of renewable energy, carbon
offsetting, labeling with environmental logos
Flip chip ball grid array[FC-BGA] substrate
Suitability for disposal(halogen free)
Color filter (resin
Use of safe materials, energy saving, reduced release of
black matrix [BM])chemical substances, suitability for disposal
Palladium pre-plated
Use of safe materials, reduced release of chemical
leadframe
substances, suitability for disposal
Flip chip ball gridUse of safe materials, reduced release of chemicalarray [FC-BGA]
substances, suitability for disposal
substrate (lead free)
Reduced release of chemical substances, use of safe
Toppan Ecowall
materials, suitability for disposal
TOPPAN ECOReduced release of chemical substances, extension of
SHEET
product life
GL BARRIER
Use of sustainable resources, resource-saving efforts(Exceptional*)
Stand-up Pouch
Resource-saving efforts
Bottled Pouch
Resource-saving efforts
Plastic container madeUse of recycled materials
from recycled materials
TT Paper Can
Use of sustainable resources
Ecotainer
Recycling, improvement in transport efficiency
TL-PAK
Recycling, improvement in transport efficiency
EP-PAK (EP-GL)
Improvement in transport efficiency, recycling
EP-PAK (Al)Improvement in transport efficiency
Stand-up LaminatedResource-saving efforts
Tube
Recyclen Cap
Recycling
AP Carton
Improvement in transport efficiency
Micro FluteResource-saving efforts, recycling
TP-Tray
Recycling, use of sustainable resources
Corrugated Board
Recycling
Cushioning Material
AD-CaseResource-saving efforts
CartocanUse of sustainable resources, recycling, visualization of(Exceptional*)
environmental burden
GL-C Bottle
Resource-saving efforts
Jar Plus
Resource-saving efforts, recycling
GL FILM Lined Paper
Use of sustainable resources
Cup

Living & Industry

Information & Communication

Business
Field

Product

Cardboard withshrink wrap
packaging

Double-wall Barrier
Resource-saving efforts
Paper Cup
Fluorine-free
Recyclingoil-repellent paper
In-mold Barrier Cup Extension of product life, improvement in transport efficiency
Easy Peel-off ThermoRecycling
Label
Eco BandReusability
Paper carton with
tamper-evident
Resource-saving efforts
closureClear UV-blocking
Use of sustainable resources
Film
BIOAXX (molding
Use of sustainable resources
product)
EL-CaseResource-saving efforts, recycling
Paper cup made from
pulp from forestUse of sustainable resources
thinning operations

Standard Categories

Cylindrical papercomposite container Use of sustainable resources
for refill
High-resistance
Resource-saving efforts, improvement in transport
Flexible Pouch
efficiency
BIOAXX (label)
Use of sustainable resources
Aluminum-free Lid
Use of sustainable resources
Material
Multi-layer Blow Tube Resource-saving efforts
Steam-release
Reduced environmental burden during use
Packaging
Air Hold Pouch
Resource-saving efforts
Use of sustainable resources, resource saving,
BIOAXX (flexible
environmentally friendly disposal, visualization of
packaging material)
environmental burden
Square-bottomed
Improvement in transport efficiency, resource saving,
Gazette Pouchenvironmentally friendly disposal
Use of recycled materials, procurement of materials with
Flexible packaging
lower environmental burden, reduced energy consumption
material using
in production, environmentally friendly disposal,
recycled materials
visualization of environmental burden
Printed Decorative
Reduced use of chemical substances, reduced use ofPaper (Coated Paper) hazardous substances
Printed Decorative
Use of sustainable resources, reduced use of chemical
Paper (Coated Paper,
substances, reduced use of hazardous substances
FSC-certified)Printed Decor Paper
Reduced use of chemical substances, reduced use offor HPL/LPL
hazardous substances, reduced release of chemical(Saturated Gradesubstances
Paper)
Printed Decor Paper
Use of sustainable resources, reduced use of chemicalfor HPL/LPL
substances, reduced use of hazardous substances, reduced(Saturated Graderelease of chemical substances
Paper, FSC-certified)
Transfer paper for
Reduced use of chemical substances, reduced use of hazardous
padded floors
substances, reduced release of chemical substances
Lower-VOC wallpaper Reduced use of chemical substances, reduced use of(Exceptional*)
hazardous substances, reduced release of chemical substances
Reduced use of chemical substances, reduced use of
SnapFithazardous substances, use of sustainable resources,
extension of product life
101 Coordination
Reduced use of chemical substances, reduced use of
Floor REPREA eco
hazardous substances, use of sustainable resources,(Exceptional*)
extension of product life, labeling with environmental logos
Resource saving, improvement in transport efficiency,
Sosogi Jozu
environmentally friendly disposal
Preform for PET
Improvement in transport efficiency, visualization ofbottles
environmental burden
Reduced use of chemical substances, reduced use ofhazardous substances, environmentally friendly disposal,
FORMANO
reduced release of chemical substances, extension of
product life
Reduced use of chemical substances, reduced use ofhazardous substances, environmentally friendly disposal,
FORTINA
reduced release of chemical substances, extension of
product life
Reduced use of chemical substances, reduced use of
TOPPAN MATERIAL
hazardous substances, use of recycled materials,
WOOD
environmentally friendly disposal, reduced release of(Exceptional*)
chemical substances, extension of product life
Smart Deli Bag
Reduced environmental burden during use
Plastic UV ink
Use of recycled materials, use of sustainable resources,
container
improvement in transport efficiency, recycling
Forest-certified-paper Use of sustainable resources, labeling with environmental
packaging
logos
Biodegradable plastic
Use of biodegradable materials
products
Resource saving, reduced energy consumption in
production, improvement in transport efficiency, recycling

Reduced use of chemical substances, reduced use of
Emergency magnesium hazardous substances, use of sustainable resources,
air battery
extension of product life, reduced environmental burden
during use, recycling, environmentally friendly disposal
Reduced use of chemical substances, reduced use of
FINE FEEL (101hazardous substances, resource saving, extension ofMaterium)product life, environmentally friendly disposal
Reduced use of chemical substances, reduced use of
EP-PAK Fold & Tear/ hazardous substances, use of sustainable resources,
Easy Removal Cap
improvement in transport efficiency, recycling,(Exceptional*)
environmentally friendly disposal, labeling withenvironmental logos
BIOAXX flexible
Reduced use of chemical substances, reduced use of
packaging material
hazardous substances, resource saving, use of sustainable(Eco Mark certified) resources, environmentally friendly disposal, visualization(Exceptional*)of environmental burden, labeling with environmental logos
Reduced use of chemical substances, reduced use of
Flexible packaging
hazardous substances, use of recycled materials, resource
material using recycledsaving, reduced energy consumption in production,materials (Eco Markenvironmentally friendly disposal, visualization ofcertified) (Exceptional*)
environmental burden, labeling with environmental logos*Exceptional environmentally friendly product

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Environmental Data

Environment-related BusinessIn fiscal 2020 the Toppan Group revised its classification

notably, sales of environment-friendly products—were 790.3

criteria for environment-related business to cover every project

billion yen in fiscal 2020.
From fiscal 2021, Toppan will develop more businessassociated with the “sustainable global environment” theme

projects that contribute to the achievement of the United

advocated in the Business Materiality category.

Nations Sustainable Development Goals.

The total sales of the environment-related businesssatisfying the renewed Groupwide criteria—including, mostGreen Procurement and Green Purchasing
JFPI Green Procurement Standards for Paper and Level of Fulfillment
Green Principle

Level 1

Fiscal 2020
Result*Level 2Paper composed of at least 20% recycled
Paper composed of at least 60% recycled
1. Using recycled paper or paper madepulp or forest-certified paper, tree-freepulp plus forest-certified pulp for thewith fewer forest resources (excluding
paper, paper made with pulp fromremaining portion, or with an overall rating
covers for brochures)
forest-thinning operations, or tissueof more than 80 points
paper
2. Reducing component properties
obstructive to waste paper recycling

5.7%

Non-usage of printing materials with waste Non-usage of printing materials with waste
paper recyclability rankings of B, C, or D
paper recyclability rankings of C or D

3. Procuring from manufacturers
Procurement from manufacturers who proactively use waste paper as a raw material
proactively engaged in paper recycling for recycled paper
Note: Result under the Green Standards for Offset Printing Services (April 1, 2017 amendment) of the Japan Federation of Printing Industries (JFPI)*Level 1 or 2 paper used (kg) / offset paper purchased (kg)

JFPI Green Procurement Standards for Ink and Level of Fulfillment
Green Principle

Level 1

1. Avoiding the use of substances
harmful to the human body

Fiscal 2020
Result*Level 2

Conformance with the NL regulations of the Japan Printing Ink Makers Association

2. Considering chemical substances
designated under the PRTR law ofJapan

Non-usage of substances designated under Identification of substances designatedthe PRTR law
under the PRTR law (via SDSs)

3. Controlling VOC emissions(for offset ink, excluding heat-set ink
for web press)

Non-VOC ink or UV ink

4. Using sustainable resources(for heat-set ink for web press)

Vegetable oil ink, soybean oil ink, or “ig” ink (labeling with Ink Green Mark)5. Reducing component properties
obstructive to waste paper recycling

Vegetable oil ink, soybean oil ink, or “ig”
ink (labeling with Ink Green Mark)

99.0%

Non-usage of printing materials with
Non-usage of printing materials with waste
waste paper recyclability rankings of C
paper recyclability rankings of B, C, or D
or D

Note: Result under the JFPI Green Standards for Offset Printing Services (April 1, 2017 amendment)*Level 1 or 2 ink used (kg) / offset ink purchased (kg)In-house Green Purchasing Standards and Levels of Fulfillment
Product

Standard

Fiscal 2020 Result

Copy machines and printers

Configured to automatically revert to low-power mode or off mode

90.0%

PCs

Configured to automatically revert to low-power mode or off mode and to maintainlow energy consumption when in low-power mode

100.0%

Stationery and office goods

Products listed in eco-friendly product catalogues of manufacturers

69.9%

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Environmental Data

Participating in the Green Purchasing Network
The Green Purchasing Network (GPN) of Japan was established insignificantly to the realization of a sustainable society.

1996 as a loose-knit network of businesses, civilian organizations,

As a GPN member, Toppan Inc. provides printing services

government agencies, and other entities proactively engaged

based on the GPN Ordering Guidelines for Printing Services.

in green purchasing practices. GPN is convinced that green
purchasing plays a critical role in the formulation of a market

Green Purchasing Networkhttps://www.gpn.jp/english/index.html

for eco-products on a scale sufficient to facilitate eco-productdevelopment. GPN believes that green purchasing will contribute

Promoting CFP and Carbon Offsetting Initiatives for Printed Materials and Events
The Toppan Group has been visualizing CO2 emissions

allows Toppan to address SDG-relevant global development

associated with printed materials and events through CFP* andagendas such as climate security and stable power supply.

carbon offsetting initiatives. The Group’s one-stop service for

The Group has also offset the CO2-equivalent GHG

client companies covers every step from CFP quantification

emissions associated with the TOPPAN eSports Festival**. The

to carbon-offset certification. This procedure has also been

emissions were offset with a J-Credit originating from a GHG-

applied to the Group’s own products and events. In fiscal 2020

emission reduction project using carbonyl fluoride operated

the Group conducted CFP quantifications for 19 products,

by Ortus Technology Kochi Co., Ltd. (now the Kochi Plant ofservices, and events.

Toppan Electronics Products Co., Ltd.).

In self-initiated activities, CO2-equivalent greenhouse gas(GHG) emissions associated with printed materials issued by
the Toppan Group are offset with J-Credits generated by Toppan*“Carbon footprint of products,” a project advocated by the Japanese
Ministry of Economy, Trade and Industry

subsidiaries and Gold Standard credits linked to the SDGs.
The carbon-offsetting mechanism using Gold Standard credits**https://japancredit.go.jp/cp/77/ (in Japanese)

Framework for CFP and Carbon Offsetting
Carbon Footprint of Products (CFP)
Quantify CO2-equivalent greenhouse gas (GHG) emissions throughout the entire
life cycle (① ⑤) of a product and display the CFP data on printed materials

shop

brochures

collection
box

brochure① Raw material
procurement② Production④ Use andmaintenance③ Distribution⑤ Disposal andrecycling

Carbon Offsetting
Partially or completely “offsetting” difficult-to-reduce GHG emissions with equivalentcredits (GHG-emission reduction values and/or GHG absorption values) earned elsewhere.

統合レポート 2020

CFP information on the printed Japanese versionof the Toppan Integrated Report 2020

統合レポート 2020

https://ecoleaf-label.jp/pdf_view.php?uuid=c2743b52-521c-469b-a28b3c698f0311ea.pdf&filename=JR-AO-20008C_JPN.pdf

Toppan Integrated Report 2020
(back cover of the printed Japanese version)
4.0kg

CO2の「見える化」
カーボンフットプリント
１部あたり
https://www.ecoleaf-label.jp
JR-AOｰ20008C

https://www.toppan.co.jp/

131c TOPPAN 2020.9 KI
Printed in JapanTOPPAN Sustainability Report 2021

GovernanceContents
Corporate GovernanceP. 133

Strict ComplianceP. 136

Risk Management and Control

P. 142

BCP/BCMP. 146

Tax GovernanceP. 150S ocial

G overnanceE nvironment

Corporate GovernanceCorporate Governance
Basic Approach

ApproachCorporate governance focused on the management ofwith the progress made in promoting workplace diversity andsustainability activities provides an integral foundation foraddressing the SDG issues of focus for the Group.
Toppan and its Group companies work together to

Toppan’s approach to fulfilling corporate social responsibilities
as a group of companies dedicated to furthering sustainableconsolidate management under the Related Company

growth hand-in-hand with the development of society at large.

Administration Regulations prescribed for the advancement ofToppan has formulated a Basic Policy on Corporate

fair management within the Group. Through this approach, theGovernance to reinforce its corporate governance based on

Toppan Group promotes governance aimed at maximizing thea full understanding of the spirit and aims of the Corporate

value of the entire Group.

Governance Code established by the Tokyo Stock Exchange. In

Basic Policy on Corporate Governance of Toppan Inc.
https://www.toppan.com/en/ir/management/governance-policy.html

March 2020 Toppan revised the basic policy to better align it

Promotion Framework

Promotionframework

Toppan Inc.’s governance structure employs an Audit &independent external members audits the execution of duties

Supervisory Board.

by directors from a position independent from management.
An Advisory Committee for Nomination andAs an entity entrusted by shareholders and substantiallyrepresented by independent external members (one-third of all

Remuneration has also been set up to enhance the objectivity

members), the Board of Directors strives to achieve sustainable

and transparency of personnel affairs and remuneration of

growth and a medium- to long-term increase in the corporate

directors.
Toppan has adopted an executive officer system to clarify

value of the Group while overseeing important managerial

the authority and responsibilities of those in charge of businessdecision-making and the execution of duties by each director.

execution.

An Audit & Supervisory Board composed of a majority ofCorporate Governance Structure (as of June 29, 2021)
Meeting of Shareholders
Appointing or dismissing

Appointing or dismissing

Board of Directors
Advising

External directors (three independent oﬃcers)

Special Committee

Selecting or dismissing

Management
Committee

Crisis Management Committee

Investment & Legal
Review Council
Sustainability Promotion
Committee

Business Divisions
Group Companies

Monitoring
andguiding

Management Audit Oﬃce
Compliance Department
Ecology Center

ReportingDirectors in Charge
Executive Oﬃcers in Charge

Auditing

Executive Oﬃcer
Committee

Supervising

Audit & Supervisory Board

President & Representative Director

Auditing

Auditing

Advising and counseling

Advisory Committee for
Nomination and Remuneration

Audit Firm

Appointing or dismissing

Working together

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G overnanceE nvironment

Corporate GovernanceDirectors, Board of Directors, and Various Meetings

Promotionframework

Toppan’s Board of Directors is composed of six Company

decision-making. Toppan has also adopted an executive officer

directors and three external directors appointed as independent

system to clarify the authority and responsibilities of those in

officers (as of June 29, 2021). Board meetings are held monthly

charge of business execution and enable prompt responses toand whenever a pressing matter requires action or deliberation.

changes in business circumstances. An Advisory Committee

Especially important matters are deliberated beforehand by

for Nomination and Remuneration for directors has also been

the Management Committee, a body made up of directors

in place since fiscal 2017. The Company partially revised its

nominated by the President & Representative Director. The

executive officer system in May 2018.

goal is to lay weight on managerial efficiency in business

Audit & Supervisory Board, Board Members, and Audit Firm

Promotionframework

As of June 29, 2021, five persons are serving as audit &Company from a preventive perspective to ensure the legality

supervisory board members at Toppan, including three externalof the operations of the directors and departments and smooth

members appointed as independent officers. In addition to theirand appropriate corporate management in line with company

own board meetings, the board members attend meetings of thepolicies and rules. They also regularly convene a meeting ofBoard of Directors, meetings of the Management Committee,

audit & supervisory boards from related companies to improveand other important meetings on risk management. The board

the effectiveness of the audits by board members across themembers systematically manage the implementation of auditsGroup. Toppan has had KPMG AZSA LLC verify the proprietyof operational sites and Group companies in close cooperationof the Company’s accounts through audits in order to enhancewith the audit firm and internal audit-related departments

the reliability and transparency of the Company’s financialof the Company. By these means, they audit and advise theinformation.

Strengthening Audit Functions

Promotionframework

Activity results,
performance data

The Management Audit Office is a body established independently

The department also reports to the Audit & Supervisory Board on

from the business divisions of the Company. Working from legal

improper acts such as collusion, illicit trading, and bribery, along

and rational viewpoints, the office conducts fair and objective audits

with other forms of corruption, misconduct, and legal violations.
Toppan addresses these compliance issues through the Toppan

on the administrative and operational systems of management
activities and the practical status of the Company’s operations.

Group Helpline, an internal reporting system that any officer or

The office provides feedback to the relevant departments on issues

employee (including a part-time worker or dispatched staff) ofidentified, proposes measures for improvement, and reports thea Group company (excluding listed corporations) can contact

audit results to the President & Representative Director, directors

whenever a legal violation or other improper act comes to light.
The Information Security Division audits informationin charge of relevant departments, and audit & supervisory board

security management within the Toppan Group as an organization

members.

responsible for the control of information security. The Ecology

The Compliance Department in the Legal Affairs &Intellectual Property Division spearheads the Company’s initiatives

Center in the Manufacturing Management Division, meanwhile,

to ensure the strict observance of laws and regulations and to firmly

oversees environmental activities across the Group. The centerestablish ethical business practices. The department is responsible

conducts internal environmental audits at operational sites andfor ensuring that employees are fully informed of the Conduct

monitors the progress of improvements in their environmental

Guidelines and comply with applicable laws and regulations.

management.

Conducting Management Audits

Activity results,
performance data

The audit results are regularly reported to the representative

The Management Audit Office carried out 16 operation audits infiscal 2020 and conducted maintenance and operational evaluations

directors, directors in charge of the relevant organizations, and theof internal controls over financial reporting for all business divisions

audit & supervisory board members.

and main subsidiaries.

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S ocial

G overnanceE nvironment

Corporate GovernanceReinforcing Group Governance under the
Operating Guidelines for Overseas Subsidiaries

PolicyActivity results,
performance data

Overseas Subsidiaries to reinforce the governance structure across

The processes by which the overseas subsidiaries in the Toppan
Group were formed have varied. Some of the subsidiaries were

the Group. The second set of guidelines, formulated in 2020, reflects

established by Toppan Inc., while others were brought into thechanging business environments, revisions in relevant legislation

Group through investments or acquisitions. As the subsidiaryand in-house rules, and other factors affecting Group governance.
Toppan will continue to seek ideal Group governance bybusinesses are also diverse, Toppan has sometimes faced difficulty

helping Group companies build operating foundations andin ensuring effective control over them. Toppan strives to secure
the effective control and sustainable growth of global business bygovernance structures based on the guidelines. With sounddeveloping a governance structure that immediately addresses

foundations and governance in place, Group companies willbusiness challenges related to governance, compliance, andbe better able to shape their own cultures and maintain theirrisk management, while respecting the autonomy of the Group

organizational autonomy under the effective control of Toppan Inc.
Toppan also considers environmental, social, and governancecompanies.

(ESG) factors when performing due diligence for M&As.

In 2019 Toppan issued its first set of Operating Guidelines for

List of Directors and Audit & Supervisory Board Members (as of June 29, 2021)
Directors: 9 (7 men, 2 women)
Audit & supervisory board members: 5 (4 men, 1 woman)

Name

Independence

Current position

First
year*

Tenure inyears*

Attendance
Number of
at Board ofCompany
Directors
shares held
meetings(thousands)(Fiscal 2020)

Shingo Kaneko

Chairman & Representative Director

2003

18

15/18

113

Hideharu Maro

President & Representative Director

2009

12

18/18

61

Shinichi Ohkubo

Executive Vice President & Representative Director

2005

16

18/18

98

Kazunori Sakai

Director & Senior Managing Executive Officer

2019

2

18/18

22

Takashi Kurobe

Director & Managing Executive Officer

2018

3

18/18

11

Hironori Majima

Director & Executive Officer

2021

－

－

8

Yoshinobu Noma

Director (external)

✓

2010

11

18/18

34
－

Ryoko Toyama

Director (external)

✓

2016

5

18/18

Mieko Nakabayashi

Director (external)

✓

2020

1

14/14

－

Jitsumei Takamiyagi

Senior Audit & Supervisory Board Member

2014

7

18/18

85

Itaru Kubozono

Audit & Supervisory Board Member

2019

2

18/18

5

Hiroyuki Shigematsu

Audit & Supervisory Board Member (external)

✓

2014

7

18/18

－

Keiko Kakiuchi

Audit & Supervisory Board Member (external)

✓

2016

5

18/18

－

Haruo Kasama

Audit & Supervisory Board Member (external)

✓

2018

3

17/18

－

*As a director or an audit & supervisory board member

Average tenure in years

6.57

Percentage of female executives

21.43%

Average attendance rate

98.26%■ Remuneration to Directors and Audit & Supervisory Board Members
The total annual remuneration to directors and total annual

to determine remunerations and other remuneration-related

remuneration to audit & supervisory board members were 945

information.

million yen and 111 million yen, respectively, in fiscal 2020.
Please see the section covering corporate governance in the

Securities report (in Japanese)
https://ssl4.eir-parts.net/doc/7911/yuho_pdf/S100J99K/00.pdf

securities report (in Japanese) for details on the method used

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Strict Compliance

Strict Compliance
Basic Approach

Approach

Legal compliance in business operations is an indispensablecommon principles that all Group companies around the world

prerequisite for every corporation to fulfill its responsibilities toare required to observe for the assurance of strict compliance.

society.

These Groupwide guidelines are reviewed every year to adjust

Toppan established the Conduct Guidelines as a set of

to changes in business environments, social conditions, andcompliance standards in June 2000, the centennial of Toppan

other circumstances relevant to the Group. Any revision of theInc. These guidelines set forth standards for Toppan personnel’sguidelines is subject to a resolution by the Board of Directors of

behavior based on the Corporate Philosophy and principles ofToppan Inc.

legal compliance.

Toppan Group Conduct Guidelines
https://www.toppan.com/en/about-us/philosophy/
conduct-guidelines.html

In November 2010 Toppan completely revised theguidelines into the Toppan Group Conduct Guidelines, a set of

Reviewing the Toppan Group Conduct Guidelines

PolicyTraining,
education

The Legal Affairs & Intellectual Property Division reviews the

management challenges. Focusing on the United Nations

Toppan Group Conduct Guidelines every year. The division revised

Sustainable Development Goals (SDGs), a topic of growing

the guidelines on April 1, 2021 based on a review performed ininterest throughout the world, the revised guidelines aim

fiscal 2020, the 120th anniversary of Toppan Inc. The last roundto accelerate individual efforts to address material issuesof guideline revisions was completed a decade earlier.

identified in the TOPPAN SDGs STATEMENT . Proper actionsin accordance with the guidelines will help the international

The latest revisions enable Toppan employees to act

community shape a sustainable society.

appropriately in their initiatives to pursue the Group’s■ Main Revisions
1) Revisions in “Chapter: 1 Basic Principles”
Chapter 1: Basic Principles (revised portions underlined)
Basic Principles (before revision)

Basic Principles (after revision)

1. Respecting basic human rights

1. Respecting human rights

2. Having high ethical standards and acting as a responsible memberof society

2. H aving high ethical standards and acting as a responsible memberof society

3. Complying with laws and company rules and conducting fairbusiness operations

3. C omplying with laws and company rules and conducting fairbusiness operations

4. Avoiding all links with antisocial groups

4. P roactively undertaking preservation of the global environment toachieve a sustainable society

5. Striving to improve quality and providing creations that contribute tocustomer satisfaction

5. S triving to improve quality and providing dedicated products that
contribute to customer satisfaction

6. Recognizing the importance of information related to business andmanaging it appropriately

6. R especting personnel diversity and striving to create a rewarding
work environment that is physically and mentally healthy

7. Proactively undertaking conservation of the global environment

7. Embracing change and taking on new challenges

8. Embracing change and taking on new challenges

8. R ecognizing the importance of and properly managing businessrelated information and information process system

9. Building trust from society through social contribution activities andappropriate disclosure of information

9. P
 roviding organizational risk management and control thoroughly
against threats that have a serious impact on our corporate
activities (added)

10. Bringing together individual strengths to fully exploit the integrated
strength of the group

10. Striving to improve corporate value through social contribution
activities and proper information disclosure/communication

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Strict Compliance⃝ Article 1 on “respecting human rights” closely relates tothat fully exploits individual abilities. These points are now

Toppan’s time-honored concept of “respect for human beings.”

articulated in the title.

Civil society now urges businesses to take responsible actions⃝ Articles 4 to 6 cover the “environmentally friendly &on human rights around the world. Toppan therefore puts thesustainable production” and “employee health & job

human rights clause at the top of the Basic Principles. In thesatisfaction” themes under the Companywide Materiality

title of the fiscal 2020 edition, “basic human rights” has been

category presented in the TOPPAN SDGs STATEMENT.

changed to “human rights” in line with the wording used by⃝ Article 8 describes information and evinces the importanceglobally recognized standards, primarily the United Nationsof information process systems as infrastructure to support

Global Compact, a voluntary corporate sustainability initiative

information management, with the progress of digitaltransformation (DX) in a digitalized society.

whose principles Toppan supports.
⃝ Article 2 represents corporate ethics and Article 3 covers legal⃝ Article 9 introduces a basic principle on risk management andcompliance. Together they form the core of the Toppan Group

control. The avoidance of links with antisocial groups, a point

Conduct Guidelines. The importance of these matters in theaffirmed in the former Article 4, has been integrated into thisarticle.

revised principles remains unchanged from before.

⃝ The basic principles affirm Group commitment throughout⃝ Article 6 (renumbered from 10) adds descriptions of arewarding environment and personnel health and diversity to

the supply chain to initiatives for human rights, environmental

the former Article 10, which advocated a work environment

conservation, and product-quality improvement.

2) Revisions in “Chapter 2: Specific Conduct Guidelines”
In tandem with the revisions in the basic principles, Toppan

and gender identity. This paragraph reflects the increased

has reorganized the paragraphs describing the specific conduct

employment of persons with disabilities and enhanced global

guidelines and added new paragraphs, as follows (examples).

awareness about lesbian, gay, bisexual, transgender, and queer
or questioning (LGBTQ) persons.
The diversity principle had been expressed in a paragraphParagraph headings:⃝ Striving to maintain and promote physical and mental healthon “recognizing the diverse values of individuals and respecting⃝ Understanding the characteristics of social media andpersonal qualities and individuality.” The words “diversity

using it with self-awareness and responsibility as a working

and inclusion” have been added to the paragraph heading

professional

to manifest Toppan’s dedicated approach to diversity andinclusion (D&I) as a means of ensuring heightened D&I⃝ Promoting development of products and services byawareness among employees throughout Group workplaces.

incorporating a standpoint of universal design

The heading for the paragraph stipulating the building⃝ Striving for appropriate management of informationof appropriate relationships with business partners has

processing system and network⃝ Simulating emergency and taking precautions

been revised to include “procurement with responsibility” in⃝ Acting properly at the time of disasterorder to accentuate Toppan’s commitment to fulfilling social⃝ Striving to secure cyber security

responsibilities throughout the entire supply chain. Toppan has
drafted the content of this paragraph in line with the Toppan
Group CSR Procurement Guidelines.

The principle on the environment set forth in the specificguidelines from before was presented in two paragraphs,

The revised specific guidelines contain a paragraph onheaded as follows: “striving to reduce the environmental

the contribution to popularization and promotion of culture,burden of business activities” and “promoting businesses witharts, and sports through business activities. In addition to theconsideration for the environment.” With the growing concerns

development and passing on of skills and culture, Toppan has

about global environmental issues and tougher environmental

reviewed its employee athlete program, the Kanosei Art Project

legislation and policies worldwide, this principle is now(“kanosei ” means “potential” in Japanese), its Groupwide

expressed in four paragraphs, headed as follows: to “establish

projects focused on social topics such as education, arts, anda low-carbon society,” “create a recycle-based society,” “takehealthcare, and various other initiatives the Group has recently

environmental risk measures,” and “preserve biodiversity.”

been advancing.

The principle of the prohibition of discrimination specifies

Toppan has also revised several other principles to adjust

types of discrimination in the heading of the paragraphto current social demands, business environments, and otherdeclaring Toppan’s commitment to non-engagement incircumstances relevant to the Group.

discrimination on the basis of disability, sexual orientation,

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Strict Compliance■ Disseminating the Revised Conduct Guidelines
Toppan gives every Group employee in Japan a booklet
presenting the revised Conduct Guidelines and arranges an
e-learning program to heighten awareness of the revisions.
Toppan also organizes group training for Conduct Guidelines
Promotion Leaders (“Leaders”) to brief them on the details
and intent of the latest revisions. The Leaders disseminate therevised guidelines at their workplaces throughout the Group.

E-learning program on the revised guidelines

Compliance Promotion Structure

Promotionframework

Toppan believes that the strict observance of the Conduct

Number of
Newly
Deployed
Leaders

Guidelines directly links to legal compliance. The Conduct
Guidelines Promotion Leader system is a core mechanism to

Number of
Female Leaders
Deployed(Percentage)

Cumulative Total
Number of
Leaders

ensure full observance of the guidelines. Upon their election

Fiscal 2017733

95（13.0%）

9,055

every year, the Leaders initiate guideline compliance in daily

Fiscal 2018

677

86（12.7%）

9,732

Fiscal 2019

688

87（12.6%）

10,420Fiscal 2020

712

98（13.8%）

11,132operations at their workplaces under the Director in charge ofConduct Guidelines Promotion.
Seven hundred and twelve Leaders were deployed acrossthe Group in fiscal 2020, including 98 women (13.8% of the
Leaders). A cumulative total of 11,132 employees have worked
as Leaders since the system was launched in fiscal 2004.

Structure to Promote the Conduct Guidelines
President & Representative Director
Director in charge of Conduct Guidelines Promotion
Compliance Department, Legal Aﬀairs& Intellectual Property Division

Business divisions

Head oﬃce divisions

Division heads

Conduct Guidelines
Promotion Supervisor

Conduct Guidelines Promotion Supervisors
Person in charge of management:

Senior General Manager
of Legal Aﬀairs &Business Strategy Department GMIntellectual Property

Person in charge of education:

Division

General Aﬀairs Department GM

Conduct Guidelines
Promotion Leadersin sales and planningdepartments

Conduct Guidelines
Promotion Leaders in
administrative
departments

Conduct Guidelines
Promotion Leadersin manufacturing
departments

Conduct Guidelines
Promotion Leaders

Supervisors ineach department

Supervisors ineach department

Supervisors or
educational leadersin each department

Supervisors ineach department

Employees

Employees

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Strict Compliance

Compliance Training

Training,
education

Toppan organizes group training for Conduct Guidelines& Intellectual Property Division, meanwhile, posts monthly

Promotion Leaders (“Leaders”) every year. The Group devises

Conduct Guideline Notifications on topics relevant to theways to enhance the effectiveness of training sessions throughguidelines at the workplace to ensure strict compliance underactivities such as group discussions using case methods

the Leaders. Toppan has also been holding seminars, producing

describing actual incidents. Thirty-six training sessions wereposters, and implementing other compliance promotion

held for 528 Leaders from Toppan Inc. and Group companies

activities to ensure full observance of the guidelines amongacross Japan in fiscal 2020.

Group employees.

Toppan also gives every Group employee in Japan

In fiscal 2020 Toppan held two online training sessions

a Conduct Guidelines Casebook , a Q&A style casebook

for 51 employees at Group affiliates in Shanghai, China to

describing situations that can arise in daily work. The casebook

disseminate the guidelines and ensure strict complianceis used in various guideline promotion activities. The Leaders,at overseas subsidiaries. Toppan will continue to organize

for example, use it to disseminate the guidelines at theireducation on the Conduct Guidelines for employees working at

workplaces. The Compliance Department in the Legal Affairs

Group affiliates in other countries and regions.

■ Compliance in fiscal 2020
Toppan was not involved in any serious incidents or violationsof laws or regulations in the course of business in fiscal 2020.

Anti-Corruption Initiatives

PolicyActivity results,
performance data

Toppan has been undertaking various anti-corruption

cases of bribery to further heighten employee awareness andinitiatives in conformance with the anti-corruption principle

call strict attention to compliance-related issues. No cases of

set out by the United Nations Global Compact. The Toppan

inappropriate entertainment or gifts to public officials or theGroup Conduct Guidelines affirm wide-ranging principles

like were identified across the Group in fiscal 2020.

on corruption prevention, such as the “prohibition of bribery

In training sessions organized each year for candidates

and inappropriate entertainment practices,” “prohibition offor overseas assignments, trainees learn reinforced strategies

receipt or provision for personal gain or rebate,” “prohibition of

to combat bribery in the commercial and public sectors andillegal political contributions or donations,” and “prohibition of

become familiar with the Group’s system for pre-authorization.

collusion and cartels.”

Twenty employees attended five sessions in Japan in fiscal

To better combat corruption, Toppan established a set of2020.

anti-bribery rules and guidelines in March 2017 and formulated

The Toppan Group continues to win more contracts withan anti-corruption framework led by the Director in charge ofnational and local governments, primarily for business process

Legal Affairs & Intellectual Property as the chief anti-bribery

outsourcing (BPO) projects in Japan. To ensure proper conduct,

manager. For more intensive anti-bribery control, Toppan also

Toppan organizes regular training sessions on the prevention

launched a system requiring pre-authorization for the offeringof collusion and bribery. The target trainees are mainly Groupof any entertainment or gifts to a public official or the like.

employees who are often assigned to sales and planning

In April 2018 the Group issued an FAQ describing specificoperations for public sector projects.

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Strict ComplianceTraining for Compliance with Transaction-related Laws and Regulations

PolicyTraining,
education

To enforce compliance with major transaction-related laws

The Group also audited compliance with the subcontract law

and regulations, the Toppan Group has been comprehensively

in 43 departments and the observance of export controls in 35

preventing improper import and export transactions anddepartments.

ensuring compliance with the Subcontract Law of Japan.

Audits in fiscal 2020 confirmed conformance with theseIn fiscal 2020, a total of 2,592 employees from departments

laws across the Group. No serious legal violations or casesthat customarily conduct transactions with subcontractorsof misconduct were identified, and no problems or incidents

were trained on compliance with the subcontract law, andoccurred in import or export transactions or transactions with

9,219 employees took an e-learning course on export controls

subcontractors.

under the Foreign Exchange and Foreign Trade Act of Japan.

Training to Prevent Infringements of Intellectual Property
Protection and management of intellectual property is a crucial

Training,
education

Apart from in-house special training, Toppan holds regularissue for Toppan, a group of companies operating in the three

training sessions for employees of the Toppan Group and its

fields of Information & Communication, Living & Industry, andbusiness partners. Participants in these sessions acquire basic

Electronics. The Group devotes strict attention to measures tolegal knowledge on intellectual property rights by reviewing

prevent the infringement of copyrights, trademarks, and othercase histories in design work and other operations involving

intellectual property rights of other parties while obtaining

intellectual property issues within the Group.

patents for its own technologies and business models.

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Strict ComplianceInternal Reporting System

SystemActivity results,
performance data

Toppan Group Helpline

When a person at Toppan discovers a legal violation or
improper conduct somewhere in the Group, they are to report

Reporting contact

it to their superior for deliberation as a basic rule. If their

When the problem
remains unresolved

Any Group oﬃcer or employeesuperior fails to resolve the problem, the person is encouraged

Reporting andconsultation

to call the Toppan Group Helpline, the Group’s internalreporting system. The helpline is open for use by all officers

Superior

and employees (including dispatched staff and part-timeworkers) at Group companies (excluding listed corporations).

Internal reporting (an email orsealed document sent in the nameof the person reporting)This system allows the Group to ensure strict compliance with
the Toppan Group Conduct Guidelines by promptly identifying
and properly dealing with legal violations and misconduct.

Reporting on
progress andresults, follow-up
communication

Three portals to receive reports

The Group revised the rules on reporting in November
2019 to encourage Group personnel to call the helpline bylowering the threshold for use. The revised rules stipulate theestablishment of three portals to receive reports: a “corporate
portal” and “audit & supervisory board member portal” operated
in-house, and an “external portal” operated by legal consultants.
The receiver has thus been changed from the President &Corporate portal

Compliance Committee

Audit & supervisoryboard member portal

Senior Audit & Supervisory Board
Member of Toppan Inc.

External portal*

Legal consultants
Instructions

Representative Director or Senior Audit & Supervisory Board
Member of Toppan Inc. to the three portals that have been in

Reporting

Department responsiblefor investigation and countermeasures

operation since April 1, 2020. The President & Representative
Director currently serves as the chief manager of the helpline.
An intranet portal site of the Group, meanwhile, posts(as of April 1, 2020)

topics on the intent of the reporting system, system outlines,
and precautions regarding calls placed to the helpline, along*The Compliance Committee investigates issues reported to the external
portal and considers and formulates measures, etc. to handle them.

with other helpline information. Toppan also holds rank-based
training, training for new employees, and other types of training
to inform Group personnel about the system.

■ Number of Internal Reports
The Toppan Group Helpline was used in seven cases in fiscal
2020. No serious legal violations or cases of misconduct werereported. Six of the helpline reports were on harassment. In
the seventh, the reporting contact called for improvements in aGroup internal management system. Every case was properly
handled and followed up with necessary countermeasures toprevent recurrence.

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Risk Management and Control

Risk Management and Control
Basic Approach

Approach

The Toppan Group views the accurate detection andthe possibility of adverse impact on business operations.

appropriate management of impending risks as a corporate

When a risk actually arises, Toppan immediately collectssocial responsibility.

necessary information and takes comprehensive and strategic
countermeasures under the Group’s risk management structure

In keeping with this view, the Group has identified andtaken steps to mitigate quality-related incidents, natural

to minimize losses, ensure business continuity, and maintaindisasters, and other types of risk requiring action to limit

the trust of society.

Division-specific Risk Management Structure

Promotionframework

Activity results,
performance data

In accordance with the Rules on Risk Management, the Toppan

actions are needed, the President & Representative Director

Group has identified risks that require action and set up a riskor the Executive Vice President & Representative Director ismanagement structure under which the responsibilities for risk

responsible for forming an emergency taskforce to properly

management are allotted to specific divisions in the head officehandle the issue. The taskforce is composed of directors inbased on the types of risk identified. When a risk requiring

charge of the relevant head office divisions, audit & supervisory

action arises somewhere in the Group, the responsible divisionboard members, legal consultants, and other external experts.

reports it to the Board of Directors. When emergency response

Fostering Risk AwarenessToppan’s internal portal site posts the Group’s Rules on Risk

to prevent or avoid impending risks such as information

Management, details on the division-specific risk management

and cyber security incidents, natural disasters, outbreaks ofstructure, and a list of risks requiring action. This site is

infectious disease, occupational accidents, environmental

constantly updated to present the latest risk-related information

problems, and compliance violations. The divisions also carryfor Group employees.

out regular training and audits to foster employee awareness ofrisks facing the Group.

Based on the division-specific risk management structure,
responsible head office divisions proactively develop measures

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Risks Requiring Action and the Responsible Head Office Divisions in Charge
Type

Product-related incidents
or product liability
Risks encountered in raw
material procurement

Accidents or disasters
related to company
operations

Risks Requiring Action
Quality-related incidents

Manufacturing Management Div.

Major shortages or delays in delivery from manufacturers, or spikes in
raw material prices

Manufacturing Management Div.

Accidents or disasters related to fires, explosions, etc.

Illegal activities related to the storage of solvents, dangerous
chemicals, etc.
Occupational accidents, traffic accidents, or other accidents involving
employees
Incidents related to receivables

Legal problems associated with orders received

Leakage of personal information or confidential information
Suspensions of business operations caused by cyber-attacks

Environmental problems

Divisions in Charge

Accidents related to computer systems
・Violations of environmental laws or regulations or environmental
impact levels exceeding applicable regulatory standards
・Illegal disposal of industrial waste
Transition risks:

Manufacturing Management Div.
Manufacturing Management Div.
Personnel & Labor Relations Div.
Finance & Accounting Div.

Legal Affairs & Intellectual Property Div.
Information Security Div.
Information Security Div.
Digital Innovation Div.

Manufacturing Management Div.

・Greenhouse gas emission pricing, strengthened obligations foremission reporting, or higher incidence of climate-related lawsuits
・ Risks related to the transition to a low-carbon economy orreplacement of existing products by low-carbon alternatives

Climate change or water
risks

・ Changes in customer behavior or increases in raw material costs
・ Widespread public disapproval of the industry or changes in theattitudes of customers or society

Manufacturing Management Div.

Physical risks:・ Escalation of typhoons, hurricanes, flooding, or other natural
disasters caused by extreme weather

Natural disasters
Related to company acts
Improper practices indisclosing information in
financial reporting

Legal violations or
misconduct

Infringements ofintellectual property rights
Relationships with
antisocial organizations
Defamation, slander, orother criminal damages
Risks encountered inoverseas businessactivities

・ Shifts in global climate patterns such as rising sea levels or
increasing average temperatures
Material losses or personal accidents caused by earthquakes, storms,
floods, lightning strikes, etc.
Spreading of new strains of influenza
Shareholder derivative lawsuits or hostile takeovers
False reporting or improper statements

Personnel & Labor Relations Div.
Personnel & Labor Relations Div.

Legal Affairs & Intellectual Property Div.
Finance & Accounting Div.

Violations of subcontract laws or illegal transactions with business
partners
Improper conduct related to accounting, taxes, or payments (fictitiousorders, etc.)
Harassment, discrimination, violations of labor standard acts, etc.
Misappropriation, etc.

Manufacturing Management Div.
Finance & Accounting Div.
Personnel & Labor Relations Div.
Personnel & Labor Relations Div.

Collusion, insider trading, violations of subcontract laws, illicit exporttransactions, or bribery

Legal Affairs & Intellectual Property Div.

Infringements of patents, trademarks, or copyrights

Legal Affairs & Intellectual Property Div.

Unreasonable demands from antisocial organizations or transactions
conducted between subcontractors or suppliers and antisocialorganizations

Legal Affairs & Intellectual Property Div.

Acts of violence against the Group (threats, kidnapping, theft, etc.)

Personnel & Labor Relations Div.

・P
 roduct-related incidents, harassment, dismissals, environmental
problems, fires, natural disasters, etc.
・D amage to human or physical assets of customers or the Group
caused by international conflicts, terrorism, etc.

More details on the directors overseeing head office divisions in charge of risks
https://www.toppan.com/en/about-us/officer.html

Risk Management Liaison Meeting

Corporate Planning Div

Personnel & Labor Relations Div.
(revised on January 1, 2021)

Promotionframework

All of the personnel in charge of risk management in the headarises, the responsible persons from relevant head office

office divisions assemble on a regular basis to share information

divisions convene an extraordinary meeting to take necessary

at the Risk Management Liaison Meeting. When a risk actually

management actions and develop preventive measures.

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Risk Management

Promotionframework

Activity results,
performance data

The Toppan Group manages individual risks specific toto-long term, and various other risk-related circumstances inorganizations such as business divisions, subsidiaries, andand around the Group. The responsible head office divisions

Group companies.

then spearhead efforts to plan countermeasures and takecomprehensive measures required for the management ofSpecifically, the Group performs annual risk surveys
to determine all types of risk that require action. The

the risks determined to be significant. The Director in chargefrequency and severity of possible risks are assessed, andof Risk Management regularly reports the outcomes of thosecountermeasures are formulated based on the assessment

measures to the Board of Directors.
The Toppan Group designated 17 significant risks for fiscal

results. Midway through the fiscal year, the Group monitors the2020 (presented below).

progress of mitigation measures designed at the beginning of
the year.

Management Structure

Among the risks requiring action, Toppan defines thosethat can exert significant adverse impacts on management as

Board of Directors“significant risks.” Working in an administrative capacity, theCompliance Department in the Legal Affairs & Intellectual

Director in charge of Risk Management

Property Division identifies the significant risks for thecurrent year in accordance with survey results reported by the

Administration
officeresponsible head office divisions. To finalize the significant
risk designation, the compliance department reviews the

Head office divisions

results of risk assessments performed by relevant businessdivisions, subsidiaries, and Group companies, as well as social

Departments in business divisions

conditions, the possibility of risks arising over the medium-

Significant Risks for Fiscal 2020
1. Fires or occupational accidents

10. C
 limate change risks

2. Risks associated with control of the Group

11. V
 iolations of labor standard acts

3. Risks associated with overseas business

12. H arassment

4. Non-performing or long-term retained inventory assets, etc.

13. H uman injury or damage to physical assets caused by

due to inadequate asset management

infectious diseases or earthquakes, storms, floods, or othernatural disasters

5. Incidents related to receivables (bad debt, customer
bankruptcy, etc.)

14. R isks associated with research and development

6. Damage to Toppan’s brand image caused by leakage, improper

15. I nfringements of patents, copyrights, or other intellectual

7. Information leakage or shutdown of ICT infrastructure,

16. V
 iolations of subcontract laws, antitrust acts, or otherhandling, etc. of information

property rights

production lines, digital service businesses, etc. caused bylegislation

cyber-attacks

17. Risks encountered in business transactions with public offices

8. Quality-related incidents or self-imposed product recalls thatcan develop into issues in wider society (legal violations, fluid
leaks, discharge of odor or foreign matter)

9. Impact of environment-related legislation (e.g., legislation on
the pollution of soil, groundwater, or the public water supply
caused by the leakage of toxic substances)

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G overnanceRisk Management and Control

The Toppan Group established a Risk Management Working

fiscal 2021. In its deliberations, the working group assessedGroup (Leader: Director in charge of Risk Management.

impending risks for the Group by integrating the significant

Members: Persons in charge of risk management at therisks identified for fiscal 2020 with the significant risks noted in

responsible head office divisions. Administration office:the securities report. The Sustainability Promotion Committee

Compliance Department in the Legal Affairs & Intellectual

reviewed and approved the working group’s assessment results

Property Division) under the Sustainability Promotion

in a meeting held on February 9, 2021. The 26 significant risks

Committee in September 2020. The working group began

identified for fiscal 2021 are presented below.

determining which risks were expected to be significant in

Significant Risks for Fiscal 2021
1. Human injury or damage to physicalassets caused by infectious diseases
or earthquakes, storms, floods, orother natural disasters
2. Climate change risks

11. Non-performing or long-term

retained inventory assets, etc. due toinadequate asset management

12. Incidents related to receivables (baddebt, customer bankruptcy, etc.)

3. Characteristics of the printing

13. Fluctuations in the current value of

4. Risks associated with strategic

14. Fluctuations in foreign exchange

business

partnerships, investments, or
acquisitions

5. Risks associated with research anddevelopment

marketable securities

rates

15. Damage to Toppan’s brand image
caused by leakage, improper

handling, etc. of information

6. Securing of human resources to

16. Negative impact on business caused

7. Securing of financing

17. Loss of social trust resulting fromsustain business growth

8. Risks associated with control of theGroup

9. Risks associated with overseas
business

10. Intense market and pricecompetition

by cyber-attacks

shutdowns of production lines,
digital service businesses, etc.

caused by faulty ICT infrastructure
18. Quality-related incidents or selfimposed product recalls thatcan develop into issues in wider

19. R
 isks encountered in raw material
procurement

20. I mpact of environment-related

legislation (e.g., legislation on thepollution of soil, groundwater, or the
public water supply caused by theleakage of toxic substances)
21. R
 isks associated with waste
22. F
 ires or occupational accidents
23. R
 isks associated with labor issues(violations of labor-related laws,
labor disputes, etc.)
24. H
 arassment
25. I nfringements of patents, copyrights,
or other intellectual property rights

26. M
 isconduct (serious improper

conduct or inappropriate actions,etc.) or compliance violations(collusion, bribery, or other legal or
regulatory violations)society (legal violations, fluid leaks,

discharge of odor or foreign matter)

145

TOPPAN Sustainability Report 2021

S ocial

E nvironment

G overnance
BCP/BCM

BCP/BCM
The Purpose of Business Continuity Planning

Approach

The Toppan Group provides an array of products and services

Basic Plan for Countermeasures against Disasters to set forthin the Information & Communication, Living & Industry, anda Groupwide structure and action procedures for the prompt

Electronics fields. A wide-scale disaster could potentially halt

recovery of business operations. The basic plan is subject

Group operations. When prolonged, a supply stoppage ofto annual reviews. Toppan will continue BCP initiatives to

Toppan products and services would cause considerable impact

maintain a steady supply of products and services to customer

on customer companies and consumers. Toppan has therefore

companies and society at large, and thereby fulfill the Group’s

developed business continuity planning (BCP) to ensure thecorporate social responsibility as a proponent of a sustainablesafety of Group employees and minimize damage to businesssociety.

activities when a disaster strikes. Toppan has also formulated a

146

TOPPAN Sustainability Report 2021

S ocial

G overnanceE nvironment

BCP/BCMFor Groupwide Business Continuity

Promotionframework■ Disaster Preparedness■ Framework during Actual Disasters

Toppan has promoted Groupwide BCP by installing

In the event of a disaster, the Toppan Group will promptly

administration offices at business divisions, head office

set up emergency taskforces at the head office in Tokyo anddivisions, Group companies, and major subsidiaries around

operational sites in the disaster-affected region. The taskforces

the world. The administration offices are overseen by the BCP

will spearhead the Group’s recovery efforts based on the Basic

Promotion Office in the head office Legal Affairs & IntellectualPlan for Countermeasures against Disasters. The President &Property Division. The promotion office coordinates with the

Representative Director of Toppan Inc. will head the emergency

administration offices to further improve the effectivenesstaskforces with assistance from the Executive Vice Presidentof emergency taskforces, enhance employee awareness of& Representative Director. Under the representative directors,

disaster preparedness, secure business continuity throughout

the taskforces will consist of taskforce directors, as well as

the entire supply chain, support BCP activities undertaken

support teams for Groupwide countermeasures. The Group

at overseas subsidiaries, and implement various other BCP

has also established an alternate site for forming an emergency

measures across the Group.

taskforce remote from the Kanto region as a contingency for alarge-scale disaster striking the Tokyo metropolitan area.

Toppan Group BCP Promotion Structure

Coordination between Groupwide Taskforces andExternal Bodies

BCP Promotion Office

BCP administration
offices at head officedivisions

BCP administration
offices at businessdivisions andsubdivisions

BCP administration
offices at subsidiaries
and Group companies

BCP administration

BCP administration

offices at operational
sites

Emergency Taskforces
Taskforce head
Assistant to the taskforce head
Directors in charge of taskforces

offices at operational(Head-office division heads)

sites

Support teams for Groupwide countermeasures(Up to nine teams to be formed, depending on the roles andfunctions to be assigned)

Main Activities⃝ Development of emergency taskforce members

The Toppan Group organizes drills for the startup of emergency

Communities,
central and local
governments

taskforces, drills for individual support teams for Groupwide
countermeasures, and emergency taskforce drills held at

BCP administration offices atbusiness divisions and Group
companies

Customers,
suppliers

subdivisions.

Once the emergency taskforces are formed, support teams for⃝ Training and education

The Group arranges training for personnel at BCP administration

Groupwide countermeasures will go into action in accordance

offices, helps BCP personnel acquire relevant qualifications,with their assigned roles. The teams will assess damage tooperates a disaster-preparedness intranet site for Group employees,
and delivers necessary information via the Toppan internal portal

the enterprise, help Group employees, and care for customer

site.

companies and suppliers in the aftermath of the disaster,⃝ Revision of pertinent documents

staying in contact with central and local governments. After

The Group revises the Basic Plan for Countermeasures against

initial actions, the teams will move seamlessly to the next

Disasters (semiannually) and individual action-procedure sheetsbusiness-resumption phase by designing a recovery and(annually).

business resumption plan based on the result of their damage⃝ Reinforced coordinationassessment.

The Group holds liaison meetings at the Company (quarterly) and at
related companies (semiannually).

Highly effective BCP requires continuous optimization of⃝ Securing of business continuity throughout the supply chain

the taskforce framework and action procedure sheet. Toppan is

The Group invites external experts to lecture at BCP workshops foraware of the importance of ongoing plan-do-check-act (PDCA)

business partners (annually).

cycles through repeated drills. The Group always reviews action⃝ Linkage with anti-disaster activities

procedures after a drill and rectifies issues identified during a

The Group organizes comprehensive disaster-preparedness drills
and drills to check the safety of employees and their families, anddrill. The updated procedures are reviewed again in the next

engages in community activities for stockpiling emergency supplies.

drill, and the process repeats going forward.

147

TOPPAN Sustainability Report 2021

S ocial

G overnanceE nvironment

BCP/BCM

Preparing for Complex Disasters

PolicySevere flooding in Japan has threatened daily life in different

Toppan has specified measures for addressing severe

parts of the country. Four major flooding incidents have taken

flooding and infectious diseases in the Group’s Basic Plan forplace in recent years: a devastating rainstorm in westernCountermeasures against Disasters.

Japan in July 2018; Typhoon Hagibis in 2019; Typhoon Faxai,

In revising the plan, Toppan has included infectious

also in 2019; and a torrential rainfall affecting much of thedisease measures among the responsibilities of the support

country in July 2020. Storms bringing record rainfalls areteam for Groupwide countermeasures and incorporated

causing tremendous damage almost every year. Earthquakes,

coordinated actions with team members working remotely.

the major focus of the Toppan Group’s business continuity

Toppan will organize drills as new procedures set in line withplanning (BCP) for many years, are also occurring with greater

the revised basic plan to enhance the effectiveness of onsite

regularity. To illustrate, 29 of the 30 quakes rating a lower

and remote disaster measures across the Group.

six or above on the Japanese seismic intensity scale sincerecords began have occurred since the Tohoku earthquake andRisks to Be Addressed in Toppan’s BCP

tsunami of 2011. Most recently, a quake with an intensity in

Basic Plan for Countermeasures against Disasters

the higher six range occurred in February 2021 off the coastof Fukushima Prefecture. Amid the constant concern about

Flooding

flooding and earthquakes, there is still no end in sight for the(torrential rain,tropical storms)

COVID-19 pandemic.

Earthquakes(earthquakes,
tsunamis)

Infectious diseases(pandemics)

Complex disasters

Moving forward with preparations for complex disasters,

Organizing Drills on New-normal Ways of Working

Training,
education

To mitigate the spread of COVID-19, Toppan is experimenting

participating employees to prepare written reports onwith remote alternatives to the group training and drills thepotentially dangerous spots identified on the routes theyGroup has organized to date. In an operation drill for thewalked from their homes to their workplaces.

emergency taskforce, the Group has checked the procedures

In damage-assessment training for buildings, instructors

for online-meeting tools and chat systems to connect taskforce

showed photos of structural-assessment points shot

personnel with members of disaster-response teams working

beforehand and explained how to perform remote assessments.

in separate rooms.

Toppan also held BCP workshops for business partners online

In walking-to-work drills held in accordance withfor the first time.

dual scenarios on holidays or at night, Toppan requested

While full support is difficult to extend to participants
through drills and training provided remotely, remote formats

Coordinated Actions at Remote Taskforce Drill
Onlineenvironment

Taskforce

Response Team A

Response Team B(Room 2)

remove hurdles to participation by persons in distant locations.
Toppan will upgrade the Group’s remote training and drills tofurther improve their effectiveness going forward.

(Room 1)(Room 3)

Response Team C(Room 4)

Information-sharing
personnel (Room 5)

Text for structural assessment training

148

TOPPAN Sustainability Report 2021

S ocial

G overnanceE nvironment

BCP/BCM

Posting Information on Disaster-preparedness Websites

Training,
education

To enhance employee awareness of disaster preparedness,

The BCP portal, a site accessed exclusively from an

Toppan posts information on an internal BCP portal site for

intranet page of the Legal Affairs & Intellectual Property

Group employees and a comprehensive disaster-preparedness

Division, carries information tailored to the needs of Toppan

website for external users.

employees. Visitors to the portal can find case reports for

The comprehensive disaster-preparedness website,

internal training and drills, texts for internal education,“Bosai no Kokoro-e” (“Understanding Disaster-preparedness”),

procedural documentation such as Toppan’s Basic Plan foris accessible from a banner on the main page of the Toppan

Countermeasures against Disasters, and various manuals on,

corporate website. This website presents information on three

for example, the Group’s safety verification system. Toppan

topics: prepare, protect, and know. Anyone can search thewill enrich the content of the portal site to provide Groupsite for valuable safety tips. Disaster-preparedness solutions

employees and their families with information necessary foroffered by the Toppan Group are also posted.

secure disaster preparedness.

“Bosai no Kokoro-e” website (banner image) (in Japanese)
https://www.toppan.co.jp/bousai/?id=topbnr

BCP portal site (top page)*For internal use only

149

TOPPAN Sustainability Report 2021

S ocial

G overnanceE nvironment

Tax GovernanceTax Governance
Basic Approach

Approach

PolicyToppan Inc. has established a Toppan Group Tax Policy thatcompliance and continue to strive for sustainable growth andreaffirms the tax approaches the Company has taken to date,increased medium-to-long-term corporate value by further

as a measure for reinforced governance throughout the entire

strengthening tax governance and fulfilling its corporate social

Group.

responsibility through appropriate tax payments.

The Toppan Group will bolster efforts to ensure tax

Toppan Group Tax Policy
In accordance with the Toppan Group’s Corporate

To achieve them, we have formulated the following Toppan

Philosophy, Corporate Creed, and Conduct Guidelines,

Group Tax Policy and will establish and implement a

we, the Toppan Group, position sustainable growth andtax management framework covering the Toppan Groupmedium-to-long-term enhancement of corporate value as

throughout the world.

vitally important challenges for management.

1. Purpose3）Tax Risk

We give sufficient prior consideration to tax risk associated withThe Toppan Group has established the Toppan Group Tax Policy

business activities and aim to reduce tax risk based on advice andas a set of norms for making decisions on tax-related matters

guidance from external specialists whenever necessary.

based on a fundamental approach of building relationships of

We strive to resolve uncertain tax positions promptly bytrust with stakeholders, contributing to society, and enhancing

seeking advice and guidance from external specialists or bycorporate value by complying with the tax-related laws andconsulting with the tax authorities in advance as necessary in theregulations of each country and region and fulfilling obligations

event of any doubt regarding the treatment or interpretation of tax

to pay taxes in an appropriate manner.

matters.

2. Basic Policy4）Tax Governance1) Tax Compliance

We establish and implement a global tax governance system to

We fulfill our corporate social responsibility by filing tax returns

ensure that the companies of the Toppan Group comply withand paying taxes as appropriate when they are due in accordanceinternational rules and the tax-related laws and regulations

with international rules and the tax-related laws and regulations ofof each country and region and file tax returns and pay taxes

each country and region in which we conduct business.

appropriately when required.

We endeavor to maintain and enhance tax compliance byconducting training and ensuring that officers and employees of5）Transfer Pricing

Toppan Group companies are kept fully informed of policies andWe analyze the functions, assets, and risks of each of the parties

other matters related to tax.

for transactions between related parties based on the arm’s

length principle and endeavor to ensure that profits are allocated2) Tax Planningappropriately in accordance with level of contribution.

In the consideration and operation of business activities, we

implement effective tax planning in accordance with relevant laws

6）Relationship with Tax Authorities

and legislative principles. We endeavor to maximize consolidated

We strive to build and maintain sound and proper relationships

cash flow and enhance corporate value through such measureswith tax authorities in the countries and the regions in which we

as eliminating double taxation and making effective use of tax

conduct business and communicate with them in good faith byincentives.

providing sincere and factual explanations.

We pay taxes as appropriate in the countries and regions in

If any issues are raised or any instructions are given by tax

which we conduct business, take a basic approach of contributing

authorities, we clarify the cause of such issues, take appropriate

to local communities, and do not engage in tax avoidance

action to rectify them or make improvements, and strive topractices, which seek to excessively reduce tax payments.

prevent their recurrence.

150

TOPPAN Sustainability Report 2021

S ocial

G overnanceE nvironment

Tax GovernanceManagement Framework

Promotionframework

The head of the Finance & Accounting Division of Toppan Inc.

consider the proper operation of the management framework

is responsible for building and maintaining a tax management

based on the Toppan Group Tax Policy.

framework across the Toppan Group. The head office tax

Toppan handles tax matters in a timely and appropriate

departments work together with accounting departments atmanner in accordance with advice and guidance from externalGroup companies around the world to identify and address

specialists whenever necessary.

challenges and risks related to tax. The tax departments duly

151

TOPPAN Sustainability Report 2021

Toppan Group Business Outline
and Electronics.

The Toppan Group comprises Toppan Inc. and 195 subsidiaries
and 29 equity-method affiliates engaged in manifold businesses

Financial results and materials for results briefings
https://www.toppan.com/en/ir/material/index.html

in three fields: Information & Communication, Living & Industry,

Corporate Profile (As of March 31, 2021)
Head office

Corporate nameToppan Inc.

CapitalEstablished1-3-3, Suido, Bunkyo-ku,

January 17, 1900

Tokyo 112-8531, Japan

Number of employees

104,986,430,314 yen

52,401 (consolidated)

Phone: +81-3-3835-5111

DATA (Year ended March 2021)

1,466.9 billion yen

Net Sales

58.8 billion yen

Operating Profit

Net sales

Operating profit & Operating profit to sales ratio(billion yen)(billion yen)

1,600

1,431.6

1,452.8

1,464.8

1,486.080

1,466.9

60

1,200

52.3

51.6
3.6

45.7

3.6

0

2017

2018

2019

2020

0

2021

2,363.5 billion yen

Total Assets

2,147.9

2,194.2

1,500
1,000
500
0

2,363.5

2,143.5

2017

2.0
2018

(billion yen)

10.0

1,600
1,200

6.0

3.6

2018

2019

2020

6.0

4.0

4.0

0

2021

1,453.2 billion yen
6.5%

2020

2021

Net assets (left axis)
Return on equity (ROE) (right axis)

1,172.0

800

4.0

3.3

1,328.9

1,303.7

0

0

2017

1,310.2
7.4

3.9

（%）

1,453.2
6.5

2018

2019

10.0
8.0
6.0
4.0

3.6

400

2.0

1.9
2019

（%）

8.0

4.0
1.7

58.8

Net assets & Return on equity (ROE)

Total assets (left axis)
Return on assets (ROA) (right axis)

1,997.9

8.0

2.0

Return on Equity (ROE)

Total assets & Return on assets (ROA)(billion yen)

2017

Net Assets

3.6%

Return on Assets (ROA)

4.5

（%）

3.1

20

400

2,500

66.4

40

800

2,000

Operating profit (left axis)
Operating profit to sales ratio (right axis)

2.0
2020

2021

0

Results by Segment (Year ended March 2021)
Information & Communication

Living & Industry

Electronics

Providing solutions to enhance the value ofProviding a wide range of products andProviding products related to displays andinformation and deliver it effectively toservices globally to create living environments

semiconductors developed based on corecustomers who require smooththat offer comfort and peace of mind.

microfabrication technologies.

communication.

Net sales
Operating profit

878.2 billion yen
51.1 billion yen

Net sales
Operating profit

425.9 billion yen
27.7 billion yen

152

Net sales
Operating profit

183.7 billion yen
12.0 billion yen

TOPPAN Sustainability Report 2021

List of Indicators Assured by an Independent Assurance Provider
The following sustainability performance indicators in this report (Sustainability Report 2021 PDF) are assured by KPMG AZSA
Sustainability Co., Ltd., an independent assurance provider.

Performance Indicators Assured by an Independent Assurance Provider and Scope of the Performance Data
❶ Toppan Inc. (“the Company”)❷ 13 domestic subsidiaries under the control of the Company or the Company’s business divisions and subsidiaries with production facilities(subject to the Company’s medium-term environmental targets in Japan)❸ 20 domestic Group companies (not subject to the Company’s medium-term environmental targets in Japan)❹ 34 overseas subsidiaries of the Company❺ 7 overseas Group subsidiaries
75 companies and subsidiaries in total

Every indicator assured by an independent assurance provider on the preceding pages is marked with an assurance stamp
Page

Category

P. 16

Results in
Addressingof Gender
Companywide Elimination
Disparities
Materiality
Issues

P. 45

PP. 51-52

SocialP. 48

Employee
Health &Safety /Work-Life
Balance
Diversity &Inclusion

P. 56

Occupational Health and
SafetyEmployees Taking
Maternity orChildcare Leave

Information on Personnel
Promoting Positive Action

P. 102
P. 103

P. 106

Fundamental
Approach totheEnvironment

P. 107

PP. 121-122
P. 123
P. 124
P. 125
P. 126
P. 127
P. 128
P. 129

P. 130○1①

Deaths from occupational accidents; frequency rate; severity rate (atToppan Inc.)

○

1

①

Employees taking childcare leave

○

1

①

Number of Personnel

○

1

①

○

1

①

○

1

①

Total number of regular recruits (percentage of women); mid-career
recruitment of experienced personnel by gender
Rank-based Percentages of Female Personnel

Number of Female Managerial and Supervisory Staff
Numbers of Internal Environmental Audits and Issues in Need of
Improvement

○

1

①

－

14

①-③

Results of Environmental Education－

Scope 1 and 2; Scope 3
Toppan Group Medium-andLong-Term Environmental
Waste Plastic Material Recycling Rate
Targets
Final Landfill Waste Disposal
Medium-term
Environmental Targets for
Domestic Sites

Scope 1, 2, 3 Greenhouse
Gas Emissions

P. 114

P. 12010-year retention rate by gender

CO2 Emissions

Final Landfill Waste Disposal

VOC Emissions into the Atmosphere

Greenhouse Gas Emissions Scope 1 and 2; Scope 3

P. 111
P. 112

P. 118①

Quantifying Environmental Global Environmental Impact and Environmental Efficiency
Impact based on LIME
Types of Global Environmental Impact by Business Field

P. 109Mitigation of
GlobalWarming

Environment

P. 117Scope

1Single-year Environmental
Values, Results, and Evaluation of Environmental Targets (CO2;
Targets (Fiscal 2020 Results) waste; VOC)

P. 108

P. 115Companies○

Data
Proportion of eligible male employees taking childcare leave

ISO 14001 environmental management system certification

P. 104

Calculated Level of Fluorocarbon Leakage

Groupwide energy consumption, including consumption associatedwith Group subsidiaries around the world

Zero-emission Efforts

Biodiversity

Forest Management
Certification
Environmental
Performance Data
Environmental
Performance Data

Environmental Accounting
Environmental Environmentally Friendly
Products
Data
Environment-related
Business
Green Procurement andGreen Purchasing

75

①-⑤

14

①, ②

75

①-⑤

○

14

①, ②

○

14

○

－

○

○
○

196
75

14
14

*1

①-⑤

①, ②
①, ②
①, ②

－

75

①-⑤

－

75

①-⑤

○

196

*1

○

196

*1

○

196

*1

○

196

*1

－

75

①-⑤

○

75

①-⑤

○

14

①, ②

Fuel Efficiency of Vehicles Owned by Toppan Logistics－

1

Material Input○

75

Waste Plastic Material Recycling Rate－75

Water Consumption (Water Consumption; Eff luent Discharge)

Zero-emission Sites

VOC Emissions into the Atmosphere

PRTR Data

Pollution
Control－

Energy consumption subject to the environmental targets in Japan

Final Landfill Waste Disposal; Waste Recycling

Building of a
Recyclingoriented
Society
Control ofChemicalSubstances

Scope 1, 2, 3 Greenhouse Gas Emissions

Percentages of Greenhouse Gas Emissions by Type (in tons of CO2
equivalent)Greenhouse Gas Emissions Percentages of Greenhouse Gas Emissions by Source (in tons of
CO2 equivalent)

Energy Consumption.

Indicator Assured
by an Independent
Assurance Provider

○
○

75

75

ToppanLogistics Co.,
Ltd.
①-⑤

①-⑤

①-⑤

①-⑤

－

34
14

①, ②

－

14

①, ②

○

①-③

Approach to Environmental Compliance

－

18

①-③

Remedying Soil and Groundwater Pollution
ECO-GREEN Purchasing

－
－

18
14

①-③
①, ②

FSC® and PEFC Certification

－

75

①-⑤

○

75

①-⑤

Major Types of Environmental Burden (Total burden; coveringGroup companies around the world)
Major Types of Environmental Burden (subject to theenvironmental targets in Japan)
Capital Investment for Environmental Conservation
Environmental Conservation Benefit

Total sales of environment-related business
JFPI Green Procurement Standards for Paper and Level ofFulfillment
JFPI Green Procurement Standards for Ink and Level ofFulfillment
In-house Green Purchasing Standards and Levels of Fulfillment

○

14

①, ②

－

72

①-⑤

－

14

①, ②

－

77

①-⑤ + 2－

10 suppliers－－

4 suppliers

－

－

14

①, ②

－

75

①-⑤

*1 All Group entities consolidated for accounting purposes

153

TOPPAN Sustainability Report 2021

Independent Assurance Report

154

TOPPAN Sustainability Report 2021

Global Reporting Initiative Content Index
The Sustainability Report 2021 has been prepared by referring to the Global Reporting Initiative (GRI) Standards.
GRI 102: General Disclosures102-1

Name of the organization

102-2

Activities, brands, products, andservices

102-3

Location of headquarters

102-4

Location of operations

102-5

Ownership and legal form

102-6

Markets served

102-7

Scale of the organization

102-8

Information on employees and otherworkers

GRI 102: General Disclosures

P. 152: Toppan Group Business
Outline102-56

Back coverP. 152: Toppan Group Business
OutlineGRI 201: Economic Performance

P. 152: Toppan Group Business
Outline−P. 152: Toppan Group Business
OutlinePP. 05-07: To Our Stakeholders

P. 152: Toppan Group Business
OutlineP. 152: Toppan Group Business
OutlinePP. 51-52: Information on Personnel

Management approach disclosures
Direct economic value generated
and distributed

−

201-1
201-2

Financial implications and otherrisks and opportunities due toclimate change

P. 128: Environmental Accounting

201-3

Defined benefit plan obligations and−other retirement plans

201-4

Financial assistance received fromgovernment−

P. 152: Toppan Group Business
OutlineSupply chain

PP. 80-83: Sustainable Procurement102-10Significant changes to theorganization and its supply chain

N/A

202-2

PP. 64-65: Total Quality Assurance
PP. 66-74: Information Security

PP. 142-145: Risk Management andControl203-2

Significant indirect economic impacts −102-18Governance structure

PP. 133-135: Corporate Governance102-40

List of stakeholder groups

P. 17: Stakeholder Engagement102-41

Collective bargaining agreements

102-42

Identifying and selecting stakeholders−

102-44

Key topics and concerns raised−

102-43102-45102-46102-47205-1

PP. 08-10: Toppan’s Sustainability
Initiatives

205-2

PP. 136-137: Strict Compliance

205-3

PP. 02-03: Sustainability Report
Entities included in the consolidated 2021
financial statements
P. 153: List of Indicators Assured by
an Independent Assurance Provider
PP. 02-03: Sustainability Report2021

P. 153: List of Indicators Assured by
an Independent Assurance Provider

102-48

Restatements of information

N/A

102-49Changes in reporting

N/A

102-50

Reporting period

P. 2: Sustainability Report 2021

102-51

Date of most recent report

P. 2: Sustainability Report 2021

102-52

Reporting cycle

P. 2: Sustainability Report 2021

102-53

Contact point for questions regarding
P. 2: Sustainability Report 2021
the report102-54Claims of reporting in accordancewith the GRI Standards

P. 2: Sustainability Report 2021

102-55

GRI content index

PP. 155-157: Global Reporting
Initiative Content Index

Confirmed incidents of corruption
and actions taken

PP. 136-141: Strict CompliancePP. 142-145: Risk Management andControl
P. 139: Strict CompliancePP. 138-141: Strict Compliance−

Legal actions for anti-competitive
behavior, anti-trust, and monopoly
practices−−

GRI 207: Tax

Approach to stakeholder engagement P. 17: Stakeholder Engagement

List of material topics

Communication and training aboutanti-corruption policies andproceduresManagement approach disclosures

206-1

P. 85: Labor-Management Initiatives
for Human Rights

PP. 13-16: Material Issues of Focus
in Toppan’s Sustainability Initiatives;
Targets and Results in Addressing
Companywide Materiality Issues

Operations assessed for risks related
to corruption

PP. 133-135: Corporate Governance

GRI 206: Anti-competitive Behavior

PP. 42-43: Forming LaborManagement PartnershipPP. 13-15: Material Issues of Focus
in Toppan’s Sustainability Initiatives

PP. 80-83: Sustainable Procurement−

PP. 84-87: Human Rights

PP. 05-07: To Our Stakeholders

Defining report content and topic
Boundaries

P. 22: Special Report 1: Creation ofSafe, Secure, Enriched Communities

PP. 80-83: Sustainable Procurement

Management approach disclosures

P. 110: Mitigation of Global
Warming

Values, principles, standards, andnorms of behavior

Proportion of spending on local
suppliers

GRI 205: Anti-corruption

P. 131: Participating in the Green
Purchasing Network102-16−

Infrastructure investments andservices supported

P. 106: Toppan Group Medium-andLong-Term Environmental Targets(Fiscal 2020 Results)

Statement from senior decisionmaker−Management approach disclosures

P. 84: Human Rights

102-14

Proportion of senior management
hired from the local community

203-1

204-1

PP. 31-34: Addressing Climate
Change and the TCFD

Membership of associations−

GRI 204: Procurement Practices

PP. 146-149: BCP/BCM

102-13

Management approach disclosures

Management approach disclosures

PP. 31-34: Addressing Climate
Change and the TCFD

External initiatives

Ratios of standard entry level wage by
gender compared to local minimum −wage

GRI 203: Indirect Economic Impacts

PP. 28-30: Efforts to Address
COVID-19 through Business

102-12

P. 152: Toppan Group Business
OutlinePP. 31-34: Addressing Climate
Change and the TCFD

GRI 202: Market Presence

102-9

Precautionary Principle or approachP. 154: Independent Assurance
Report

PP. 05-07: To Our Stakeholders

202-1

102-11

P. 153: List of Indicators Assured by
an Independent Assurance Provider

External assurance

155

Management approach disclosures

PP. 142-145: Risk Management andControl

207-1

Approach to tax

PP. 150-151: Tax Governance

207-2

Tax governance, control, and risk
management

207-3

Stakeholder engagement andmanagement of concerns related to
tax

−

207-4

Country-by-country reporting−PP. 150-151: Tax GovernancePP. 142-145: Risk Management andControl
PP. 150-151: Tax Governance

TOPPAN Sustainability Report 2021

GRI 301: Materials
Management approach disclosures
301-1
301-2
301-3

Materials used by weight or volume
Recycled input materials used

Reclaimed products and theirpackaging materials

GRI 302: Energy

Management approach disclosures

302-1

302-2

Energy consumption within theorganization
Energy consumption outside of theorganization

302-3

Energy intensity

302-4

Reduction of energy consumption

302-5

Reductions in energy requirements
of products and services

GRI 303: Water and EffluentsManagement approach disclosures

303-1

Interactions with water as a sharedresource

303-2

Management of water dischargerelated impacts

303-3

Water withdrawal

303-4

Water discharge

303-5

Water consumption

GRI 304: Biodiversity

Management approach disclosures

304-1
304-2
304-3
304-4

GRI 305: Emissions
PP. 99-109: Fundamental Approachto the Environment
P. 117: Material Input

305-4

GHG emissions intensity

−

305-5

Reduction of GHG emissions

PP. 126-127: Environmental
Performance Data

PP. 105-109: Environmental Targets

PP. 99-109: Fundamental Approachto the Environment

P. 115: Energy Consumption

PP. 126-127: Environmental
Performance Data
PP. 112-113: Scope 1, 2, 3
Greenhouse Gas Emissions

Management approach disclosures

305-7

Nitrogen oxides (NOx), sulfur oxides(SOx), and other significant air
emissionsP. 115: Energy Consumption

P. 129: Environmentally Friendly
Products

PP. 105-109: Environmental Targets
PP. 126-127: Environmental
Performance Data

PP. 32-34: Addressing Climate
Change and the TCFD

PP. 99-109: Fundamental Approachto the Environment
P. 116: Building of a Recyclingoriented Society

PP. 99-109: Fundamental Approachto the Environment

P. 118: Zero-emission Efforts

PP. 121-123: Pollution Control

PP. 142-145: Risk Management andControl
PP. 121-123: Pollution Control

306-1

Waste generation and significant
waste-related impacts

306-2Management of significant wasterelated impacts

306-3

Waste generated

306-4

Waste diverted from disposal

306-5

Waste directed to disposal

PP. 121-123: Pollution Control
PP. 117: Water Consumption
PP. 126-127: Environmental
Performance Data
PP. 117: Water Consumption
PP. 126-127: Environmental
Performance Data−

PP. 99-109: Fundamental Approachto the Environment

P. 116: Building of a Recyclingoriented Society
P. 118: Zero-emission Efforts

P. 118: Zero-emission Efforts
PP. 126-127: Environmental
Performance Data

P. 117: Final Landfill Waste Disposal
PP. 31-32: Addressing Climate
Change and the TCFD

PP. 80-83: Sustainable Procurement
PP. 99-109: Fundamental Approachto the Environment

P. 116: Building of a Recyclingoriented Society

PP. 126-127: Environmental
Performance Data

GRI 307: Environmental ComplianceManagement approach disclosures

PP. 121-122: Approach toEnvironmental CompliancePP. 136-141: Strict CompliancePP. 142-143: Risk Management andControl
307-1

Non-compliance with environmental
laws and regulations

PP. 121-122: Approach toEnvironmental Compliance

GRI 308: Supplier Environmental Assessment
Management approach disclosures

P. 124: Biodiversity

P. 16: Targets and Results in
Addressing Companywide
Materiality Issues

308-1

New suppliers that were screenedusing environmental criteria

308-2

Negative environmental impacts inthe supply chain and actions taken

GRI 401: Employment
Management approach disclosures

PP. 99-109: Fundamental Approachto the Environment

401-1

P. 110: Mitigation of Global
Warming

401-2

401-3

New employee hires and employee
turnoverBenefits provided to full-time
employees that are not provided totemporary or part-time employees

PP. 111-114: Mitigation of Global
Warming

Parental leave

Management approach disclosures

402-1

PP. 111-114: Mitigation of Global
Warming

PP. 80-83: Sustainable Procurement
P. 83: Sustainable Procurement

PP. 142-145: Risk Management andControl
PP. 51-52: Information on
Personnel−

PP. 47-48: Work-Life Balance

GRI 402: Labor/Management Relations

PP. 105-109: Environmental Targets

PP. 80-83: Sustainable Procurement

P. 16: Targets and Results in
Addressing Companywide
Materiality Issues

PP. 105-109: Environmental Targets

P. 16: Targets and Results in
Addressing Companywide
Materiality Issues
Energy indirect (Scope 2) GHG
emissionsP. 16: Targets and Results in
Addressing Companywide
Materiality Issues

P. 16: Targets and Results in
Addressing Companywide
Materiality Issues

Management approach disclosures

PP. 126-127: Environmental
Performance Data

305-2

P. 114: Greenhouse Gas Emissions

PP. 112-113: Scope 1, 2, 3
Greenhouse Gas Emissions

PP. 142-145: Risk Management andControl
P. 16: Targets and Results in
Addressing Companywide
Materiality Issues
Direct (Scope 1) GHG emissions

Emissions of ozone-depleting
substances (ODS)

GRI 306: Waste

PP. 126-127: Environmental
Performance Data

P. 121: Pollution Control

305-1

PP. 110-111: Mitigation of Global
Warming

305-6

P. 110: Mitigation of Global
Warming

IUCN Red List species and national
conservation list species with habitats N/Ain areas affected by operations

GRI 305: Emissions

PP. 32-34: Addressing Climate
Change and the TCFD−

P. 124: Biodiversity
Operational sites owned, leased,managed in, or adjacent to, protected
N/A
areas and areas of high biodiversity
value outside protected areas
PP. 80-83: Sustainable Procurement
Significant impacts of activities,
products, and services on biodiversity PP. 124-125: Biodiversity
Habitats protected or restored

PP. 112-113: Scope 1, 2, 3
Greenhouse Gas Emissions
P. 16: Targets and Results in
Addressing Companywide
Materiality Issues

Minimum notice periods regarding
operational changes

P. 54: Supporting Employees withChildrenP. 42: Forming Labor-Management
Partnership

P. 50: Planning Labor-Management
Recreation Events
PP. 84-87: Human Rights−

PP. 126-127: Environmental
Performance Data
P. 16: Targets and Results in
Addressing Companywide
Materiality Issues
305-3

Other indirect (Scope 3) GHG
emissionsPP. 105-108: Environmental Targets
PP. 111-114: Mitigation of Global
Warming
PP. 126-127: Environmental
Performance Data

156

TOPPAN Sustainability Report 2021

GRI 410: Security Practices

GRI 403: Occupational Health and Safety

Management approach disclosures

Management approach disclosures

P. 16: Targets and Results in
Addressing Companywide
Materiality Issues

410-1

GRI 411: Rights of Indigenous Peoples

PP. 42-46: Employee Health &Safety / Work-Life BalanceManagement approach disclosures

PP. 142-145: Risk Management andControl
403-1

Occupational health and safety
management system

PP. 42-46: Employee Health &Safety / Work-Life Balance

403-2

Hazard identification, risk
assessment, and incident
investigation

PP. 44-45: Occupational Health and
Safety403-3

Occupational health services

PP. 42-50: Employee Health &Safety / Work-Life Balance

403-4

Worker participation, consultation,and communication on occupational
health and safety

PP. 42-50: Employee Health &Safety / Work-Life Balance

403-5

Worker training on occupational health PP. 44-46: Occupational Health andand safety
Safety403-6

Promotion of worker health

403-7

403-8

Work-related injuries

403-10Work-related ill health

GRI 404: Training and Education
Management approach disclosures

Management approach disclosures

PP. 46-50: Employee Health &Safety / Work-Life Balance

404-2

Programs for upgrading employee
skills and transition assistanceprograms

PP. 59-63: Human Asset
Development

Percentage of employees receiving
regular performance and careerdevelopment reviews−

GRI 405: Diversity and Equal Opportunity

Management approach disclosures

405-2

Ratio of basic salary andremuneration of women to men

GRI 406: Non-discrimination

Management approach disclosures

Incidents of discrimination andcorrective actions taken

Operations with significant actualand potential negative impacts on
local communities−

Management approach disclosures

PP. 80-83: Sustainable
Procurement414-1

New suppliers that were screenedusing social criteria

PP. 80-83: Sustainable
Procurement

414-2

Negative social impacts in the supply
chain and actions taken

P. 83: Sustainable Procurement

407-1

416-1

PP. 53-58: Diversity & Inclusion

416-2

−

417-1

P. 53: Pursuing Diversity andInclusion

417-2

PP. 56-57: Promoting Positive
Action; Employing Persons with
Disabilities

417-3

PP. 57-58: Initiatives for LGBTQ
Inclusion

418-1

408-1

PP. 64-65: Total Quality Assurance
PP. 75-79: Universal Design
N/A

PP. 75-79: Universal Design

PP. 142-145: Risk Management andControl

PP. 66-74: Information Security

PP. 142-145: Risk Management andControl

Non-compliance with laws andregulations in the social andeconomic area

PP. 136-141: Strict CompliancePP. 142-145: Risk Management andControl
PP. 138-141: Strict Compliance

Operations and suppliers at
significant risk for incidents of child −labor

GRI 409: Forced or Compulsory Labor

Management approach disclosures

409-1

419-1

PP. 142-145: Risk Management andControl

Substantiated complaints concerning
breaches of customer privacy andN/Alosses of customer data

Management approach disclosures

PP. 84-87: Human Rights

PP. 75-79: Universal Design

P. 131: Promoting CFP and Carbon
Requirements for product and service Offsetting Initiatives for Printed
Materials and Events
information and labelingPP. 75-79: Universal Design
Incidents of non-complianceconcerning product and service
N/A
information and labeling
Incidents of non-complianceconcerning marketing
N/A
communications

GRI 419: Socioeconomic ComplianceP. 42: Forming Labor-Management
Partnership−PP. 64-65: Total Quality AssuranceManagement approach disclosures−

PP. 84-87: Human Rights

Assessment of the health and safety
impacts of product and service
categories
Incidents of non-complianceconcerning the health and safety
impacts of products and services

GRI 418: Customer Privacy

PP. 142-145: Risk Management andControl−

PP. 64-65: Total Quality AssuranceManagement approach disclosures

P. 135: List of Directors and Audit& Supervisory Board Members

Management approach disclosures

GRI 408: Child Labor

Political contributions

GRI 417: Marketing and LabelingPP. 56-57: Promoting Positive
Action; Employing Persons with
Disabilities−

Management approach disclosures

Management approach disclosures

P. 16: Targets and Results in
Addressing Companywide
Materiality Issues

Operations and suppliers in which
the right to freedom of associationand collective bargaining may be at
risk

Operations with local community
PP. 88-97: Social Contribution
engagement, impact assessments, andActivities
development programs

GRI 416: Customer Health and Safety

GRI 407: Freedom of Association and Collective Bargaining
Management approach disclosures

P. 83: Briefing Suppliers on CSR
Procurement Guidelines andConcluding Agreements
P. 88: Social Contribution Activities

PP. 84-87: Human Rights

406-1

P. 139: Compliance Training

Management approach disclosures

415-1

PP. 51-52: Information on
Personnel
Diversity of governance bodies andemployees

412-3

Significant investment agreements
and contracts that include humanrights clauses or that underwent
human rights screening

PP. 84-87: Human Rights

GRI 415: Public Policy

PP. 136-138: Reviewing the Toppan
Group Conduct Guidelines

405-1

412-2

PP. 57-58: Initiatives for LGBTQ
Inclusion; Diversity Training

GRI 414: Supplier Social Assessment

PP. 59-63: Human Asset
Development−

PP. 136-141: Strict Compliance

Employee training on human rights
policies or procedures

413-2

PP. 24-27: New Work Styles Driving
Innovation

Average hours of training per year
per employee

PP. 84-87: Human Rights

412-1

413-1

P. 46: Measures for Mental
Healthcare−−

Operations that have been subject tohuman rights reviews or impact−
assessments

GRI 413: Local Communities

P. 45: Occupational Health and
Safety404-1

Incidents of violations involving
rights of indigenous peoples

GRI 412: Human Rights Assessment

Prevention and mitigation ofoccupational health and safety−
impacts directly linked by business
relationships
Workers covered by an occupational
health and safety management
P. 42-43: Promotion Frameworksystem

403-9

404-3

411-1

−

Security personnel trained in human−rights policies or procedures

Operations and suppliers at
significant risk for incidents offorced or compulsory labor

PP. 84-87: Human Rights−

157

TOPPAN Sustainability Report 2021

https://www.toppan.com/en/

TOPPAN 2021.12 K I