Reporting in FY2012 (from April 2011 to March 2012)

Sustainability

Top Message

Nissha's CSR

Message from Junya
Suzuki, President and CEO,
Representative Director of
the Board.

Approach to CSR
United Nations Global Compact

Organizational Governance

Human Rights
Recognizing the respect of human rights as amajor responsibility, we appoint officers andemployees in charge of corporate ethics andcompliance, and run an internal reporting
system.

Corporate GovernanceCorporate Ethics and Compliance
Distribution of Added Value to Stakeholders

Labor Practices

The Environment

Human Resources Development
Respect for Diversity
Support for Diverse Work Styles
Safety and Health

Policy and Management Structures
Objectives and Status of Achievement
Impact as a Result of Business Operations
Environmental Accounting
Prevention of Further Global Warming
Waste Management and Zero Emissions
Monitoring and Prevention of Pollution
Status of Waste Generation at BasesFair Operating Practices

Consumer Issues
We are making various efforts including
reviewing our quality structures so as toprovide customers with reliable products.

Initiatives Related to Information Security
Trade Management Improvement Project
Initiatives Related to Intellectual Property
Partnership with Our Suppliers
Social Media Policies

Community Involvement andDevelopment
We promote communication with local
communities to win the trust of thosecommunities and be a company that isneeded by society.

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Top Message
Reflecting on Fiscal Year 2012
Fiscal year 2012 brought with it the Pacific coast of
Tohoku Earthquake, a catastrophe of unprecedented
scale that made us realize anew the threat of natural
disasters. We at Nissha once again extend oursincerest sympathy to everyone affected by thequake and tsunami, and wish for a quick recovery inthe stricken areas.
Although direct damage to Nissha was fortunately
minimal, we have come to a fresh recognition of theimportance of continuing our business activities and fulfilling our responsibilities as a corporation to
our customers, suppliers, and all other stakeholders. We have reviewed our business continuity
plan and are moving forward with various initiatives.
For Nissha, fiscal year 2012 was also the final year of our Third Medium-term Business Plan. Amidan unstable global economy and the prolonged strong yen, we faced an ever more challenging
business environment. In addition to implementing emergency measures to reduce fixed andvariable costs, from September 2011 onward we are undertaking to optimize fixed costs throughfurther structural reforms, such as a cost reform to lower the break-even sales point, areorganization of production factories in Japan to improve asset efficiency, a workforce cut throughvoluntary retirement, and an increase in overseas purchasing to strengthen our ability to cope withthe high yen rate. The Fourth Medium-term Business Plan, which we launched in fiscal year 2013,
draws on our experiences in recent years and the lessons we have learned, and aims to return
Nissha to a growth path.
Aiming to Return to a Growth Path
Since its founding, Nissha has maintained growth as "a company of fine art printing." This changed
around 2000, when "non-paper printing"—that is, the Industrial Materials and Devices businesses—saw dramatic expansion in the global market. And now, we at Nissha have arrived at yet anotherpoint of transformation. In our new Mid-term Vision, "Nissha develops cutting-edge printing
technologies and creates an array of exceptional products that fundamentally redefines value forour customers." We seek a great change in direction, a shift in our strategy from focusing
management resources on growth fields to reducing the risks of fluctuating demand by pursuing
expansions in printing technologies and aiming for product diversification.
While we carry on with medium- to long-term product development in our three existing business(Industrial Materials, Devices, and Information and Communication), we must also strive to develop
new businesses that will form the pillar of our operations. To this end, we will not only continue withresearch and development but also focus on training our employees, our most importantmanagement resources, in an aim to achieve growth for both the company and our employees.
Nissha’s CSR"We are committed to pursuing a mutually trustful Co-Existence with society through our businessactivities utilizing a unique technology development, based on Printing as a core"—this corporate
mission serves as the bedrock of all action at Nissha. We are required to fulfill our social
responsibilities as a corporation and live up to our stakeholders' expectations.
Environment-related efforts are a top priority in achieving Co-Existence with society. As a

Top Message

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manufacturing company, we take it as a duty to identify the impact of our business operations on
the environment. But we also believe the environment is only one of many issues in society forwhich a corporation is responsible. In an aim to contribute to society through our businessactivities, we at Nissha have set forth three themes as a direction for developing new businesses:
information-oriented society, lifestyle support, and sustainable society.
Essential to our progress in this direction is building a solid business structure and conducting
sustainable management. In April 2012, we joined the United Nations Global Compact, whose 10
principles in the areas of human rights, labor, environment, and anti-corruption reflect the latest
demands of society are fit our ideal promise to Nissha’s stakeholders. With our joining the compact,
we will continue to make active efforts in each of these areas.
In Closing
All the products and services we create make use of printing technologies. Printing technologies ingeneral are expanding more broadly and into fields people had never imagined before. We at
Nissha believe that our mission is to draw out the infinite possibilities of printing technologies, andto enrich people’s lives by creating products and services of maximal value for our customers.
The decline in our business performance in recent years has been a cause for concern to ourstakeholders. But management and employees are working as one to swiftly return Nissha to a
growth path.
We look forward to your continued understanding and support.
June 2012
President and CEO
Representative Director of the Board

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Nissha's CSR
Approach to CSR

United Nations Global Compact

This section explains Nissha’s stakeholders
and “external CSR” and “internal CSR.”

Nissha's CSR

We joined the United Nations Global
Compact in April 2012.

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Approach to CSR
Nissha's CSR
Nissha identifies the stakeholders that support its
operations as Customer, Shareholder, Supplier,Society and Employee. We are implementing CSR
activities to help preserve the Earth's environmentand support future generations in keeping with ourcommitment to these stakeholders.

Nissha's Circle of Trust

Nissha divides its corporate social responsibilities into "internal CSR" and "external CSR". We
have set specific items in the Medium-term Business Plan to cover issues in both internal andexternal CSR areas, and are implementing strategic initiatives to tackle these key performanceindicators.

Nissha’s Stakeholders
Customer
We approach issues seriously from the standpoint of our customers, solve problems with ourcustomers, and offer optimum solutions. We have in place a quality management system, andseek to produce quality that meets our customers’ expectations.
Shareholder
We disclose corporate information in a swift, timely manner with consideration to fairness andApproach to CSR

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continuity. We promote IR activities as a means of two-way communication to build relationshipsof trust with our investors and shareholders.
Supplier
We strive to build partnerships of co-existence and co-prosperity with our suppliers, and throughmutual integrity to create corporate value. We seek to evaluate our suppliers impartially, fairly,
and comprehensively at all times, and to promote CSR procurement.
Society
We aim for widespread “Co-Existence” based on relationships of mutual trust with society. We
promote communication with local communities not only to fulfill our basic responsibilities as acorporation but also to be a company that is needed by society.
Employee
We pursue the creation of safe, comfortable workplaces as well as offer support for diverse work
styles. We believe that our employees are our most important management resource, and aim
to achieve growth for both the company and our employees.

External Assessment
Inclusion in SRI Indicator FTSE4Good Index
Nissha Printing Co., Ltd. has been selected as a constituent of the
FTSE4Good Index, a socially responsible investing (SRI) indicator forcompanies worldwide. Provided by FTSE International Limited, a wholly
owned subsidiary of the London Stock Exchange Group, the FTSE4Good
Index examines and evaluates companies' social responsibility activities
and serves as a standard for global investors in assessing thosecompanies' performance. Nissha Printing has been included in the index since it was first selected
in September 2009.
Socially Responsible Investing (SRI)SRI is a style of investing that includes a company's social and environmental practices, on top of
its financial return, in the criteria for assessing whether the company is fulfilling its social
responsibilities in considering it for investment. The tendency toward SRI is expanding each year,
making a company's social responsibility activities more important than ever.
FTSE official website http://www.ftse.com/Indices/FTSE4Good_Index_Series/index.jsp

Nissha’s IN Wins Comprehensive Award of "Japan Business Federation Recommended
Company Magazine"
IN is Nissha’s in-house magazine published in the Japanese and English languages to promote our
employees' understanding of the Corporate Mission and the direction the company is heading in,and to encourage them to link this information to their actions. The quarterly is distributed to all
employees including those at overseas bases. In fiscal year 2012, it won a Comprehensive Awardof "Japan Business Federation Recommended Company Magazine" in the magazines andnewspapers division quarterly category.
Japan Business Federation Recommended Company Magazine
This system is organized by the Japan Business Federation to commend and award companies’ inhouse magazines. It was founded in 1966 to promote the use of in-house publications for theenhancement of business activities. The 46th awards held in fiscal year 2012 attracted 214
submissions from across Japan. Each is scored according to criteria such as planning, contents,
written expression, and layout, and the in-house magazines with the highest scores are given
awards.
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The trophy

Nissha in-house magazine IN

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United Nations Global Compact
On April 3, 2012, Nissha Printing Co., Ltd. joined the United Nations
Global Compact.
The Global Compact is a voluntary initiative based on 10 principles in
the area of human rights, labor, the environment, and anti-corruption
advocated by the United Nations. Its purpose is to have various
companies show responsible and creative leadership, and thereby
act as good members of society and participate in creating a global
framework for sustainable growth.

The United Nations Global Compact's Ten Principles
Human Rights
Principle 1: Businesses should support and respect the protection of internationally proclaimed
human rights; andPrinciple 2: make sure that they are not complicit in human rights abuses.
LabourPrinciple 3: Businesses should uphold the freedom of association and the effective recognitionof the right to collective bargaining;
Principle 4: the elimination of all forms of forced and compulsory labour;
Principle 5: the effective abolition of child labour; andPrinciple 6: the elimination of discrimination in respect of employment and occupation.
Environment
Principle 7: Businesses should support a precautionary approach to environmental challenges;
Principle 8: undertake initiatives to promote greater environmental responsibility; andPrinciple 9: encourage the development and diffusion of environmentally friendly technologies.
Anti-Corruption
Principle 10: Businesses should work against corruption in all its forms, including extortion andbribery.

United Nations Global Compact

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Organizational GovernanceCorporate GovernanceCorporate GovernanceCorporate Ethics and Compliance

We work to enhance corporate governanceso as to fulfill our social responsibilities as acorporation and conduct fair businessactivities, and thereby promote widespread
Co-Existence based on relationships of
mutual trust with society.

All employees recognize the importance ofcorporate ethics and compliance, and work
toward its promotion and thoroughimplementation.

Distribution of Added Value to
Stakeholders
We disclose distributions of added value tostakeholders. We believe that appropriate
distribution is a corporation’s important
responsibility.

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Corporate GovernanceApproach to Corporate Governance
Our Corporate Mission involves the widespread promotion of “Co-Existence” based onrelationships of mutual trust with society through the fulfillment of our social responsibilities as acorporation and the implementation of fair business activities. In order to achieve this, we believethat the enhancement of corporate governance in accordance with laws and social ethics is anabsolute necessity.
We have in place a variety of compliance codes, including a Guideline of the Corporate Ethics andCompliance, designed to serve as codes of conduct for the observance of laws, regulations,bylaws, and social norms. In addition, we have also established a Shared Values, a Code of
Conduct, an Environmental Policy, and a Information Security Policy in order to achieve “CoExistence” with all stakeholders in our group.
We promote the enhancement of our corporate governance structure through the attendance ofoutside directors and outside corporate auditors in Board of Directors’ meetings.
Overview of Corporate Governance Structure
Directors and the Board of Directors
Our Board of Directors consists of seven members including two outside directors. The term ofoffice is one year, which allows for flexibility in responding to changes in the business environment
and for increased transparency of management responsibilities. The board convenes for regularmeetings once a month, and for extraordinary sessions when necessary, to receive reports on theexecution of business activities and make important decisions regarding business plans andpolicies. The president chairs the board meetings.
Corporate Officer System
We have adopted a corporate officer system to separate the Board of Directors’ strategyformulating and management oversight functions from its day-to-day business execution function.
The term of office is one year. Corporate officers hold Monthly Business Review (MBR) meetings toensure that business activities are carried out efficiently.
Corporate Auditors and the Board of Corporate Auditors
Our Board of Corporate Auditors consists of four members including two outside corporate
auditors. The board determines auditing policies and the assignment of auditing duties, and basedon these, performs audits on the legality and appropriateness of duties executed by directors.
Corporate auditors monitor and verify that directors are performing their duties in accordance with
the internal control system, and monitor accounting auditors to ensure independence and progressin the execution of their duties. They also hold regular meetings with the president, accounting
auditors, internal audit-related divisions, and internal control-related divisions in efforts to foster
close lines of communication.
The work of corporate auditors is supported by the Auditors’ Office, which is under the authority of
the Board of Corporate Auditors and functions independently of the Board of Directors.
Role and Function of Outside Directors and Outside Corporate Auditors
The role of outside directors is to strengthen management’s ability to supervise the actions of
directors in regard to the appropriate execution of business activities. The role of outside corporate

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auditors is to ensure the objectivity and effectiveness of audits.
By attending at Board of Directors’ meetings and offering their opinions, outside directors andoutside corporate auditors also reinforce the corporate governance structure.
By adopting this corporate governance structure and ensuring that it functions, we strive toenhance management efficiency, strengthen management oversight functions, and guarantee
thorough compliance with laws and regulations.
Internal Control System
We have in place an internal control system that supports management in ensuring the legality,
fairness, and efficiency of our business activities, based on our Policy for Internal Control drawn up
in accordance with the Companies Law and the Ordinance for Enforcement of the Companies Law.
In addition to this endeavor to enhance our enterprise value, we strive to strengthen corporate
governance through a management system built around various committees including the
Corporate Ethics and Compliance Committee.
To ensure reliable financial reporting in response to the internal control reporting system introducedby the Financial Instruments and Exchange Act, we have established an internal control system for
the Nissha Group through which we submit assessment results in the form of internal control
reports to the Prime Minister of Japan, and disclose the contents to our shareholders and investors.
The Disclosure Control Committee ensures that corporate information is disclosed fairly, swiftly,
and accurately in accordance with related laws and ordinances. It deliberates on and determines
important matters related to the disclosure of corporate information, and builds and operates anappropriate disclosure structure.
Risk Management
The Nissha Group promotes risk management to counter or avoid risks that may have a significant
impact on our business activities, and to be fully prepared in the event an emergency does occur.
In fiscal year 2012, we continued in our efforts to enhance our comprehensive risk management
capabilities.
Having defined risks that may have a significant impact on our business activities as “any thing or
situation that hinders Nissha’s implementation of the Corporate Mission,” the Risk Management
Committee, headed by the Vice President of Administration and comprising general managers ofbusiness units and managers responsible for risk management at departments, works to ferret out
all conceivable risks associated with business processes—including those related to disasters,
accidents, and compliance—and devise countermeasures for them.
This fiscal year, we again conducted a questionnaire-based survey targeting all manager-level
employees of the Nissha Group, and analyzed and assessed various risk items to revise our risk
map. For risks linked to bribery and collusion, in particular, we established a provision on thecontrol of information exchange with competitors to sustain “free and fair competition,” a key item of
our Guideline of Corporate Ethics and Compliance. Based on this risk map, we are holding
briefings at all Nissha Group communities including our headquarters, and providing theopportunity for employees regardless of division to learn about the importance of appropriate
business transactions and compliance with laws, and the risks of violating them. To prevent risks
associated with advances in social media in recent years, we have established our own Social
Media Policies and are working toward thorough implementation across the group.
We also review our business continuity plan every year with the purpose of ensuring business
continuity and maximum service to our customers, securing the safety of our employees and theirfamilies, and contributing to the restoration of communities and of society at large, even in aserious interruption of business. We summed up our response to the Great East Japan Earthquake
in May 2011, and in July we reviewed this business continuity plan and related codes. We areinviting instructors from fire stations to give lectures and training not only to employees responsible
for fire prevention at workplaces but also management, and at this moment are continuing to learn
and deepen our knowledge about the importance of being prepared and having countermeasuresfor disasters that may occur in the future.

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First-aid training

Disaster evacuation lecture and training

Initiatives in Internal Auditing
The Internal Audit Office, to maintain impartiality and objectivity in its functions, serves as anindependent corporate staff organization in auditing whether business activities are carried out
appropriately and efficiently in accordance with the annual auditing plan, and offers advice andrecommendations to internal organizations. The office offers suggestions based on the results of its
audits to the president at monthly meetings, and presents important matters at the Monthly
Business Review (MBR) meetings attended by all corporate officers. It conducts follow-up audits toconfirm how each issue that has surfaced through the audits is improving, and reports the results tothe president. Furthermore, it holds meetings with full-time corporate auditors every two months toestablish mutual cooperation with the Board of Corporate Auditors.
Internal audits in fiscal year 2012 focused on purchasing, inventory assets management, and thebusiness continuity plan, while monitoring the progress of audits in fiscal year 2011 and earlier onrisk management, safety and health management, compliance, and business unit education, as
well as newly on the establishment of a trade management structure. The Internal Control Office,as a third party, also performed an independent assessment of financial reporting-related internal
controls in response to the internal control reporting system prescribed by the Financial Instruments
and Exchange Act.
Nissha’s Management and Business Execution System

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Corporate Ethics and ComplianceIn addition to establishing a basic guideline based on the Nissha Group’s Corporate Mission,
Shared Values, and Guideline of the Corporate Ethics and Compliance, we set forth 13 important
points for the purpose of appropriately executing the guideline. All executives and employees areworking to promote and thoroughly implement corporate ethics and compliance.

Guideline of the Corporate Ethics and Compliance
1. We comply with laws, social rules and internal regulations along with high ethics, and act with
common senses and responsibilities.
2. We pursue the Co-existence with the Stakeholders such as Customer, Shareholder, Supplier,Society, and Employee.
3. We will immediately report and consult with supervisors or Nissha Hot-line in case we find theviolation or the doubtful act against “Corporate Ethics and Code of Conduct”.
13 important points
Relationship with Customer and Supplier
1. Free and Fair Competition
2. Prohibition of Corrupt Practices
3. Quality and Safety of Products
4. Protection of Intellectual Property
5. Appropriate Handling of Information and Resources
6. Compliance with Import/Export Regulations
Relationship with Shareholder
7. Handling of Corporate Information
8. Compliance with Regulations against the Insider Trading
Relationship with Society
9. Environmental Protection
10. Social Contribution
11. Severing Relations with Antisocial Forces
Relationship with Employee
12. Respect of Human Rights
13. Safe, Healthy and Comfortable Workplace

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Distribution of Added Value to Stakeholders
Our fiscal year 2012 distribution of added value to stakeholders is given in the table below.
Compared to last year, all dividends decreased apart from those for society, which increased due
to our offering a charitable donation for the Great East Japan Earthquake. Dividends for thecompany (Nissha Printing Co., Ltd. internal reserves), in particular, saw a sharp decrease due topoor performance and an extraordinary loss that includes costs for structural reforms.
Distribution of Added Value to Stakeholders

Distribution of Added Value to Stakeholders

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Human Rights
Respect for Human Rights and Anti-Discrimination
We advocate a “mutually trustful Co-Existence” in our Corporate Mission, and also cite the “respectof human rights” as a key item in our Guideline of the Corporate Ethics and Compliance.
In fiscal year 2012, we assigned officers and employees to be in charge of corporate ethics andcompliance at all bases in and outside Japan, and held study meetings based on training material
containing the following items.

“Respect of Human Rights”
1. We will respect human rights and the various values and personalities of each other.
2. We will respect privacy and will not discriminate based on one’s nationality, faith, gender, etc.
In addition, we will not violate child labor laws and will not force one to work against his or her
will.
3. We will not commit sexual harassment and/or abuses of authority nor will such acts betolerated.

The employment regulations of each company in the Nissha Group prohibit discriminatory
treatment due to nationality, faith, gender, or social status.

Employment Regulations (excerpt)
Article 3: Employees shall not receive discriminatory treatment due to nationality, faith, gender,or social status.

Nissha Hotline
To minimize risks and promote ethical conduct and compliance, as well as to enable the company
to immediately verify facts, we have in place a system for internal reporting in the event of fraud,illegal activity, or unethical conduct by either an organization or an individual employee. The Nissha
Hotline, a dedicated telephone line, enables reporting from within the company and from outside. In
fiscal year 2012, the Nissha Hotline was used five times. Many of the reports concerned labor
management. We are working to enhance employee awareness of this internal reporting system,
the Nissha Hotline, in addition to reporting instances to their immediate supervisor or to the person
in charge at Corporate Human Resources, in order to further reinforce corporate ethics andcompliance.

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Relationship with Labor Union
Nissha Printing Co., Ltd. has a solid relationship with the Nissha Labor Union, joined by employees
excluding managerial staff. It holds regular negotiations and discussions with the labor union,
specifically the Management Council meetings held every month to negotiate and discuss
employees’ labor conditions and to share information about the Nissha Group’s business
operations.*
Nissha Printing Co., Ltd. has signed a labor contract with the Nissha Labor Union, in which it
confirms, “The Company and the Union shall respect one another’s position and maintain apeaceful relationship between labor and management as well as strive for the maintenance andimprovement of labor conditions and the growth of the Company.” This contract also stipulates,“The Company shall respect the Union’s right to organize, right to collective bargaining, and right to
act as a group,” thereby guaranteeing basic labor rights for union members.
In fiscal year 2012, the Nissha Group had neither a strike or lockout nor a situation that infringed on
our employees’ freedom of association. We will continue to respect the mutual positions of bothcompany and union and build a sound relationship between labor and management.
* As of March 2012, the labor union has a membership of 1,008.

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Labor Practices
Human Resources Development

Respect for Diversity

We believe that our employees are our mostimportant management resource, andpromote comprehensive education with theaim of achieving growth for both the company
and our employees.

To grow as a global corporation, we respect
diverse work styles by diverse humanresources.

Support for Diverse Work Styles

Safety and Health

We have many initiatives to support diverse
work styles and achieve work-life balance for
employees.

Labor Practices

Under the Basic Policy on Safety and Health,we promote the creation of safe andcomfortable work environments and thesound mental and physical health of
employees.

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Human Resources Development
Human Resources Development Policy
We implement a planned development of human resources needed for the company to growand actively support our employees in the voluntary development of their skills with the aim ofachieving growth for both the company and our employees.

We believe that our employees are our most important management resources. We are aiming toachieve growth for both the company and our employees by actively supporting the growth of eachindividual employee and developing human resources who are equipped with the skills andexperience required to work at Nissha.
Approach to Human Resources Development
We approach human resources development from the three areas of "planned human resource
development," "skill development," and "career development." For each area, we aim to promotecomprehensive education incorporating the perspectives of training programs, on-the-job training(OJT), medium- to long-term career path development, and the preparation of personnel systems
to support these programs.

Human Resources Development Model

Planned human resource development
Implement planned development to foster and secure the human resources needed to achieve
the management vision (e.g., growth strategy, business continuity, creation of corporate culture)
Skill development
Individual employees voluntarily develop their skills and increase their market value

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The company supports this and thereby enhances the quality of its human resources
Career development
Support medium- to long-term career development and promote growth toward employees’
ideals(Provide opportunities to recognize the importance of and pursue career development)

Company-Wide Training Programs
In accordance with our approach to human resources development, we aim to continuously expand
our training program, which includes rank-specific training, theme-specific training and foreign
language training programs.
Area

Programs

Planned human

Rank-specific training, managerial staff training, selective training

resource development(e.g., for next-generation leader candidates), training for employees
stationed overseas, etc.

Skill development

Theme-specific training (e.g., Chinese business skills, identificationof waste, problem-solving skills), foreign language training, inhouse TOEIC testing, e-learning, etc.

Career development

Young employee education by year of employment (for first-,
second-, and third-year employees), career development training,etc.

In fiscal year 2012, we fortified our training programs toward our goal to “Become a truly global
company.”
In foreign language training, we are clarifying and promoting employee awareness of the English
proficiency level required for each work type, and providing opportunities for employees to study
English and confirm the extent of their improvement such as by offering English conversation
lessons by work type and by level and regularly implementing in-house TOEIC testing.
On top of fostering language skills, we also held company-wide training in Chinese business skills
against a backdrop of our expanding business in China. This program incorporated role-playing,taking into account the differences in thought process between Japan and China as well as
uniquely Chinese business customs and tips to building interpersonal relationships. We plan tocontinue and further accelerate the development of global human resources in fiscal year 2013.
We are also implementing training in the identification of waste amid company-wide efforts to
reduce costs and improve productivity. This program involves discovering superfluous processes inbusiness operation and acquiring the eye and the skills to continuously improve on them. A total
151 employees from managerial staff to general employees have participated.
Department-Specific Human Resources Education
In addition to enriching our company-wide training programs, we are also working to educate
human resources at the department level. To address department-specific strategic issues, we
implement programs that incorporate training into specific action plans.
In fiscal year 2012, we focused particularly on educating employees in production departments. We
educated leaders of production departments the knowledge and skills required of a leader (e.g.,knowledge in quality and cost, skills in improvement and workplace management), after whichthese leaders took the initiative in conducting improvement activities at their respective workplaces.
The program also plays a part in small-group activities at our factories.

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Respect for Diversity
Respect for Diversity
To grow as a global corporation, the Nissha Group respects diverse work styles by diverse humanresources.
Composition of Nissha People
The diversity of the Nissha Group shows in our employee composition in terms of gender, age, andemployment status. Non-Japanese employees make up one-fourth of our work force.
Employees of Nissha Group in Japan

Note 1: Directors includes two outside directors.
Note 2: Nissha Group employees (total) includes overseas group companies.

FY2012 breakdown by nationality (Nissha Group)

FY2012 breakdown by employment status (Nissha Group)(As of March 31, 2012)

Ratio of Disabled People Employed at Major Group Companies
The Nissha Group periodically interviews people with disabilities and promotes their long-term
employment. We work to create jobs by preparing workplace environments for and spreading an
understanding about the employment of people with disabilities.

(As of March 31, 2012)

Respect for Diversity

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CSR Report 2012Call for Voluntary Retirement
Amid a harsh business environment, we were forced to optimize our personnel structure in
addition to making various other efforts to reduce fixed and variable costs as part of a measure
to strengthen structural reform accompanying the downward revision of our business forecast in
fiscal year 2012. We sought 400 permanent employees over a certain age and years of
employment at Nissha Group companies in Japan to answer the call, and received 490
applications (for retirement on December 31, 2011). Nissha assists the re-employment activitiesof these voluntary employees with cooperation and support from government agencies andcompanies specializing in re-employment.

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Support for Diverse Work Styles
The Nissha Group has many initiatives to support diverse work styles and achieve work-lifebalance for employees.
Introduction of Flexible Work Hours
We have introduced flexible work hours, in which employees can voluntarily determine their own
start and finish times of the working day, primarily in Marketing and Sales. The system aims topromote work-life balance by enabling employees to maintain harmony between work and life andmake efficient use of their working time, as well as to respond flexibly to the time difference
between Japan and overseas bases, to customer demand, and to the busy and slow hours of theworking day.
Employees at departments in which flexible work hours are adopted generally welcome the system,
as it enables them to work more efficiently. We plan to expand the system in other departments inand after fiscal year 2013.
Reduction of Overtime WorkIn fiscal year 2012, we promoted a reduction of overtime work with the aim of encouraging
employees to better manage their time and work process, and thereby achieve work-life balance.
As in the last fiscal year, we raised employee awareness through the operation of a website
introducing the activities of each department, and achieved a 22% reduction compared to theprevious fiscal year.
Promotion of the Use of Paid Leave
In our efforts to promote the use of paid leave, in addition to the summer vacation planning system,
we have introduced a winter vacation planning system that encourages employees to take twodays of paid leave between December and February. In the memorial leave system, we haveincreased from one to two the number of days per year in which employees may request to takepaid leave on their birthday, that of a family member, or their wedding anniversary. We will continue
in these efforts to create an atmosphere in which it is even easier to take paid leave so that ouremployees may achieve work-life balance.
Child-Rearing and Family Care Support
In our efforts in child-rearing and family care support, we have introduced asystem where female employees may shorten their work time by up to twohours per day during pregnancy. To make it easier to take leave related tochild-rearing and family care, we have also expanded the criteria for taking
accrued non-statutory annual paid leave to include child-rearing and familycare. We have increased from two to four the number of days in which male
employees may take special leave when their spouse delivers a child. We
will continue to enrich and expand the system and support the balance

Kurumin Markbetween work and child-rearing and family care.

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Status of Long-Term Leave and Time Taken Off from Work in Fiscal Year 2012

(Scope of data: Nissha Group in Japan)

Support for Reinstatement after Long-Term Leave
For employees reinstated at work after long-term leave due to illness or injury, we have enacted
Reinstatement Support Bylaws that stipulate the consideration to be taken by workplaces according
to the condition of the employees’ health in an aim to prevent recurrence of the illness or injury andachieve a smooth return to work. To offer support also in terms of work style, we have introduced asystem in which reinstated employees may shorten their work time by up to two hours per day.
Internal Recruitment System
In one of our efforts to recruit new personnel, in fiscal year 2012 we introduced an internal
recruitment system through which the company makes an internal call for human resources to fill a
specific position, and employees who meet the criteria apply for that position of their own will. The
purpose for introducing this system is to provide opportunities for employees to choose their career
path, and to assign personnel to positions that reflect their aptitudes and fortify the company’sorganizational strength. There have been 21 calls since the system was implemented in September
2011, and employees who have passed the screening have been transferred and are currently
playing an active role in their new departments.

Support for Diverse Work Styles

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Safety and Health
Basic Policy on Safety and Health / Safety and Health Objectives
The Nissha Group Basic Policy on Safety and Health puts safety first above all else and declares
we will actively promote the creation of safe and comfortable work environments as well as thesound mental and physical health of employees. To this end, we have set the Nissha Group Safety
and Health Objectives and familiarized all employees with the following contents toward theirachievement.
1. Make continuous improvements toward eliminating workplace casualties
2. Establish structures to ensure the sound mental and physical health of employees
3. Observe laws, rules, stakeholder demands, and voluntary standards related to safety and health
4. Perform risk assessment
5. Create safe and comfortable workplaces
Safety and Health Committee / Safety and Health Management Structure
The Safety and Health Committee oversees the area-specific Safety and Health Subcommittees
operated by each base, and undertakes the role of a corporate-wide function that works tostandardize and upgrade initiatives throughout the Nissha Group.
The committee receives reports on individual base’s initiatives toward the Safety and HealthObjectives and ensures the sharing of information and the horizontal implementation of
improvement and accident prevention measures.

Safety and Health Management Structure

Safety Patrols
Selected members of the Safety and Health Committee (representatives of the company and of
employees) make annual plans and conduct monthly team-based patrols of workplaces fromvarious viewpoints, such as whether there are any hidden risk factors and whether dangerous work
processes are not employed. The 6S* (5S plus safety) patrols at Headquarters are particularly
notable, as they enable joint teams from a number of Nissha Group companies located within the
Headquarters premises to work together and improve each other’s level of safety.
* 6S: (1) Sort, (2) Set in order, (3) Shine, (4) Standardize, (5) Sustain, and (6) Safety

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Occurrence of Work-Related Accidents
Occurrence of work-related accidents on each fiscal year (scope of data: Nissha Group in Japan)*1 Frequency of work-related accidents: Refers to the number of injuries and casualties resulting from workrelated accidents per one million working hours.
*2 Severity of work-related accidents: Refers to the severity of work-related accidents in terms of the numberof working days lost per one thousand working hours.

Lifesaving Workshop
We hold regular in-house workshops in administering
first aid to anyone suffering from a sudden illness or
injury.
When a person has collapsed, and isunconsciousness and not breathing, there is apossibility that person is in cardiac arrest. To prepare
for such an emergency situation, we invite instructors
from local fire departments and learn how to perform
cardiopulmonary resuscitation (CPR) such as artificial
respiration and chest compressions, and use an
Lifesaving workshop

automated external defibrillator (AED) to apply anelectrical shock and re-establish a normal rhythm in the heart.

Prevention of Lifestyle Diseases
We are carrying on with our efforts in exercise, diet,and smoking cessation as countermeasures formetabolic syndrome with the aim of preventing
lifestyle diseases. In fiscal year 2012, we sought toprevent lifestyle diseases under the theme "promotionof regular exercise."
As a main initiative, we organized a "benefits ofexercise" workshop by industrial physicians, andintroduced its contents in detail (stretching, strength
training, and aerobic exercise) widely to group
Health assessment event

employees through posters. We also held a healthassessment event as an opportunity to measure body fat, waist circumference, grip strength,
flexibility, agility, balance, and abdominal strength. The event attracted participation from more than
100 employees, who discovered their "age" in terms of physical strength as indicated by theassessment results and recognized the importance of exercising on a regular basis.
As a high-risk approach, at the same time we also introduced specific health guidance with support
from the Japan Health Insurance Association and medical institutions providing health checkups,
which 167 employees are undertaking in efforts to improve their lifestyle habits.
Mental Health Support
We provide education inviting a clinical psychologist in an effort to improve mental health andsupport mental health care. In fiscal year 2009, the initiative comprised self-care education. Fromfiscal year 2010 to fiscal year 2012, it comprised line-care education for managers (including
corporate officers).

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In line-care education, participating managers hold cross-departmental discussions on issues
presented by the instructor. The sessions are proving popular, as participants have deepened theirunderstanding about the differences in ways of thinking by workplace and by the contents of theirwork.
We are also carrying on with the web counseling service we launched in fiscal year 2009, throughwhich a specialized counselor offers mental health advice online. For employees reinstated atwork, in fiscal year 2012 we enacted Reinstatement Support Bylaws that stipulate the consideration
to be taken by workplaces according to the condition of the employees’ health in an aim to prevent
recurrence of illness or injury and achieve a smooth return to work.

Mental Health Support Structure

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The Environment
Policy and Management Structures

Objectives and Status of Achievement

We revised our Environmental Policy in April
2012, under which we strive to preserve theglobal environment and improve ourenvironmental performance by setting
initiatives that are simple and realistic for our
employees.

This section reports on the Nissha Groupenvironmental objectives and on the status of
their achievement in fiscal year 2012.

Impact as a Result of Business

Environmental Accounting

Operations
This section sums up environmental
conservation costs for Nissha bases in Japan
in fiscal year 2012, and reports on the results
and challenges for the future.

This section sums up resources and energy
usage (input) and gas, water, and waste
emissions (output) at Nissha bases in Japan
in fiscal year 2012.

Prevention of Further Global Warming

Waste Management and Zero
Emissions

CO2 emissions in fiscal year 2012 increased
about 1.4% at Nissha bases in Japan and1.3% at those overseas compared to theprevious year. We have started managing
emissions under a basic unit based on factors
such as production volume.

Nissha bases in Japan maintained a recycling
and resource reuse rate of 99.9% in fiscal
year 2012. We are working to promote further
recycling and the selling of waste forrecycling.

Monitoring and Prevention of Pollution

Status of Waste Generation at Bases

We have in place strict voluntary standards,
and periodically undertake the monitoring andmeasuring activities to prevent pollution.

This section uses graphs to introduce thestatus of waste generation at Nissha’s major
production bases in Japan in March 2012.

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Policy and Management Structures
Revision of Environmental Policy
In April 2012, we revised our Environmental Policy in line with the environment-related efforts of theUnited Nations Global Compact we joined in the same month, and with the aim to promote more
effective efforts and rebuild our environment management system (EMS). Specifically, by reviewing
our risk assessment methods, we plan to set environment targets, enhance the control of chemical
substances in products, and re-examine our management reviews. Under this new Environmental
Policy, which sets forth environment-related initiatives that are simple and realistic for our
employees, we will strive to preserve the global environment and improve our environmental
performance.
Moreover, we will actively carry out environmental communication with our stakeholders. We will
welcome opinions on our environment-related efforts, positioning them as opportunities for
improvement, and with understanding from our stakeholders aim to develop our business andcontribute to a sustainable society.
We post this Environmental Policy at each base of the Nissha Group, and promote it among all
employees through workplace education.

Environmental Policy
Nissha and its subsidiaries, as members of the global society, aim for business development
and the realization of a sustainable society through environmentally conscious corporate
activities.
1. Prevention of Pollution
We comply with legal requirements and agreements with society, and strive to prevent
environmental pollution in all aspects of our corporate activities such as product development,
design, materials, production, sales, and facilities.
2. Product Safety
We fulfill promises with our customers and deliver safe and environmentally conscious products.
3. Prevention of Global Warming
We make a contribution to prevention of the global warming by efficient using of resources andenergy.
4. Continuous Improvement
We strive for continuous improvement by establishing an environmental management system
and reviewing it in response to changes in the business environment.
5. Co-Existence with Society
We promote open dialogue with our customers, shareholders, suppliers, employees, and society
through our efforts to preserve the global environment.
Date of establishment: April 1, 2012

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Environmental Management Structures and Framework
The Nissha Group environmental management structure comprises the president as generalsupervisor, and a corporate officer who is the general manager of Corporate Administration in
charge of EMS management. In accordance with the Environmental Policy, we set "environmental
objectives," or group-wide medium-term numerical objectives, and review them every three years.
And to achieve these "environmental objectives," each factory and workplace sets "environmental
targets" by initiative, and creates an action plan to achieve them.
For each initiative, the environment group plays a central role in performing internal environmental
audits at least once a year, and defines the PDCA cycle at Environment System Committee
meetings positioned as management reviews.
The environment group also functions as a group-wide environmental initiative secretariat. It runs asecretariat for the control of chemical substances in products, the internal environmental audits, theEnvironmental Conservation Committee, and the Environment System Committee meetings thatserve as management reviews.
Nissha Environmental Management Structure

Policy and Management Structures

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CSR Report 2012

Energy Management and Environmental Communication Structures

Policy and Management Structures

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CSR Report 2012

Objectives and Status of Achievement
The Nissha Group environmental objectives revised in March 2011 serve as group-wide mediumterm objectives covering the four-year period until fiscal year 2015. In fiscal year 2012, the first yearof implementation, all group companies set individual environmental targets by initiative andworked to achieve the group-wide environmental objectives. Despite CO2 emissions decreasing
due to a large decline in production volume at major factories stemming from the poor businessperformance, we did not achieve the target in terms of CO2 emissions rate (basic unit), whichindicates the ratio of emissions by production volume. Neither did we achieve the target of reducing
the organic solvent usage rate, due to declines in production volume and small production lots at
NII. On the other hand, factories made progress in selling waste for recycling, and NII in particular
produced results in selling waste solvents for recycling. We saw results also in other efforts as well,such as “visualizing” energy equipment at the NPC Yachiyo Factory, implementing audits of major
suppliers, and the environmental workshops where employees visit and conduct classes at local
elementary schools.

Status of Achievement
Prevention of global warming
Base: Average of fiscal year 2010 results (Compliant with the Act on the Rational Use of Energy)
Reduce CO2 emissions rate (basic unit) by 5% or more from fiscal year 2010 levels by fiscal year
2015 across Nissha

Objectives and Status of Achievement

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CSR Report 2012

Reduction of waste
Base: Average of fiscal year 2011 results
Reduce waste generation rate (basic unit) by 5% or more by fiscal year 2015 across Nissha

Reduction of organic solvent usage rate
Base: Average of fiscal year 2011 results

Objectives and Status of Achievement

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CSR Report 2012

Environmental conservation activities through efforts in daily work
Environment-consciousness at each stage of development, product design, purchase of materials
and sub-materials, production, transport, and sales

Revision of Environmental Objectives
In May 2012, we revised our environmental objectives to reflect our re-examination of numericaltargets and the revision of our Environmental Policy (in April 2012). The revisions set forthnumerical targets for the Nissha Group overall to work toward in the three-year period between
April 2012 and March 2015. While we will continue in our efforts to reduce the CO2 emissions andwaste generation rates through improvements in work efficiency and quality across Nissha, we will
also set numerical targets for the control of chemical substances in our products and conduct
activities to achieve them.
Nissha Environmental Objectives (April 2012-March 2015)
Scope: Nissha Group in Japan (hereinafter "Nissha")
1. Prevention of global warming
Base: Average of fiscal year 2012 results
Reduce CO2 emissions rate (basic unit) by 3% or more by fiscal year 2015 across Nissha(1) Nissha Printing Co., Ltd. (headquarters and division headquarters), group companies, and factories
reduce annual CO2 emissions rate by 1% or more compared to the previous year by basic unit, derived
from factors such as production volume, through improvements in work processes (efficiency) andquality* Companies classified as "specific business operator" in the Act on the Rational Use of Energy use thebasic unit reported under the act* Division headquarters may set targets based on floor area or number of employees

Objectives and Status of Achievement

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CSR Report 2012

2. Reduction of waste
Base: Average of fiscal year 2012 results
Reduce waste generation rate (basic unit) by 3% or more by fiscal year 2015 across Nissha(1) Control waste generation
Nissha Printing Co., Ltd. (headquarters and division headquarters), group companies, and factories
reduce annual waste generation rate by 1% or more compared to the previous year by basic unit,
derived from factors such as production volume, through improvements in work processes (efficiency)and quality* Targets are set based on the same indicators as the CO2 emissions rate basic unit
* Factories may set targets based on the ratio of nonconforming products or go-through ratio(2) Promote the selling of waste for recycling
Division headquarters and factories set individual target rates and work to sell waste for recycling* Maintain zero emissions

3. Reduction of hazardous chemical substances(1) Control and reduce chemical substances in products (Based on the Nissha Group's Control Criteria
for Environmental Management Substance [latest edition])
Prohibited substances: Maintain zero inclusion
Regulated substances: Reduce inclusion by using substitutes* Relevant organizations set targets after fiscal year 2014 according to fiscal year 2013 results(2) Reduce organic solvent usage rate at factories and development departments
Work to reduce {(usage or purchase volume) / (production or treatment volume)} (factories set individual
targets)

4. Environmental conservation activities at KPI
Environment enhancement at each function of development, design, purchase of materials and submaterials, production, transport, and sales(1) Design environment-conscious products(2) Provide environment-conscious services(3) Select environment-conscious materials, sub-materials, production methods, and logistics(4) Install environment-conscious equipment

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CSR Report 2012

Impact as a Result of Business Operations
We strive to identify the impact of our business operations on the environment in terms ofresources and energy usage (input) and gas, water, and waste emissions (output). This section
shows the volumes of each category in a list covering Nissha Group’s business operations in Japan
in fiscal year 2012.
Input and Output at Nissha Production Bases in Japan
Our use of resources and energy and our impact on the environment in fiscal year 2012 reflected
the economic slowdown.
In input by resource other than major raw materials, the use of electricity, tap water, andunderground water decreased compared to the previous fiscal year, while the use of gas andindustrial water increased. The use of major raw materials amounted to 39,846 tons, or a nearly
10% decrease year-on-year. Input in the Industrial Materials Business decreased some 16%, whilethat in the Devices Business also decreased about 60%, thanks mainly to the NPI Kaga Factory.
That in the Information and Communication Business decreased about 5%, for roughly the same
volume as the average year. By business, Information and Communication remains the largest
user of resources, comprising about 71% of the whole, with paper being its most used material.
Industrial Materials comprises about 24% of the whole, with usage concentrating on PET/acrylic
film, solvents, and gravure ink. Devices has reduced its usage to comprise about 4% of the whole.
Output has also seen some changes. Emissions of waste, wastewater, and VOC all decreased.
That of CO2, however, increased some 1,100 tons (approximately 1.4% compared to the previous
fiscal year) due to an increase in the use of gas.
* VOC emissions are calculated from the volume of solvents usage, and differ from the volume of actual
emissions. Each factory strives to reduce emissions through combustion and treatment.
* Nissha production bases in Japan do not operate boilers, and thus emit no SOX.

Impact as a Result of Business Operations

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CSR Report 2012

Environmental Accounting
Fiscal Year 2012 Environmental Accounting Results and Issues
Environmental conservation costs for the Nissha Group in Japan amounted to some 1,128 million
yen in fiscal year 2012. By category, business area costs made up the largest portion, at around
76%. Of those, depreciation costs and property taxes were highest, at around 59%, followed bywaste treatment costs, at around 19%, and personnel costs, at around 11%. In a breakdown bycompany, Nitec Industries, Inc., which handles production for the Industrial Materials Business,accounted for about 69%, and the NPT Himeji Factory, which started full-fledged mass production
in fiscal year 2013, for about 5%.
Following business area costs, R&D costs made up the second largest portion of the whole, ataround 15%, in a trend continuing from last year. They consist mostly of personnel costs related tothe control of chemical substances in products, also similar to the previous year.
Administration costs made up around 5% of the whole and continues to decrease, due to cuts inpersonnel costs and contracting fees. Social activity costs include 30 million yen in monetarycontribution offered to the region hit by the Pacific coast of Tohoku Earthquake.
Environmental Conservation Cost (Categories Corresponding to Business Activities)
Scope of calculations: Nissha Group in Japan
Target period: April 1, 2011–March 31, 2012
Unit: Thousand yen

Environmental Conservation Benefits
The table below shows the transition in results based on environmental performance indicators
over the past three years. Compared to last year, emission and consumption volumes decreased inall but a few areas. This is due to a decrease in production volume reflecting the poor businessperformance, however, and cannot be considered environmental conservation benefits as a resultof our environment-related efforts.
In a comparison with business performance, despite sales decreasing about 30% year-on-year,
environmental conservation costs decreased only some 15%. Calculated in proportion with sales,

Environmental Accounting

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CSR Report 2012

this indicates that environmental conservation costs have in fact increased about 20% compared tothe previous fiscal year.
We recognize that our challenge is to continue working to reduce environmental conservation costs
and enhancing our mechanism for responding to environmental risks. We will strive to switch froma focus on passive environmental accounting to active environmental accounting, and through ourenvironment-related efforts be a company that can contribute to society.
Environmental Conservation Benefit
Scope of calculations: Nissha Group in Japan

Environmental Accounting

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CSR Report 2012Prevention of Further Global Warming
Status of CO2 Emissions at Nissha
In fiscal year 2012, CO2 emissions from Nissha bases in Japan totaled 82,227t-CO2, exceeding
81,123t-CO2 in fiscal year 2011 by about 1.4% (approximately 1,100t-CO2). CO2 emissions fromoverseas production bases amounted to 8,654t-CO2, for an increase of approximately 1.3%
compared to 8,546 t-CO2 in the previous year.
The increase at bases in Japan resulted from full-fledged operations at the Tsu Factory (Nitec
Industries, Inc.) and preparations for mass production at the Himeji Factory (Nitec Precision andTechnologies, Inc.). Emissions from the Tsu Factory amounted to 9,931t-CO2 for a 1.2-foldincrease compared to the previous fiscal year, while those from the Himeji Factory were 17,064tCO2 for a significant 2.5-fold increase. On the other hand, emissions from the Koka Factory (Nitec
Industries) came to 23,465t-CO2 for a decrease of about 8%, and those from the Kaga Factory(Nitec Precision, Inc.) to 11,226t-CO2 for a decrease of about 39%. Emissions from Headquarters
decreased approximately 37% (3,892t-CO2) due to the continued contraction of production
functions. The Kameoka Factory (Nitec Industries) and Kyoto Factory (Nitec Precision)
discontinued production midway into fiscal year 2012.
Emissions from overseas production bases decreased at Southern Nissha Sdn. Bhd. andGuangzhou Nissha High Precision Plastics Co., Ltd., but increased at Nissha (Kunshan) Precision
IMD Mold Co., Ltd. and Elmo Technologies, Inc., a subsidiary of Nissha USA, Inc. Emissions from
Elmo Technologies amounted to 4,784t-CO2, accounting for more than half the volume of all
overseas production bases combined.
The Nissha Group emits no energy-related greenhouse gases other than CO2.
Trends in CO2 Emissions Volumes and Basic Unit

Prevention of Further Global Warming

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Trends in Gas Consumption

Trends in Gasoline, Diesel,and heavy Oil
Consumption

Trends in Electricity Consumption

Trends in Energy Consumption

Basic Unit Management by Production Volume
With the enactment of the revised Act on the Rational Use of Energy, the comprehension andmanagement of energy use became obligatory per company. To comply with the legal
requirements in line with this shift, in fiscal year 2012 we started managing emissions under a basic
unit based on factors such as production volume per company. With 1.00 indicating the benchmark
fiscal year 2011 results of Nissha Printing Co,. Ltd., and each affiliated company (production base),
fiscal year 2012 results in light of targets of 0.99 or less were as follows. We have calculated thebasic unit for Nissha in Japan from a sum obtained by multiplying the energy use rates of eachcompany. This target was not achieved due to production volumes falling significantly below thePrevention of Further Global Warming

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decreases in electricity and gas usage, reflecting the economic slowdown.
By company, Nitec Printing Co., Ltd., which handles production for the Information andCommunication Business, achieved its target. Nitec Industries, Inc., and Nitec Mold Engineering,Inc., which handle production for the Industrial Materials Business, did not. Nitec Precision, Inc.,
which handles production for the Devices Business, fell far short of its target.

Prevention of Further Global Warming

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CSR Report 2012

Waste Management and Zero Emissions
Waste Management
In fiscal year 2012, Nissha Group in Japan generated a total 10,498 tons of waste for an
approximately 16% reduction compared to fiscal year 2011. The volume of combustible/landfill
waste, in particular, amounted to about 10 tons for a 38% reduction. We maintained zero emissions(a recycling and resource reuse rate of 99.5% or more), and retained the previous year’s highstandard of 99.9%.
Status of Recycling and Waste Sold for Recycling
We continued to make efforts to sell waste for recycling, and in fiscal year 2012 sold 43.0% of all
waste generated for a 1.2 percentage point increase compared to the previous year. This initiative
offers the benefit of cost reductions, and we plan to carry on with it in the future.
As a result of our efforts to also reduce waste treatment costs, the amount of waste plastic
converted to refuse paper and plastic fuel (RPF) and other solid fuel (thermal recycling) increased.
The material recycling rate came out to 59.4% for a 2.0% decrease compared to fiscal year 2011.
Status of Initiatives at Overseas Production Bases
Asian production bases Southern Nissha Sdn. Bhd., Guangzhou Nissha Precision Plastics Co.,
Ltd., and Nissha (Kunshan) Precision IMD Mold Co., Ltd., generated a total 136 tons of waste infiscal year 2012 for an approximately 30% reduction compared to fiscal year 2011, mainly due todecreases in production volume. Southern Nissha achieved its target recycling and resource reuserate (87% or more), at 95.7%, but Guangzhou Nissha and Nissha (Kunshan) did not achieve theirtargets.
Risk Management Related to Waste and Waste Sold for Recycling
We recognize largely three types of waste-related risk:- Accidents and disasters caused by waste (including at outsourced treatment facilities)- Environmental pollution and violation of laws caused by inappropriate waste treatment- Leakage of confidential information from waste and waste sold for recycling
We check the properties of our waste, down to each spray can, and monitor it so as to prevent
spillage during transportation and accidents at treatment facilities. We have in place Nissha
Guidelines for Waste Management Standards, based on laws such as the Act on Waste Treatment
and Cleaning and the Act on the Control of Hazardous Materials, which we periodically review andstrive to enable all bases to manage waste safely under the same guidelines. Each base has its
own Waste Management Manual and makes efforts toward thorough waste separation andmanagement.
The guidelines also stipulate criteria for the selection of outsourced treatment facilities and for the
regular inspection of such facilities that use their own checklists. We further have in place
standards for the management of waste and waste sold for recycling containing confidential
information, and promote management in tandem with our information security management
system (ISMS).

Waste Management and Zero Emissions

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Transition of Waste Converted into Resources

Nissha Group in Japan

Waste Management and Zero Emissions

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CSR Report 2012

Monitoring and Prevention of Pollution
Measures to Help Prevent Further Pollution
We undertake monitoring and measuring activities to prevent pollution. Based on strict voluntarystandards, we conduct periodic testing the level of atmospheric pollutants, wastewater quality,
noise, and foul odor.
Nitec Precision, Inc. (Kaga Factory)
Measurements of Wastewater Quality
Unit: mg/l

Nitec Printing Co., Ltd. (Yachiyo Factory)
Measurements of Soot and Smoke
Unit: g/m3N

Nitec Industries, Inc. (Tsu Factory)
Measurements of Site Outer Boundaries
To the best of our ability we voluntarily measure and monitor odor concentrations.

Monitoring and Prevention of Pollution

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Management of Chemical Substances
In fiscal year 2012, we reported the use of nine PRTR-designated chemical substances.
Nitec Industries, Inc. (Koka Factory)

Nitec Industries, Inc. (Tsu Factory)

Nitec Precision, Inc. (Kaga Factory)

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Status of Waste Generation at Bases
Status of Waste Generation at Major Production Bases (March 2012 Results)
From fiscal year 2012 onward, our target in waste separation and zero emissions (a recycling andresource reuse rate of 99.5% or more) is to maintain the status quo.
Nitec Mold Engineering, Inc., and Nissha Printing Co., Ltd., Tokyo and Osaka Division
Headquarters, which continue to achieve zero emissions and moreover generate a very small
amount of waste, have been removed from this report.
The Nitec Industries, Inc., Kameoka Factory discontinued production in December 2011.
Nitec Industries, Inc. (Koka Factory)
Location: Koka City, Shiga Prefecture
Acquisition of ISO14001 Certification: June 2007
Production items: Transfer foils (the Industrial Materials business)
Recycling and resource reuse rate: 100%

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CSR Report 2012

Nitec Industries, Inc. (Tsu Factory)
Location: Tsu City, Mie Prefecture
Acquisition of ISO14001 Certification: March 2012
Production items: Transfer foils (the Industrial Materials business)
Recycling and resource reuse rate: 99.6%

Nitec Precision, Inc. (Kaga Factory)
Location: Kaga City, Ishikawa Prefecture
Acquisition of ISO14001 Certification: July 2003
Production items: Touch panels (the Devices business)
Recycling and resource reuse rate: 99.9%

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Nitec Precision and Technologies, Inc. (Himeji Factory)
Location: Himeji City, Hyogo Prefecture
Acquisition of ISO14001 Certification: to be acquired in FY2013
Production items: Touch panels (the Devices business)
Recycling and resource reuse rate: 99.8%

Nitec Printing Co., Ltd. (Yachiyo Factory)
Location: Yachiyo City, Chiba Prefecture
Acquisition of ISO14001 Certification: December 2004
Production items: Printing and binding of books, catalogs, leaflets, etc., using
sheet offset press and rotary press (the Information and Communicatino
business)
Recycling and resource reuse rate: 99.6%

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Fair Operating Practices
Initiatives Related to Information

Trade Management Improvement

Security

Project

Under the Information Security Policy, allemployees work to ensure security inhandling personal and confidential
information provided by customers.

We have established a Trade Administration
and Control Committee, which started fullfledged operations in December 2011.

Initiatives Related to IntellectualPartnership with Our Suppliers

Property
We revised our Basic Purchasing Policy inApril 2011, and are working with our suppliers
to enhance mutual corporate value in the
global market.

We are making efforts to respect the
intellectual property of third parties and toobtain rights for and use that of our own.

Social Media Policies
We drew up Social Media Policies in January
2012.

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Initiatives Related to Information Security
We have in place an Information Security Policy, which expresses our basic approach tomaintaining and further improving our highly reliable and secure information security management
system. Based on this policy, every employee is working to secure continuous security in handlingpersonal information and confidential information provided us by customers.

Information Security Policy
Nissha and its subsidiaries are committed to establish, maintain, and improve a highly reliable
and secure information security management system to protect our own business informationand the information assets, which we acquire from customers, suppliers and employees, etc.,
through our business activities performed in Japan, from any kinds of threat. And we takeinternal and external information security requirements into consideration and reduce all risks
below the acceptable levels.
1.We continually improve the Information security management system by establishing,implementing, and reviewing the information security objectives, so that the confidentiality,
integrity, and availability of information can be maintained and improved.
2.We comply with legal and regulatory requirements for information security and with contractual
security obligations.
3.We establish and improve the criteria for reasonably evaluating risks concerning information
security as well as the risk assessment methods, to mitigate risks and to maintain theinformation security levels that contribute to corporate development.
4.We make the Information Security Policy known to all employees working in the premises ofNissha and its subsidiaries to raise their awareness of the issues related to information security.

Initiatives Related to Information Security
We are striving to improve our information security management system to respond to customers’
and society’s expectations toward information security and the convenience and risk that
accompany progresses in information technology.
In addition to physical and system-based management, we believe that raising each employee’s
awareness is crucial to information security, and accordingly have in place and implement
education programs by position such as for new employees and for more experienced workers.
We are also focusing on issues hidden around us by implementing risk assessment from various
angles to raise the level of our measures. While taking into account security aspects, we aremaking efforts to improve productivity in the operation and management of ERP systems anddevices installed and running within the Nissha Group.
We recognize ISO 27001 inspections, ISMS internal audits, and even questionnaires required byour customers as opportunities for improvement, and strive to link them to the continuous spiraling
up of information security levels toward the goal of further optimizing information security.
We periodically publish these initiatives in the “IT Kawaraban News” internal newsletter in an effort
to raise employee awareness and allay security-related risks.

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Trade Management Improvement Project
Trade Management Structure
Compliance with trade-related laws is essential for business continuation at Nissha, which earns
nearly 60% of its sales overseas. Recognizing trade management as an important mission, in April
2010, we launched a Trade Management Improvement Project Team, which set in motion
initiatives related to trade management. In October that year, we established a Corporate Logistics
Strategy and Planning Office, which deliberated on a concrete organization under which Nissha asa whole may approach trade management. In April 2011, with the Trade Administration andControl, Logistics Strategy and Planning as lead promoter of the organization, we launched theTrade Administration and Control Committee Preparatory Committee. This preparatory committee,
comprising members selected from all business units, participated in study meetings, set forthvarious rules, compiled a trade management manual, and established the Trade Administration andControl Committee, which started full-fledged operations in December that year.
Standards to be Followed by Nissha
The Trade Administration and Control Committee conducts activities with the aim to fortify ourmanagement structure related to exporting goods and services (e.g., technological information). To
ensure that Nissha can trade goods and services in an optimal, legal manner, the committee
manages and overseas the status of related tasks both in Japan and overseas, and to employees
communicates information necessary in performing those tasks (e.g., the latest trade-related laws,
internal regulations, and procedures).
As a company that conducts trade, Nissha has the obligation to follow two standards set forth in theJapanese Ministry of Economy, Trade and Industry’s Ordinance Specifying Standards to be
Followed by Exporters.
1. Standards to be followed by exporters(1) Appoint a person responsible for checking whether or not exported goods and technologicalprovisions are applicable to listed items.
(2) Provide workers handling exports with necessary training for compliance with the provisions ofrelated laws.
2. Standards to be followed in conducting exports(1) Appoint the person responsible for the organization the person responsible for export control.
(2) Establish an export control structure (task sharing and responsibilities) within the organization.
(3) Establish a procedure for checking applicability.
(4) Establish and follow a procedure for checking the usage and consumer when exporting listed
controlled items.
(5) When goods are determined applicable, check whether they correspond with the goods
shipped.
(6) Establish and strive to follow a procedure to audit export controls.
(7) Strive to provide persons responsible for and workers handling export control with necessary
training for the optimal performance of tasks.
(8) Strive to store related documents for an appropriate period of time.
(9) In the event of a violation of law, swiftly report to the Minister of Economy, Trade and Industry
and devise necessary measures to prevent recurrence.

Trade Management Improvement Project50

CSR Report 2012

In order to follow the standards set forth in the Ministerial Ordinance to decide the ComplianceStandard for Exporters, Nissha has in place Security Export Control Regulations in which our basic
approach is defined as follows.
1. Do not take action that violates the Foreign Exchange and Foreign Trade Act with regard to theexport of controlled goods.
2. Establish a person in charge of and a management structure for security export control, andmaintain and enhance an export management structure, to comply with the Foreign Exchange andForeign Trade Act and implement appropriate export control.
When shipping goods overseas or providing overseas customers or employees with services (e.g.,technological information), Nissha furthermore determines applicability and implements transaction
audits accurately in line with the Foreign Exchange and Foreign Trade Act. For the optimal
performance of tasks, we also provide study meetings and seminars persons responsible for andworkers handling export control in the Nissha Group.

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Initiatives Related to Intellectual Property
Approach to Intellectual Property
We stipulate the protection of intellectual property in our basic policy and as a key item of our
Guideline of the Corporate Ethics and Compliance, and make active efforts to respect the
intellectual property of third parties and to obtain right for and use that of our own.
The Intellectual Property Management acts as the central body for protecting intellectual property.
With the aim of expanding the performance of business units and ensuring a competitive
advantage for new businesses, it works to establish intellectual property strategies for the entire
Nissha Group and meet internal needs to secure intellectual property rights.

Major initiatives
Intellectual Property Training Programs
We organize internal training programs so that
employees may deepen their understanding of andproperly protect intellectual property. We invite an
outside specialist to conduct sessions divided into
three levels—beginner, basic, and intermediate—in
which participants learn in detail about intellectual
property law, how to research other companies’
patents, and about promoting technologicaldevelopment and filing for patent application. We also
hold sessions in which a member of the IntellectualIntellectual property training program

Property Management serves as instructor.

Instructor: Tatsushi Gocho, TechnoProducer Corporation
Commissioned organizer: CKS Corporation

Monitoring of Other Companies’ Patents
We periodically research and continuously monitor other companies’ patents so that Nissha
products do not infringe others’ patent rights. For monitoring, we input the subjects as the search
criteria in a patent database and obtain results on a regular basis using a selective dissemination of
information (SDI) system.
Promotion of Patent Application
We aim to file for patent application and obtain rights for new technologies developed in ourdevelopment divisions. To respond to the increasing globalization of our business activities, thisrequires us to file for application not only in Japan but also abroad. The promotion of technologicaldevelopment and the obtaining of patent rights help to differentiate Nissha products, made with ourown distinctive technologies, from other companies’ products. This in turn puts a check on the
inappropriate use of other companies’ products, helping also to reduce intellectual property-relatedrisks in connection with Nissha products for customers.

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Partnership with Our Suppliers
Partnership with Our Suppliers
We at Nissha revised our Basic Purchasing Policy in April 2011, and as a member of the global
market's supply chain ourselves, are expanding our scope of partner suppliers and the content of
our efforts, and are working with our suppliers to enhance mutual enterprise value. Since thePacific coast of Tohoku Earthquake in 2011, we are also working to identify our ideal supply chain
with a focus on risk management and business continuity plan.

Procurement and purchasing as a truly global company
Fair evaluation / CSR procurement

Promotion of CSR Procurement
Our Basic Purchasing Policy describes our approach to promoting CSR with our suppliers. As a
specific means to this end, we have created a Supplier Self-Check Sheet and organized data on
our suppliers.
The Supplier Self-Check Sheet comprises the nine major sections below. When the 154 questions
are answered, scores for each section and a radar chart are displayed. We ask our suppliers to use
this check sheet as a tool to keep track of the areas that require effort, and to submit the sheets to
us so that we may understand their situation.

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Sections of Supplier Self-Check Sheet
1. Business management
2. Human resource management
3. Compliance
4. Management system common
element
5. Quality management
6. Environmental management
7. Information security
management
8. Work safety
9. Waste management

The procurement and sourcing department has asked 154 of our approximately 1,000 regularsuppliers with a certain volume of transaction to fill out the check sheet, and conducted tours or
audits of eight suppliers’ factories. In one case, we asked the supplier to make efforts toward
improvement in safety and health.
We have also started managing supplier data by asking our suppliers to fill out their basic
information, transaction field, and management system (e.g., ISO 9001 or ISO 14001) on a
Supplier Data Sheet.
As cited in our Basic Purchasing Policy, we consider the respect for human rights a fundamental
and important concept. We include questions on human rights in the “Compliance with laws andsocial norms” section of the Supplier Check Sheet, and also recognize it as our consideration to
include an independent clause on human rights in the basic transaction contracts we conclude withsome 200 major suppliers. To further promote CSR procurement with our suppliers, we hold thebriefing sessions described below.
CSR Procurement Briefing
In fiscal year 2012, we held CSR procurement
briefing sessions for 51 suppliers focusing on
outsourcing companies at the Headquarters, theTokyo Division Headquarters, and at the Kaga
Factory. The sessions provide a place to engage incommunication, as they enable us to explain about
CSR procurement based on our Basic Purchasing
Policy and to gain understanding on the fundamental
human rights included in it, as well as for us to hear
about our suppliers’ CSR initiatives.
CSR procurement briefing

In future, we plan to expand these briefing sessions
and invite not only production suppliers but also logistics and other service providers.

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In-House Exhibition and Technology Seminar
To inform our various departments about the products and new technologies of our suppliers, we
invite suppliers to hold in-house exhibitions and technology seminars, which have proven popularwith our development departments. We plan to continue these sessions as an effort to strengthen
the partnership with our suppliers.
<FY2012 results> 4 in-house exhibitions; 5 technology seminars

In-house exhibition

Technology seminar

Basic Purchasing Policy
For the achievement of the Corporate Mission, "We are committed to pursuing a mutually trustful
Co-Existence with society through our business activities utilizing a unique technology
development, based on PRINTING as a core.", we at Nissha are always committed to creating
enterprise value by establishing the partnership for co-existence and co-prosperity with suppliersand carrying out mutually fair procurement.
We at Nissha evaluate suppliers impartially, fairly and comprehensively, based on the following
points.
・Stable business foundation and reliable business attitude
・Excellent technology development and supply abilities
・Flexibility to adapt to changes in the business environment
・Safety of products and services, stable quality and lead time and competitive prices
・Supply chain management aimed for business continuation
We at Nissha promote CSR procurement by working with suppliers on the following points.
Full consideration to the global environment
・Observance of laws and regulations and raising corporate ethics
・Respect of fundamental human rights
・Promotion of safety and health・Maintenance and improvement of information security level
・Information disclosure・Fair trade・Social contribution
Establishment April 2, 2009
Amendment April 26, 2011

Partnership with Our Suppliers

55

CSR Report 2012Social Media Policies
In January 2012, we established Social Media Policies.
Progresses in Internet technology of late, and highly functional information devices likesmartphones, have enabled individuals to transmit information easily and directly to society. Allsorts of information are exchanged across national borders via web-based blogs and bulletins andsocial media like Twitter and Facebook. Using these social media expands one’s knowledge andenriches one’s life. But one must always be aware that these media are also accessible by anenormous number of users. Information carelessly transmitted by an individual always risks
affecting not only that individual but also, to some extent, the society or company to which that
individual belongs. This is why we at Nissha drew up Social Media Policies.
These policies are meant for all members of the Nissha Group, from employees to contract
employees (including part-time workers) to even dispatched employees. They thoroughly
communicate the approach, act, and basic manners of using social media as individuals and as
employees of Nissha who serve our customers.

Basic Policy
We understand the Corporate Mission, Code of Conduct, Corporate Ethics and ComplianceDeclaration, and the content of the Corporate Ethics and Code of Conduct as determined by
Nissha Group, and will adhere to them.
Furthermore, when engaging in social media activity either as an individual or as a work duty,
we will adhere to the items laid out below
Mind set for social media usage
We will keep in mind the fact that information sent on a social media network travels acrossnational borders, and is freely accessible to the general public.
We understand that once information is sent by social media, it can never be completeddeleted.
Global laws and social ethics, adherence to company rules, and the protection of
information
We will not send information that breaks laws or social ethics, and we will not infringe on
third party copyrights, portrait rights, trademarks or other rights, nor endanger personal
information.
When sending information we will not use abusive expressions with negative or unpleasantconnotations, or use expressions that could be misinterpreted. In particular, content that
relates to nationality, politics, religion, belief, race or similar is very sensitive for individuals
and must be treated with extra care.
We will take a global viewpoint, and adhere to relevant laws and company rules. Further, weunderstand that comments that are appropriate in some countries can be inappropriate orillegal in other countries.
No matter what the circumstance, we will not post confidential information relating to Nissha
Group or its stakeholders on social media. Even if privacy settings are set to "secret" orsimilar, we will not post such information since the social media operators cannot ensure
secrecy.
When using social media as an individual
Even when posting as individuals, we will keep in mind that we could be judged as a
Social Media Policies

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CSR Report 2012

company, and that we are constantly being observed, and we will act responsibly.
We will strive to listen to what others are saying.
When posting information relating to Nissha Group, we will make our identities clear, andalso make plain the fact that the information is not an official release by the company.
We will not use any company logo or trademark.
When participating in social media as a commissioned job
Occasionally we, as part of our duties, use a customer's official account to manage social
media activity. When engaging in this duty, these policies will be adhered to. Further, whenoutsourcing is necessary, we will observe and ensure that these policies are adhered to in
the same manner.
January 1, 2012
Nissha Printing Co., Ltd.

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Consumer Issues
Review of Nissha Quality Assurance Structure
Sales are expanding in the Industrial Materials and Devices business units, and as a manufacturing
company founded on printing technologies, Nissha is required to prepare quality structures on a parwith the company's scale. To this end, in fiscal year 2012, we reviewed our quality assurance
structure and positioned the Chief Quality Officer’s Planning Office at its core. As members of thisChief Quality Officer’s Planning Office, we have appointed managers of the quality assurance
departments of the Industrial Materials, Devices, and Information and Communication business
units, and managers of the quality control departments of production companies, in an aim tofacilitate information sharing overall and thus improve quality control levels.

Consumer Issues

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Grand Design for Quality
In fiscal year 2011, we conducted quality overhaul and summed up areas that need improvement in
a Grand Design for Quality. This Grand Design for Quality defines the importance of measures in
Quality Function Deployment (QFD), whose list of priorities we rank every half-year and work
toward. We review activities using the PDCA cycle in Chief Quality Officer–Chief Production Officer
meetings, periodic reviews by monthly factory meetings, and management reviews.
Our goal as a manufacturing company is to perfect our quality structures—in other words, theorganization and its functions—so as to win customer satisfaction.
Acquisition of ISO 9001 Certification
Nissha is building a quality management system that meets the requirements of international
standard ISO 9001:2008. In fiscal year 2012, we added the NII Tsu Factory to the scope of thiscertification.
From Department-Based Optimization to Company-Wide Optimization
We at Nissha promote the recognition of ties between one's own department and others', and eventies between work processes across the whole company, in terms of "input" and "output." There isa Japanese maxim in relation to quality management: the next process is your customer. Thismeans that all workers in every process must have in mind their customer, which might be workers
in the production process following theirs. Thus we at Nissha are stressing anew the importance oflinks between internal processes and the orderly division of roles. By having all employees stand in
the customers' shoes, we aim to break free of department-based optimization and strive forcompany-wide optimization. We believe that basic concepts like this and the sorting out of functions
will build Nissha’s foundation as a manufacturing company.
Restart of Small-Group Activities
In improvement activities, the rule of thumb is participation by all. The accumulation of bits ofcreativity from all employees is the source of great improvements in work processes. Our restartingof small-group activities in July 2011 has become an important mechanism in mustering Nissha’s
knowledge and strengths. The Small-Group Activities Presentation Tournament we held in October
2011 and March 2012 unveiled some terrific results of improvement. Through these activities aswell as others, the idea of always incorporating creativity into work processes is taking root.

Consumer Issues

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CSR Report 2012

In fiscal year 2013, we have widened the scope of these activities to Administration. We willcontinue promoting improvements in work processes based on a systematic method.
Restart of the Improvement Proposal System
There are two types of improvement activities: those that involve taking time to analyze problems
and search for optimal solutions, like small-group activities; and those that say “just do it” and are
executed immediately, as in an improvement proposal system. Nissha has employed the lattersystem in the past, but its operation was limited to production subsidiaries of individual business
units and never expanded into a system that encompassed the whole company.
In fiscal year 2012, we restarted this improvement proposal system, defining workflows and thedivision of roles so as to build a mechanism that involves the whole company. Through calls for bitsof creativity from all employees in every work process, both in idea and in action, we expect tostreamline management and make it more efficient as well as invigorate workplaces.
Quality Training
In fiscal year 2012, we implemented the following training programs toward improvements inquality-related awareness and knowledge.
(1) Training for new, 2nd-year, and 3rd-year employees(2) Training for new managerial staff(3) Training for managerial staff(4) Training for overseas transferees(5) Company-wide communication of message on quality(6) Quality Management and Quality Control Exam Level 3 training(7) Quality Management and Quality Control Exam Level 4 training
Five Musts for the Systematization of WorkIn fiscal year 2012, we set forth Five Musts for Systematization of Work and are working tocommunicate the concept company-wide.
1. Standardize work
2. First of all, check the Input
3. Incorporate the customer viewpoint into the Output
4. Reinforce the system using human factors
5. Make continuous efforts to improve the system
Quality and Safety of Products
One of the key points we cited in the Corporate Ethics and Compliance Training implemented
throughout the Nissha Group was quality and safety of products. As part of our mindset to provide
customers with safe products, the sessions covered the following points.
(1) We must provide the customers with the products which satisfy the “specifications wecommitted to the customers.” Of course, they include the compliance with the official regulations
such as standards for the chemical substances in products.
(2) Even though not specified by the customers, we shall clarify the laws and regulations which are
to be applied for the products in consideration of the purpose and place of use.
(3) Appropriate management of the suppliers (source of materials and contractor of manufacturing
process) is also essential.
(4) When our products do not satisfy the specifications or are defective, we shall be liable for thedamages against the customers or the end-users.
In fiscal year 2012, we revised our quality manual twice, adding Administration to the scope of
application and clauses on the control of substances in products, and improving our quality
management system so as to provide customers with reliable products.

Consumer Issues

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CSR Report 2012

In the event a serious accident occurs as a result of defects in our products or services, we report itto government agencies and take appropriate countermeasures in accordance with laws andregulations. When any accident occurs, we notify customers as soon as possible.
In fiscal year 2012, the number of violations came to zero cases (0 yen in penalties). We willcontinue with our activities and strive to maintain our zero violations record.

Consumer Issues

61

CSR Report 2012Community Involvement and Development
Promoting Communication with Local Communities
As a member of global society, Nissha aims not only to fulfill its responsibilities as a corporation but
also to win the trust of local communities and be a company that is needed by society. To this end,
we value communication with local communities and carry out various activities at each base. Our
approach to this initiative is given in the Framework for Promoting Communication with Local
Communities (see figure below).
Basic responsibilities consist of the duties the company ought to fulfill as a member of society. This
includes reducing environmental impacts that arise from business activities and raising employee
awareness of corporate ethics and compliance. Social contribution activities, on the other hand,
involve verifying the issues and needs of a given community and making efforts to respond to them.
It is important to promote both basic responsibilities and social contribution activities; neither alone
can achieve Co-Existence with society. Our aim is to keep the two wheels of "responsibilities" and"efforts" in motion, and thereby to be a constructive company that is needed by local communities
and by society.

Framework for Promoting Communication with Local Communities

Basic Social Contribution Policy
We set forth our approach to social contribution in the Basic Social Contribution Policy. With afocus on four main fields—environmental protection, next generation support, promotion andsupport of arts and culture, and human support—the policy expresses our desire to use ourmanagement resources effectively and contribute to society under the spirit of global citizenship.
With this policy as a base, we hope to engage more effectively and more actively in social
contribution activities.

Community Involvement and Development

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Basic Social Contribution Policy
Nissha and Nissha People contribute to society under the spirit of global citizenship by using
their management resources effectively toward the achievement of the Corporate Mission.
• Main fields of contribution: environmental protection, next generation support, promotion andsupport of arts and culture, and human support activities.

Continuation of Environmental Workshops for Elementary Schools
Since fiscal year 2008, Nissha employees continue to visit elementary schools mainly in areas
around production bases in Japan and conduct environmental workshops. We have given
workshops to approximately 2,800 participants at 49 schools as of the end of fiscal year 2012.
Children have learned through quizzes and group work about the mechanism of global warming
and about separating waste for recycling. They also learned about the mechanism of the printing
process and about touch panel structure in a program using the printing technologies of our main
business. Children in neighborhood elementary schools had the opportunity to tour Nissha and get
a firsthand look at our new products and an exhibit on the history and culture of printing.

Tour of Nissha

Environmental workshop

Apart from visiting elementary schools, we also participate in events organized by local education
boards and governments, and hold workshops in collaboration with non-profit organizations.
Kinki Region Honorary Certificate for Traffic Safety
In September 2011, Nissha Printing Co., Ltd. Headquarters wascommended as an excellent business office in local traffic safety witha Kinki Region Honorary Certificate for Traffic Safety, byrecommendation of the Horikawa Traffic Safety Association. The
certificate recognizes our understanding of the importance of acompany’s role in traffic safety and our contribution to the preventionof traffic accidents.

Certificate

Overseas Base Initiatives
Employees of Nissha (Kunshan) Precision IMD Mold Co., Ltd. conducted activities at a care home
for the elderly in Kunshan City. They gave gifts of fruit and goods for daily use, and enjoyedconversations and walks with the residents. The visit provided all participating employees theopportunity to deepen their sense of respect for the elderly.
Since 2010, it was the third year of this social contribution activities at Nissha (Kunshan). The
group company plans to continue their activities into the future.

Community Involvement and Development

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Visit to care home

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CSR Report 2012

Company Outline
Company Outline

Company nameNissha Printing Co., Ltd.

Headquarters

3 Mibu Hanai-cho, Nakagyo-ku, Kyoto 604-8551, Japan

President and CEO,
Representative
Director of the

Junya Suzuki

Board
Founded

October 6, 1929

Established

December 28, 1946

Capitalization¥5,684,790 thousand

Number of
employees

Bases

983 (Consolidated: 3,396) as of end of March 2012

Japan: 11
Overseas: 26 (including locally incorporated companies)

Nissha's Financial Results

Company Outline

65

CSR Report 2012

Sales Breakdown in FY2012

Breakdown by business field

Breakdown by overseas vs. domestic

Global Network

Nissha Businesses and Major Affiliated Companies
Nissha operates three businesses: Industrial Materials, Devices, and Information andCommunication.
Industrial Materials
In the Industrial Materials business, we meet a broader range of customer needs by expanding anddeveloping on application areas for proprietary technologies such as IMD, which implements threedimensional plastic molding and graphics at the same time.
Products
IMD (Simultaneous Molding and Decorative Film Transfer System)
IML (Simultaneous Molding and Decorative Film Insert System)
Heat Transfer Foil
Nissha TechSol (functional film)
Ｎissha In-Metal (transfer to metal)
Applications
PCs, Mobile phones, home appliances, automotives (interiors and exteriors), cosmetic packages,
etc.

Company Outline

66

CSR Report 2012

Affiliated Companies
Nitec Industries, Inc.
Nitec Mold Engineering, Inc.
Eimo Technologies, Inc.
Guangzhou Nissha High Precision Plastics Co., Ltd.
Nissha (Kunshan) Precision IMD Mold Co., Ltd.
Southern Nissha Sdn. Bhd.
DevicesIn the Devices business, we offer FineTouch, which leads the touch-input device market with
cutting-edge technology, and by evolving from touch-input to sensing functions, pursue morecompetitive and advanced technologies with an eye toward future trends.
Products
Capacitive-type touch panel
Resistive-type touch panel
Applications
Smartphone, tablet device, mobile gaming gear, digital camera, healthcare appliance, home
appliance, medical device, etc.
Affiliated Companies
Nitec Precision, Inc.
Nitec Precision and Technologies, Inc.
Information and Communication
In the Information and Communication business, we offer products that support customers’marketing and communication strategies, social media solutions, systems for the environment andsecurity fields, and other technologies based on printing that create new value.
Products
Sales promotion
Web solution
Commercial printing
Printing & publishing
Cultural asset art solutions
Communication design
Affiliated Companies
Nissha Sales Promotion & Products Co., Ltd.
Nitec Printing Co., Ltd.

Company Outline

67

CSR Report 2012

Editorial Policy
Editorial Policy
CSR Report 2012 has been compiled with the objective of disclosing to our numerous
stakeholders, including customers, information regarding Nissha’s initiatives and businessperformance in fiscal year 2012 (April 2011–March 2012). The report is published annually since2004 (in fiscal years 2005 and 2006 as Environmental Report, and from fiscal year 2007 onward as
CSR Report) with the aim of serving as a communication tool to build mutual trust with society.
The contents of this report are based on the guidelines given below as well as various
questionnaires regarding corporate evaluation. Editing was conducted in line with the core sectionsof ISO 26000 while taking into consideration significance both for society and Nissha’s
stakeholders and for Nissha itself. With this issue, we aimed to create an easy-to-understand reportwith enriched contents, and to declare our performance according to the Application Level given in
the Global Reporting Initiative (GRI)’s Sustainability Reporting Guidelines (G3). We assess thisreport to meet the standards of GRI Application Level C.
Guidelines used as reference:・ Environmental Reporting Guidelines 2007, issued by the Japanese Ministry of the Environment
・ Sustainability Reporting Guidelines (G3), developed by the Global Reporting Initiative・ ISO26000
Period Covered
The information contained in this report, in principle, covers the period from April 2011 to March
2012. Some reporting has also been done regarding activities carried out after April 2012.
Scope of Reporting
The information and data contained in this report focus mainly on activities conducted by the
Nissha Group. Where information for the entire group is not available, the scope of reporting has
been indicated on the relevant page.
“Nissha Printing Co., Ltd.” refers to the parent company alone. “Nissha” and “Nissha Group” refer to
Nissha Printing Co., Ltd. and its group companies. “Headquarters” refers to the Headquarters andaffiliated companies located within the headquarters premises (such as Nissha Intersystems Co.,
Ltd.).
Publication Dates
Current issue: June 2012
Next issue: June 2013 (planned)
Last issue: June 2011
Variations in Scope of Reporting
The numerical data given in each category of environmental report reflect calculations of the 12month period between April 2011 and March 2012. Those for the Nitec Industries, Inc., Kameoka
Factory, which discontinued production in December 2011, however, reflect the nine-month period
between April and December 2011.
Nitec Precision and Technologies, Inc. started mass production in March 2012; however, since it
has conducted test manufacturing before then, it is included in the 12-month scope of reporting

Editorial Policy

68

CSR Report 2012

between April 2011 and March 2012, particularly with regard to CO2 emission and waste
generation volumes.
Publishing Division and Contact for Inquiries
Nissha Printing Co., Ltd.
Corporate Communications
Tel: +81-(0)75-811-8111
Fax: +81-(0)75-823-5344
Inquiries: Nissha website “Contact us” page

Editorial Policy

69

CSR Report 2012

GRI Content Index
Nissha Printing Co., Ltd. has used the Global Reporting Initiative (GRI)’s Sustainability Reporting
Guidelines (G3) as a reference in compiling CSR Report 2012. Further, we have conducted aself-check of the extent to which the guidelines were applied in our reporting, employing the GRI
Application Levels. We assess this report to meet the standards of GRI Application Level C.
The list of application level criteria and a GRI guidelines comparison table are given below.

G3 Performance
Indicators &Sector Supplement
Performance
Indicators

Report fully on aminimum of any 10
Performance
Indicators, including
at least one from eachof: social, economic,
and environment.

B

B+

Report on all
criteria listed forLevel C plus:
1.2
3.9, 3.13
4.5-4.13,
4.16-4.17

A

A+

Same asrequirement forLevel B

Management
Approach
Disclosuresfor each Indicator
Category

Report fully on a minimumof any 20 Performance
Indicators, at least one
from each of: economic,
environment, humanrights, labor, society,product responsibility.

Management
Approach disclosed
for each Indicator
Category

Respond on each core G3and Sector Supplement*
indicator with due regard to
the Materiality Principle byeither: a) reporting on theindicator or b) explaining
the reason for its omission.

Report Externally Assured

Not Required

Report Externally Assured

O U T P U T
O U T P U T

G3 Management
Approach
Disclosures

O U T P U TStandard Disclosures

G3 Profile
Disclosures

C+

Report on:
1.1
2.1-2.10
3.1-3.8, 3.10-3.12
4.1-4.4, 4.14-4.15

Report Externally Assured

C

Report Application Level*Sector supplement in final version

GRI Content Index
Item

Location in CSR report

Pages onPDF

Top Message

02-03

1. Strategy and Analysis
1.1Statement from the most senior decision-maker of theorganization (e.g., CEO, chair, or equivalent senior
position) about the relevance of sustainability to theorganization and its strategy

1.2

Description of key impacts, risks, and opportunities

2.1

Name of the organization

Company Outline

65-67

2.2

Primary brands, products, and/or services

Company Outline

65-67

2.3

Operational structure of the organization, including main
divisions, operating companies, subsidiaries, and joint ventures

Company Outline

2.4

Location of organization s headquarters

Company Outline

65-67

2.5

Number of countries where the organization operates, and namesof countries with either major operations or that are specifically
relevant to the sustainability issues covered in the reportCompany Outline

65-67

2.6

Nature of ownership and legal form

Company Outline

65-67

2.7

Markets served (including geographic breakdown, sectors
served, and types of customers/beneficiaries)

Company Outline

65-67

Company Outline

65-67

2. Organizational Profile

65-67

Scale of the reporting organization, including

2.8

・Number of employees
・Net sales (for private sector organizations) or net

revenues (for public sector organizations)・Total capitalization broken down in terms of debt and equity(for private sector organizations

・Quantity of products or services provided

GRI Content Index

70

CSR Report 2012

Location in CSR report

Pages onPDF

Editorial Policy

68-69

Approach to CSR
Community Involvement and Development

05-07
62-64

Item
Significant changes during the reporting period regarding size,
structure, or ownership including:・The location of, or changes in operations, including facility
2.9 openings, closings, and expansions
・Changes in the share capital structure and other capitalformation, maintenance, and alteration operations (for private
sector organizations)2.10 Awards received in the reporting period
3. Report Parameters
Report Profile
3.1

Reporting period (e.g., fiscal/calendar year) for information provided

Editorial Policy

68-69

3.2

Date of most recent previous report (if any)

Editorial Policy

68-69

3.3

Reporting cycle (annual, biennial, etc)

Editorial Policy

68-69

3.4

Contact point for questions regarding the report or its contents

Editorial Policy

68-69

Editorial Policy

68-69

Report Scope and Boundary
Process for defining report content, including
・Determining materiality
3.5
・Prioritizing topics within the report
・Identifying stakeholders the organization expects to use the report
3.6

Boundary of the report (e.g., countries, divisions,subsidiaries, leased facilities, joint ventures, suppliers).

Editorial Policy

68-69

3.7

State any specific limitations on the scope or boundaryof the report

Editorial Policy

68-69

3.8

Basis for reporting on joint ventures, subsidiaries, leased
facilities, outsourced operations, and other entities thatcan significantly affect comparability from period toperiod and/or between organizations

Not applicable―

3.9

Data measurement techniques and the bases of calculations, including
assumptions and techniques underlying estimations applied to thecompilation of the Indicators and other information in the report

Explanation of the effect of any re-statements of information
provided in earlier reports, and the reasons for such
3.10
re-statement (e.g., mergers/ acquisitions, change of baseyears/periods, nature of business, measurement methods)

Not applicable―

Significant changes from previous reporting periods in the scope,boundary, or measurement methods applied in the report

Editorial Policy

68-69

This table; GRI Content Index

70-76

3.11

GRI Content Index
3.12 Table identifying the location of the Standard Disclosures in the report
Assurance
Policy and current practice with regard to seeking external
assurance for the report. If not included in the assurance report
3.13 accompanying the sustainability report, explain the scope and basisof any external assurance provided. Also explain the relationshipbetween the reporting organization and the assurance provider(s)4. Governance, Commitments, and Engagement
Governance
4.1

Governance structure of the organization, including committees
under the highest governance body responsible for specifictasks, such as setting strategy or organizational oversight

Corporate Governance

10-12

4.2

Indicate whether the Chair of the highest governance body is also
an executive officer (and, if so, their function within theorganization s management and the reasons for this arrangement)

Corporate Governance

10-12

4.3

For organizations that have a unitary board structure, state thenumber and gender of members of the highest governancebody that are independent and/or non-executive members

Corporate Governance

10-12

4.4

Mechanisms for shareholders and employees to provide
recommendations or direction to the highest governance body

Corporate Governance
Human Rights

10-12
15-16

4.5

Linkage between compensation for members of the highest
governance body, senior managers, and executives (including
departure arrangements), and the organization s performance(including social and environmental performance)

4.6

Processes in place for the highest governance body toensure conflicts of interest are avoided

4.7

Process for determining the composition, qualifications, and expertiseof the members of the highest governance body and its committees,
including any consideration of gender and other indicators of diversity.

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Item

Location in CSR report

Pages onPDF

4.8

Internally developed statements of mission or values,
codes of conduct, and principles relevant to economic,
environmental, and social performance and the status of
their implementation

Corporate Ethics and Compliance
Human Resources Development
Safety and Health
Policy and Management Structures
Initiatives Related to Information Security
Partnership with Our Suppliers
Social Media Policies
Community Involvement and Development

13
18-19
24-26
28-30
49
53-55
56-57
62-64

4.9

Procedures of the highest governance body for overseeing theorganization s identification and management of economic,
environmental, and social performance, including relevant risks
and opportunities, and adherence or compliance withinternationally agreed standards, codes of conduct, and principles

記載なし

―

記載なし

―

Explanation of whether and how the precautionary
4.11
approach or principle is addressed by the organization

Corporate GovernanceMonitoring and Prevention of Pollution

10-12
43-44

Externally developed economic, environmental, and4.12 social charters, principles, or other initiatives to which
the organization subscribes or endorses

United Nations Global Compact

08

Processes for evaluating the highest governance body s
4.10 own performance, particularly with respect to economic,
environmental, and social performance
Commitments to External Initiatives

Memberships in associations (such as industry
associations) and/or national/international advocacy
organizations in which the organization:
・Has positions in governance bodies
4.13 ・Participates in projects or committees
・Provides substantive funding beyond routine
membership dues
・Views membership as strategic
Stakeholder Engagement
4.14 List of stakeholder groups engaged by the organization

Approach to CSR

05-07

4.15 Basis for identification and selection of stakeholders with whom to engage

Approach to CSR

05-07

Approaches to stakeholder engagement, including
4.16
frequency of engagement by type and by stakeholder group
Key topics and concerns that have been raised through stakeholder
4.17 engagement, and how the organization has responded to those key
topics and concerns, including through its reporting
5. Management Approach and Performance Indicators
Economic
Disclosure on Management Approach
Aspect: Economic Performance
EC1 CORE

Direct economic value generated and distributed, including
revenues, operating costs, employee compensation,
donations and other community investments, retained
earnings, and payments to capital providers and governments

EC2 CORE

Financial implications and other risks and opportunities
for the organization s activities due to climate change

Distribution of Added Value to Stakeholders

14

EC3 CORE Coverage of the organization s defined benefit plan obligations
EC4 CORE Significant financial assistance received from government
Aspect: Market Presence
EC5 ADD

Range of ratios of standard entry level wage by gender comparedto local minimum wage at significant locations of operation

EC6 CORE

Policy, practices, and proportion of spending on
locally-based suppliers at significant locations of operation

EC7 CORE

Procedures for local hiring and proportion of senior management
hired from the local community at locations of significant operation

Aspect: Indirect Economic Impacts
Development and impact of infrastructure investments
EC8 CORE and services provided primarily for public benefit
through commercial, in-kind, or pro bono engagement
EC9 ADD

Understanding and describing significant indirect
economic impacts, including the extent of impacts

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Location in CSR report

Pages onPDF

Impact as a Result of Business Operations

35

Direct energy consumption by primary energy
sourceImpact as a Result of Business Operations
Environmental Accounting
Prevention of Further Global Warming

35
36-37
38-40

EN4 CORE Indirect energy consumption by primary source

Impact as a Result of Business Operations
Environmental Accounting
Prevention of Further Global Warming

35
36-37
38-40

Impact as a Result of Business Operations
Environmental Accounting

35
36-37

Impact as a Result of Business Operations
Environmental Accounting
Prevention of Further Global Warming

35
36-37
38-40

EN21 CORE Total water discharge by quality and destination

Impact as a Result of Business Operations

35

EN22 CORE Total weight of waste by type and disposal method

Impact as a Result of Business Operations
Environmental Accounting
Waste Management and Zero Emissions

35
36-37
41-42

Item
Environmental
Disclosure on Management Approach
Aspect: Materials
EN1 CORE Materials used by weight or volume
EN2 CORE Percentage of materials used that are recycled input materials
Aspect: Energy
EN3 CORE

EN5 ADD

Energy saved due to conservation and efficiency
improvements

EN6 ADD

Initiatives to provide energy-efficient or renewableenergy based products and services, and reductions
in energy requirements as a result of these
initiatives

EN7 ADD

Initiatives to reduce indirect energy consumption
and reductions achieved

Aspect: Water
EN8 CORE Total water withdrawal by source
EN9 ADD Water sources significantly affected by withdrawal of water
EN10 ADD

Percentage and total volume of water recycled andreusedAspect: Biodiversity
Location and size of land owned, leased, managed
EN11 CORE in, or adjacent to, protected areas and areas of highbiodiversity value outside protected areas
Description of significant impacts of activities, products,
EN12 CORE and services on biodiversity in protected areas andareas of high biodiversity value outside protected areas
EN13 ADD Habitats protected or restored
EN14 ADD

EN15 ADD

Strategies, current actions, and future plans for
managing impacts on biodiversity
Number of IUCN Red List species and national
conservation list species with habitats in areas
affected by operations, by level of extinction risk

Aspect: Emissions, Effluents, and Waste
EN16 CORE

Total direct and indirect greenhouse gas emissions
by weight

EN17 CORE

Other relevant indirect greenhouse gas emissions
by weight

EN18 ADD

Initiatives to reduce greenhouse gas emissions andreductions achieved

EN19 CORE Emissions of ozone-depleting substances by weight
EN20 CORE

NO, SO, and other significant air emissions by type
and weight

EN23 CORE Total number and volume of significant spills
EN24 ADD

Weight of transported, imported, exported, or treatedwaste deemed hazardous under the terms of the Basel
Convention Annex I, II, III, and VIII, and percentage oftransported waste shipped internationallyIdentity, size, protected status, and biodiversity value of
EN25 ADD water bodies and related habitats significantly affected by
the reporting organization s discharges of water and runoff
Aspect: Products and Services
EN26 CORE

Initiatives to mitigate environmental impacts ofproducts and services, and extent of impact mitigation

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EN27 CORE

Location in CSR report

Pages on
PDF

Environmental Accounting

36-37

Percentage of products sold and their packaging
materials that are reclaimed by category

Aspect: Compliance
Monetary value of significant fines and total number
EN28 CORE of non-monetary sanctions for non-compliance withenvironmental laws and regulations
Aspect: Transport
Significant environmental impacts of transporting products
EN29 ADD and other goods and materials used for the organization s
operations, and transporting members of the workforce
Aspect: Overall
EN30 ADD

Total environmental protection expenditures andinvestments by type

Labor Practices and Decent Work
Disclosure on Management Approach
Aspect: Employment
LA1 CORE

Total workforce by employment type, employment
contract, and region, broken down by gender

LA2 CORE

Total number and rate of new employee hires andemployee turnover by age group, gender, and region

Respect for Diversity

20-21

Human Rights

15-16

Safety and Health

24-26

Safety and Health24-26

Respect for Diversity

20-21

Partnership with Our Suppliers

53-55

Benefits provided to full-time employees that are
LA3 ADD not provided to temporary or part-time employees,
by significant locations of operations
Aspect: Labor/Management Relations
LA4 CORE

Percentage of employees covered by collective
bargaining agreements

LA5 CORE

Minimum notice period(s) regarding operational changes,
including whether it is specified in collective agreements

Aspect: Occupational Health and Safety
Percentage of total workforce represented in formal joint
LA6 ADD management– worker health and safety committees that help
monitor and advise on occupational health and safety programs
LA7 CORE

Rates of injury, occupational diseases, lost days, and absenteeism,and total number of work-related fatalities, by region and by gender

Education, training, counseling, prevention, andrisk-control programs in place to assist workforce
LA8 CORE
members, their families, or community members
regarding serious diseases
LA9 ADD

Health and safety topics covered in formal
agreements with trade unions

Aspect: Training and Education
LA10 CORE

Average hours of training per year per employee by
gender, and by employee category

Programs for skills management and lifelong learning
LA11 ADD that support the continued employability of employees
and assist them in managing career endings
LA12 ADD

Percentage of employees receiving regular performanceand career development reviews, by gender

Aspect: Diversity and Equal Opportunity
Composition of governance bodies and breakdown of employees
LA13 CORE per employee category according to gender, age group, minority
group membership, and other indicators of diversity
LA14 CORE

Ratio of basic salary and remuneration of women to men
by employee category, by significant locations of operation
Human Rights

Disclosure on Management Approach
Aspect: Investment and Procurement Practices
Percentage and total number of significant investment agreements
HR1 CORE and contracts that include clauses incorporating human rights
concerns, or that have undergone human rights screening
Percentage of significant suppliers, contractors,
HR2 CORE and other business partners that have undergone
human rights screening, and actions taken

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PDF

Corporate Governance

10-12

Consumer Issues

58-61

Total hours of employee training on policies and procedures
HR3 ADD concerning aspects of human rights that are relevant tooperations, including the percentage of employees trained
Aspect: Non-Discrimination
HR4 CORE

Total number of incidents of discrimination andcorrective actions taken

Aspect: Freedom of Association and Collective Bargaining
Operations and significant suppliers identified inwhich the right to exercise freedom of association and
HR5 CORE
collective bargaining may be violated or at significant
risk, and actions taken to support these rights
Aspect: Child Labor
Operations and significant suppliers identified as having
HR6 CORE significant risk for incidents of child labor, and measurestaken to contribute to the effective abolition of child labor
Aspect: Forced and Compulsory Labor
HR7 CORE

Operations and significant suppliers identified ashaving significant risk for incidents of forced orcompulsory labor, and measures to contribute to theelimination of all forms of forced or compulsory labor

Aspect: Security Practices
Percentage of security personnel trained in the
HR8 ADD organization s policies or procedures concerning aspectsof human rights that are relevant to operations
Aspect: Indigenous Rights
HR9 ADD

Total number of incidents of violations involving
rights of indigenous people and actions taken
Society

Disclosure on Management Approach
Aspect: Local Communities
Percentage of operations with implemented local
SO1 CORE community engagement, impact assessments, anddevelopment programs
Aspect: Corruption
SO2 CORE

Percentage and total number of business units
analyzed for risks related to corruption

SO3 CORE

Percentage of employees trained in organization s
anti-corruption policies and procedures

SO4 CORE Actions taken in response to incidents of corruption
Aspect: Public Policy
SO5 CORE

Public policy positions and participation in public
policy development and lobbying

SO6 ADD

Total value of financial and in-kind contributions to politicalparties, politicians, and related institutions by country

Aspect: Anti-Competitive Behavior
SO7 ADD

Total number of legal actions for anti-competitive behavior,anti-trust, and monopoly practices and their outcomes

Aspect: Compliance
SO8 CORE

Monetary value of significant fines and total number of non-monetary
sanctions for non-compliance with laws and regulations
Product Responsibility

Disclosure on Management Approach
Aspect: Customer Health and Safety
PR1 CORE

Life cycle stages in which health and safety impacts
of products and services are assessed for
improvement, and percentage of significant products
and services categories subject to such procedures

Total number of incidents of non-compliance with regulations
PR2 ADD and voluntary codes concerning health and safety impacts ofproducts and services during their life cycle, by type of outcomes
Aspect: Product and Service LabelingType of product and service information required by
PR3 CORE procedures, and percentage of significant products andservices subject to such information requirements

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Consumer Issues

58-61

Total number of incidents of non-compliance with
PR4 ADD regulations and voluntary codes concerning product andservice information and labeling, by type of outcomes
PR5 ADD

Practices related to customer satisfaction, including
results of surveys measuring customer satisfaction

Aspect: Marketing Communications
Programs for adherence to laws, standards, andPR6 CORE voluntary codes related to marketing communications,
including advertising, promotion, and sponsorship
Total number of incidents of non-compliance with regulations andPR7 ADD voluntary codes concerning marketing communications, including
advertising, promotion, and sponsorship by type of outcomes
Aspect: Customer Privacy
PR8 ADD

Total number of substantiated complaints regarding
breaches of customer privacy and losses of customer data

Aspect: Compliance
Monetary value of significant fines for non-compliance
PR9 CORE with laws and regulations concerning the provisionand use of products and services

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