DNP Group CSR Management and Year Topics 2020

CSR Management

Foundation to support value creation

Value creation

Principal themes

Medium- to long-term vision

DNP has set principal themes to be addressed as part of CSR management. In addition to identifying themes that we deem
important and a priority based primarily on our management strategy and business fields, we also include themes that theinternational community views as critical, starting with the United Nations Global Compact Ten Principles and the Sustainable
Development Goals (SDGs), and comprehensively analyze them.

Indicators prioritized in an effort to achieve
medium- to long-term vision

Medium- to long-term targets

FY2019 results

Business toContribute to
SDGs Achievement

We create new value through products and services, which
will contribute to the achievement of the SDGs, and help
society grow in a sustainable manner.

(1) Sales of environmentally conscious products and services(DNP contributes to achieving the SDGs through all its
business activities. DNP set the above as one of the clear
indicators to monitor progress.)(1) Achieve sales of 600 billion yen by FY2020.

(1) 624.2 billion yen

Fair Operating
PracticesWe help to maintain and develop orderly, free andcompetitive markets based on laws and social ethics and byalways remaining fair and equitable.

(1) Number of meetings of the Corporate Ethics Committee(2) Bases holding Autonomous Corporate Ethics Training(1) Hold meeting once a month (12 times a year).
(2) Achieve 100% (covering all applicable bases).

(1) Once a month(12 times)(2) 100% (107 bases)

Human Rights andLabor

We place human dignity first and foremost and respect
diversity unique to all persons that includes their culture,nationality, race, ethnicity, language, religion, values, gender,
age, gender identity, and sexual orientation or whether they
have disabilities. We accordingly respect working styles
suited to the diversity of our employees and make efforts tocreate a safe, healthy and vibrant working environment
based on the assumption of acting with discipline.

(1) Ratio of women managers(2) Number of women in managerial positions and leadership
positions(3) Ratio of employees with disabilities(4) Rate of annual paid leave taken(5) Frequency rate of lost workday injuries(1) Achieve ratio of women managers (section manager orabove) of 7% or more by the end of March 2022.
(2) Double the number of women in managerial positions
and leadership positions by the end of March 2022
compared with the number (430) in February 2016.
(3) Achieve the ratio not lower than 2.2%
(4) Achieve an increase over the previous fiscal year (52.4%).
(5) Keep the rate not more than 0.2.

(1) 6.07%(2) 1.17 times the number(760)(3) 2.26%(4) 54.7%(5) 0.21

Environment

DNP targets the realization of a decarbonized society,a recycling-oriented society and a society in harmony withnature by creating new value through Printing andInformation (P&I) innovation designed to achieve theemergence of a sustainable society.
(Full text available on page 6, the DNP Group Environmental
Report 2020)	To the page 16 of the DNP Group Environmental
Report 2020 for Environmental Activity Targets andResults List

Responsible
Procurement

For creating excellent value and cultivating strong
compliance awareness at the same time, we work jointlywith our supply chain stakeholders and conduct
procurement that gives due consideration to human rights,
the environment and more.

(1) Average score of DNP Group CSR Procurement
Guidelines survey on key suppliers(2) Percentage of key suppliers that have obtained theconformance certificate of DNP Group Guidelines for
Procurement of Paper for Printing and Converting(1) Achieve the average score of 90 points by FY2030.
(2) Achieve 100% by FY2030.

(1) 87 points in Japan(2) 92%

Product Safety
and Quality

We seek to gain the trust of society by prioritizing the safety
and quality of our products and services as part of our
responsibility as a company that supplies these to society.

(1) Achieve zero accidents.
(2) Achieve 100%.

(1) Zero accidents(2) 100% (383 products)(1) Achieve 100% (covering all business units and Group
companies)(2) Achieve 100% (covering all applicable divisions)(3) Achieve 100% (covering all business units and Group
companies)(4) Achieve 100% (covering all applicable websites)(1) 100% (84 units andcompanies)(2) 100% (71 times)(3) 100% (Approx. 41,000
persons)(4) 100% (397 systems
tested)(1) Number of serious accidents* caused by our products

Information
Security

Corporate
Citizenship* Including cases where a defect in our products jeopardizes the user’slife, causes serious bodily harm or inflicts serious damage on theuser’s property (other than the product itself)(2) Percentage of newly developed products undergoingproduct safety and risk assessment"

We ensure the exceptional security of personal information
and all other information assets through management andprotection as part of the social responsibility of a company
handling such information assets.

(1) Number of information security compliance assessments
conducted(2) Number of inspections and instructions on divisions
implementing priority measures for security of personal andother information security performed by executive officers
in charge(3) Participation rate of information security education andtraining(4) Number of security vulnerability tests for publicly open
websites

We contribute to society by resolving social issues,
conducting volunteer activities and through cultural activities
as we look to deepen our relationship with society as a good
corporate citizen that coexists with society.

(1) Number of external participants for DNP’s original future
generations development programs(2) Number of local volunteer activities per year to
support reconstruction of disaster-stricken regions,
including Tohoku and Kumamoto(1) Achieve an accumulated total of 7,500 persons from
FY2015 to FY2019.
(2) Constantly conduct the activity three times a year until
FY2019.

(1) Accumulated total:
8,542 persons(2) Four times: twice in

Tohoku, once in Kumamotoand once in Hiroshima	(support for restoration ofareas hit by torrential rains inJuly 2018)https://www.un.org/sustainabledevelopment/
The content of this publication has not been approved by the United Nations and does not reflect the views of the United Nations or its officials or Member States.

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DNP Group CSR Management and Year Topics 2020

Fair Operating Practices
Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2019 Results
Performance indicators

Targets

FY2019 results(1) Number of meetings of the Corporate Ethics Committee*1(1) Hold meeting once a month (12 times a year).

(1) Once a month (12 times)(2) Bases holding Autonomous Corporate Ethics Training*2(2) A chieve 100% (covering all applicable bases).

(2) 100% (107 bases)*1 An organization overseeing internal controls, responsible for promoting a compliance framework to ensure that all business activities of the DNP Group are
carried out in an appropriate manner. Consisting of directors and corporate officers in charge of organizational units within the head office, the committee holds
regular monthly meetings to formulate and determine policies and various activity implementation plans concerning the compliance framework of the entire
Group. The committee is also responsible for comprehensively inspecting, reviewing and providing guidance for the framework established and operated inaccordance with the implementation plans.
*2 Training provided on a continuous basis since 2003. The heads of each business division provide lectures on corporate ethics as a foundation of business andexplain to their staff the issues and countermeasures relevant to the operations of their respective divisions.

Partial Revision to and Thorough Implementation of the DNP Group Code of Conduct
DNP has formulated the DNP Group Code of
Conduct, which serves as conduct guidelines to beobserved by all employees in carrying out corporate
activities, and distributed a booklet listing the 10
tenets of the code, such as “Compliance with the law
and social ethics” to all employees. With the
Corporate Ethics Committee*1 taking the lead, we
have been working to communicate the code andensure its thorough implementation through a rangeof training programs, including New Employee

Training and other trainings according to rank as wellas Autonomous Corporate Ethics Training*2.
Keeping with changes in social situations, werevised “how employees should act” stipulated in thecode in March 2019. The revision was intended toturn the code into more familiar and easier-to-understand guidelines for each employee to follow ineveryday conduct. We have been providing various
training and lectures at all DNP business sites in andoutside Japan to inform and instill the revision details.

Reinforcing Our Internal Whistle-Blower System and Structure at Overseas Business
Locations
In 2002, DNP established the Open Door Room asa contact point to receive whistle-blowing reports inthe DNP Group. We also set up an external helplinein 2015, in which lawyers receive relevant inquiries
and reports. These inquiry and reporting systems
are operated in accordance with our internal
standards, which are based on Japan’s Whistleblower
Protection Act.
In January 2020, we revised and reinforced ourinternal whistle-blower system and structure atoverseas locations in response to the globalization of
the market as well as social issues. Specifically, we
newly established a global whistle-blower contact

point with greater language compatibility in Southeast
Asia, a region having relatively high bribery, improperaccounting and other compliance risks among ouroverseas locations. The contact point gives regularand contract (fixed-term) employees of our overseas
Group companies a means to directly report serious
or potential legal violations. Going ahead, we will
gradually expand the scope of the contact point to
our Group companies in other regions, and bypromoting more swift and appropriate response,
increase the fairness of management.
News Release / Topics (in Japanese) Link

Anti-Bribery Initiatives
With the aim of preventing bribery in and outside
Japan, DNP formulated the DNP Group Anti-Bribery
Policy in 2018. To turn the policy into specific practices, we have formulated and have been operating inaccordance with the DNP Group Anti-Bribery
Regulations and DNP Group Anti-Bribery Guidelines.
 fforts for instilling and establishing anti-briberyEpractices hecking the status of implementationC(anti-bribery self-check)
We conduct an inspection at each division within thehead office, business units and Group company inand outside Japan using our anti-bribery self-checksheet. The inspection includes a check on the occurrence or non-occurrence of related incidents, thenumber of applications made and the number ofeducation and awareness-raising activities conducted.

(1)	Provided relevant e-learning training to about
18,000 employees in and outside Japan.
(2)	Included prevention of bribery as a topic in theAutonomous Corporate Ethics Training provided
by each organization to instill and establish
anti-bribery practices among all employees.
(3)	Managers and responsible persons of Group
companies in Southeast Asia held an anti-bribery
briefing session for local employees.
Lecture on the DNP Group Code of Conduct held in Southeast Asia

DNP Group Code of Conduct translated into local languages
as necessary and distributed globally

Anti-bribery education lecture by Managing Director Sudo of Tien Wah Press
Pte. Ltd.

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DNP Group CSR Management and Year Topics 2020

Human Rights and Labor
Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2019 Results
Performance indicators

Targets

FY2019 results(1) Ratio of women managers(1) Achieve ratio of women managers (section manager orabove) of 7% or more by the end of March 2022.

(1) 6.07%(2) Number of women in managerial
positions and leadership positions(2) Double the number of women in managerial positions andleadership positions by the end of March 2022 comparedwith the number (430) in February 2016.

(2) 1.17 times the number(760)(3) Ratio of employees with disabilities(3) Achieve the ratio not lower than 2.2%

(3) 2.26%(4) Rate of annual paid leave taken(4) Achieve an increase over the previous fiscal year (52.4%).

(4) 54.7%(5) Frequency rate of lost workday injuries(5) Keep the rate not more than 0.2.

(5) 0.21

Formulation of the DNP Group Human Rights Policy and Other Efforts to Reinforce Human
Rights Management
In the international community, human rights haverecently been recognized as a key issue having equalsignificance as the environment, and efforts are being
made to resolve human rights challenges with theUnited Nations playing a leading role.
With a view to further reinforcing human rights
management, we formulated the DNP Group Human
Rights Policy in March 2020. This policy aims toprotect the internationally recognized human rights asstated in the UN International Bill of Human Rights
and International Labour Organization (ILO)
Declaration on Fundamental Principles and Rights at
Work and shows our commitment to carrying out
corporate activities in conformance with the UN
Global Compact and UN Guiding Principles on

Business and Human Rights. In addition to all
employees within the DNP Group, we also make sure,through the DNP Group CSR Procurement
Guidelines, that our suppliers and business subcontractors implement and promote relevant initiatives.
We have also conducted a survey and evaluationof nine Group companies doing business in Southeast
Asia, Europe and the United States by using the
Human Rights Compliance Assessment Quick Checkof The Danish Institute for Human Rights. The results
showed no major problems requiring immediate
action. We will continue to make efforts to preventand mitigate related risks through such means as
holding interviews with stakeholders.

Reform of Personnel-Related Systems Underpinning Value Creation
While keeping an eye on rapid economic, social andenvironmental changes, DNP strives to resolve social
issues and create new value that meet people’s
expectations. As for personnel-related systems supporting employees working toward these goals, we
are working to provide systems that take into accountchanges occurring in the entire society and are attractive both internally and externally, while upholding abelief that “We should respect employees, and they
will in turn drive corporate growth and make society
more enriching.” By realizing such systems, we intend
to transform employees’ awareness and action.
In designing or rebuilding as appropriate ourpersonnel-related systems, we enhanced our promotion systems mainly targeting young employees andhuman resources with varying careers both within andoutside the Group and carried out a system reform topermit certain side jobs or dual employment in April
2019. In FY2020 onward, we will continue to rebuild abroad range of personnel-related systems. Efforts will
be made to facilitate a reform of our organizational
culture, respond to the concept of equal pay for equal
5

work, enhance systems concerning promotion andthe nurturing of ICT personnel and support work
styles of senior employees.
 ey features of our personnel-related systems
K
reform in FY2020 onward
1.	Revising award systems to accelerate a reformof our organizational culture
l Introduction of a value-based award system
	To accelerate our Value Creation Program, which
all DNP employees have been promoting as part ofour management reform, and to further facilitate areform of our organizational culture, we havechanged the name of our existing Company-wideawards system to “DNP Awards.” We will expand
our achievements by commending excellent initiatives that take a value-based approach and proactively and horizontally disseminating the gained
knowledge throughout DNP.
l Granting safety and health awards
	We will commend initiatives that focus on healthand productivity management in order to cultivate
a workplace culture in which safety takes precedence over everything else and to put into practicethe DNP Group Safety and Health Charter formulated in April 2019.
2.	Response to the concept of equal pay for equalwork	Conforming to the so-called Part-Time and FixedTerm Employment Act and Equal Pay for Equal
Work Guidelines enforced on April 1, 2020, andin accordance with DNP’s basic approach topersonnel-related systems, which ensures promotion based on the current role and performance,
we will introduce new systems for support staff(part-time workers). These will include a system ofhourly wage raise and a system to pay an allowance mainly to those working in shifts.
3. Reform of our promotion system for ICT personnel,
and creation of new value by leveraging ICT	To secure ICT personnel and ensure their appropriate promotion in order to reinforce our ICT-based
businesses, we launched a new system to pay anallowance to ICT project managers in April 2019and started paying an ICT architect/ICT agile
development allowance in April 2020.

4.	Rebuilding systems related to retirement andretirement benefitsl	Introduction of a flexible retirement system up
to the age of 65
	From the dual perspective of increasing motivationand productivity of senior employees and responding to their work style needs, we will introduce a
flexible retirement system to allow senior employees to choose when to retire between the ages of
60 to 65 and work shorter hours during their preretirement period.
l	Partial introduction of a defined contribution
pension scheme	As an addition to the existing defined benefit corporate pension scheme, we will partially introduce
a defined contribution corporate pension schemewith the aim of supporting employees’ self-help
efforts to build assets for post-retirement years andincreasing the portability of pension assets as well
as from the perspective of reducing financial risk.
We will continue to make various reform efforts,
ranging from enhancing support for job transfers involving relocation to introducing a system that allows middleaged employees to choose diverse careers and a system to further leverage diversity as an individual strength.
News Release / Topics (in Japanese) Link

Expanding the Target Scope of Diversity and Inclusion Promotion Activities
DNP has been promoting the active role of womensince the early 2000s, and with the establishment of
the Diversity Promotion Department in June 2018,
stepped up its efforts to create value by leveraging
diversity. We have been undertaking a variety of activities while seeking to “respect and mutually accept
individual differences and leverage such a diversity toencourage each employee and the entire organization
to exercise their capabilities to the fullest and create
new value.”In FY2019, our focus was placed on matching andsynergizing diverse strengths by expanding the scopeof our activities from promoting women’s active
engagement to supporting more active roles ofdiverse human resources, including employees withdisabilities, LGBT+ employees, employees of different
nationalities and senior employees.

 ecognition from society for DNP’s efforts toRpromote the active role of women nhancing the menu ofEdiversity training
In addition to the Diversity
Course and Normalization
Education Training, which
are designed to foster anunderstanding of value creation underpinned bydiversity, we conduct, among others, training to nurture mentors who will be providing consultation andadvice, next-generation female leaders training aiming
for more active engagement of women and training tonurture diversity promotion leaders in the workplace.
Our Diversity Course is an e-learning program
consisting of three parts: 1) basic, 2) practical and3) TAIWA (“dialogue”). During the course, participants
have taken example cases as their own experiences,learned TAIWA-based diversity management techniques and cultivated an idea for realizing mutual
understanding. There has been a growing interest indiversity among employees, as more than 1,000
participants eagerly provided their opinions after thecompletion of the course.

E-learning textbook of the Diversity
CourseIn March 2020, DNP was
granted “Semi-Nadeshiko
Brand” designation for thesecond consecutive year
under the Nadeshiko Brand Initiative of the Ministry of
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DNP Group CSR Management and Year Topics 2020

Responsible Procurement
Economy, Trade and Industry of Japan (METI) and theTokyo Stock Exchange (TSE). The initiative selects“Nadeshiko Brand” and “Semi-Nadeshiko Brand”
companies making excellent efforts to encourage
women’s success in the workplace as attractive
investment destinations for investors who emphasize
medium- to long-term improvement in corporate value.
News Release / Topics (in Japanese) Link
Additionally, DNP received, for the first time in theprinting industry, the Basic Achievement Semi Grand
Prize in the Corporate Basic category of the 2020
J-Win Diversity Awards hosted by the specified NPO
Japan Women’s Innovative Network (J-Win). Under
the same awards program, DNP’s Corporate Officer
Minako Miyama also received
the Leader Award in the
Individual D&I Promotion
Leaders category. DNP willcontinue to proactively pro(Right) Winner of the Leader
Award in the Individual category
mote Group-wide initiatives
Officer Minako Miyama
to encourage women’s active Corporate(in charge of the Recruiting andengagement.
Training Department and Diversity
Promotion Office)News Release / Topics (in Japanese) Link
Efforts related to LGBT+
We launched activities to foster anorganizational culture that has anunderstanding of LGBT+ and leverages diversity. We
are examining inclusion-conscious measures, such as

not requiring applicants to enter gender on job application forms and revising various related systems. In
order to disseminate DNP’s approach in this area bothto employees and outside parties, we will also sponsor various events and participate in social activities
supporting LGBT+.
 fforts for promoting employment of persons
Ewith disabilities (acquisition of special
subsidiary company certification)
With the aim of providing opportunities of active
participation for employees with disabilities based on
their individual strengths and further promoting
employment of diverse human resources, we established DNP Business Partners Co., Ltd. in February
2019 and acquired special subsidiary company certification from the Minister of Health, Labour and Welfare
under the Act on Employment Promotion etc. of
Persons with Disabilities in October of the same year.
DNP Business Partners engages in internal mailand business card printing services within the DNPGroup and provides support to the operation of company cafeterias and management of dispatchedworkers, thereby encouraging more active engagement of persons withdisabilities.
News Release /Topics (in Japanese) Link

DNP Business Partners employeessorting internal mailInitiatives for Putting the DNP Group Safety and Health Charter into Practice
In seeking to cultivate a workplace culture in whichsafety takes precedence over everything else, we areundertaking Company-wide activities to put the DNPGroup Safety and Health Charter into practice.

been implementing equipment safety measures on an
ongoing basis.
 fforts for maintaining and promoting physicalEand mental health

Efforts for prevention of industrial accidents
While facilitating TAIWA with all employees, we haveset a specific target to improve the workplace cultureof manufacturing departments. To achieve this target,
we have organized a Manufacturing Safety Promotion
Project in each manufacturing site and started the
Tsuki-ichi Kyoiku Activity(an activity to set aside anhour each month for
TAIWA and education). At
the same time, based on
to examine how the sharing
objective risk assessment Meetingof information among workplaces
and analysis, we have
impacts safety and health
7

To enable each employee to correctly perceive his or
her health conditions and voluntarily engage in healthpromotion and related activities, we provide “d-HealthUp” jointly with the DNP Health Insurance Association.
It is a health maintenance and promotion programthat provides health guidance and encourages activities by setting targets based on the guidance.
Additionally, for preventing the spread of COVID19 and ensuring the health and safety of employees
and their families, we have established the Central
COVID-19 Response Headquarters led by the president and have been implementing a range of measures throughout the DNP Group.

Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2019 Results
Performance indicators

Targets

FY2019 results(1) Average score of DNP Group CSR Procurement Guidelines survey on
key suppliers(1) Achieve the average score of 90
points by FY2030.

(1) 87 points in Japan(2) Percentage of key suppliers that have obtained the conformancecertificate of DNP Group Guidelines for Procurement of Paper for
Printing and Converting(2) Achieve 100% by FY2030.

(2) 92%

Survey to Check the Level of Compliance with the DNP Group CSR Procurement
Guidelines
With supply chains becoming increasingly complex inline with economic globalization, there has been astronger call to counter risks in such areas as theenvironment, human rights and labor and bribery.
DNP has been working to realize a sustainable supply
chain while recognizing that it is important for us toappropriately evaluate and mitigate the impact of ourbusiness activities in and outside Japan on the international as well as local communities. Since 2006, wehave been undertaking initiatives jointly with suppliers
for responsible procurement that gives due consideration to social and environmental aspects. With theformulation of the DNP Group CSR Procurement
Guidelines in 2017, we extended the scope of ouractivities to all our overseas business locations,requiring our key suppliers and business subcontractors both in and outside Japan to fully comply withthe guidelines.
In FY2018, we carried out a survey on these business partners to check their level of compliance withthe guidelines. For those who did not satisfy DNP’scriteria in the survey, we conducted on-site inspections at their business and manufacturing sites, heldinterviews and provided guidance. More specifically,
we held TAIWA with persons in charge of CSR management to review their CSR strategy, policy,
approach and management structure and gave guidance on risks related to human rights and labor, safety
and health, the environment, product safety andquality, information security, fair transaction and ethics
and social contribution. These efforts have led tohigher average scores in the FY2019 survey and an
improved level of compliance.

Providing Young Employee Training Using a Simulation Game
Purchasing departments responsible for procuring
raw materials have been proactively nurturing humanresources by promoting acquisition and improvementof basic procurement-related knowledge throughtraining. They hold lectures on human rights and the
UN Sustainable Development Goals (SDGs), which
are designed to cultivate a deeper understanding ofvarious social issues resulting from market globalization. As a new initiative, they held a CSR procurement
simulation game in FY2019. The game allowed participants to simulate the impact of human rights problems when they occur in our supply chain and thus
learn issues and responses in a practical manner.
DNP will continue to conduct responsible procurement that takes into account environmental and social

aspects throughout its supply chain.
News Release / Topics (in Japanese) Link

Employee participants simulating the roles of various
stakeholders through a game

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DNP Group CSR Management and Year Topics 2020

Product Safety and Quality

Information Security

Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2019 Results
Performance indicators

Targets(1) Number of serious accidents* caused by our products

FY2019 results(1) Achieve zero accidents.

(1) Zero accidents(2) Achieve 100%.

(2) 100% (383 products)* Including cases where a defect in our products jeopardizes the user’s life, causes serious
bodily harm or inflicts serious damage on the user’s property (other than the product itself)(2) Percentage of newly developed products undergoing product safety and risk
assessment

Initiatives for Creating New Value
In creating and providing new value that will contribute to the resolution of social issues, the most important thing is to ensure the safety and security of peopleusing DNP’s products and services. Under this belief,
we have been focusing on increasing the quality andsafety of our products and services.
Specifically, we conduct quality and safety risk
assessment when designing a product or service anddevise measures according to the level of risk identified. These measures are discussed and determinedat the Quality Assurance and Product Safety
Committee of the responsible business units andreviewed at the Quality Assurance and Product Safety
Committee within the head office. We also perform
tests and evaluations on durability and by using actual
equipment, assuming people’s actual usage environment and conditions, and utilize the results for quality
and safety improvement.
Ensuring product safety, in particular, requires

continuous efforts. DNP performs a product andservice safety risk check on all families of products
twice a year, in addition to a check conducted during
development.
In case risk check results entail a change of designor an improvement in technology in order to ensure
safety, we respond swiftly and compile details of sucha change and improvement into a document and use
it as our product safety standards.
Since 1994, we have also been providing relevant
education to employees through training according torank, specialized education, e-learning and various
other opportunities. In FY2019, we provided education to 9,802 employees on quality agreements withcorporate customers in response to an upcoming
revision to Japan’s Commercial Code in April 2020.
DNP will continue to maintain the perspective ofconsumers and work to provide products and services with high levels of quality and safety.

Initiatives for Preventing Quality-Related Misconduct
DNP strives to enforce legal compliance and ensure
quality and safety and implements sufficient risk
management in order to prevent legal violations andquality-related misconduct from occurring.
In FY2019, there were again cases of corporate
misconduct in Japan, with a notable increase in cases
where defects were found in new technology products or services after their release. To prevent similar
incidents, DNP has been reinforcing its quality management system by performing a validity check led by
the head office, along with receiving ISO and other9third-party certification and diagnosis, and providing
guidance and instructions for corrective action toeach business units.
Additionally, we provide education on an ongoingbasis for each division tailored to its roles, for reinforcing our quality management structure, communicating
the specifications agreed upon with corporate customers in order to ensure the structural reinforcement
and for instilling Group-wide rules, including ensuring
the reliability of inspections.

Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2019 Results
Performance indicators

Targets

FY2019 results(1) Number of information security compliance assessments
conducted(1) Achieve 100% (covering all business
units and Group companies)(1) 100% (84 units andcompanies)(2) Number of inspections and instructions on divisions implementing
priority measures for security of personal and other information
security performed by executive officers in charge(2) Achieve 100% (covering all
applicable divisions)(2) 100% (71 times)(3) Participation rate of information security education and training(3) Achieve 100% (covering all business
units and Group companies)(3) 100% (Approx. 41,000
persons)(4) Number of security vulnerability tests for publicly open websites(4) Achieve 100% (covering all
applicable websites)(4) 100% (397 systems
tested)Issues Recognized by DNP and Response to APTs
(Multilayered Countermeasures /Training on Advanced Persistent Threats, etc.)
With cyber attacks now becoming increasingly artfuland complex, Confidential Information Theft by APT(Advanced Persistent Threat) ranked top in the
10 Major Security Threats list of the Informationtechnology Promotion Agency (IPA). This threatobtains information by infecting personal computerswith a computer virus and penetrating the system of
the target organization. Leakage and misuse of confidential information can cause a significant impact on
business continuity and national security.
Moreover, when subcontracting certain work to an
outside company, and if that subcontractor does nothave appropriate information security measures inplace, there is a risk of being targeted by an attacker
and sustaining damage from a leakage of information
entrusted to the subcontractor. Thus, companies now
need to strengthen information security both within
their own organizations and throughout their supply
chains.
Fully recognizing such information security issues,
DNP has been implementing a range of measuresthat also factor in the latest trends. For example, wehave built layered countermeasures that combine“inbound measures” comprising vulnerability and virus
protection measures for personal computers andservers, “internal measures” to contain damage incase the system has been penetrated and “outboundmeasures” that prevent information from being illicitlytransmitted outside the system. In FY2019, as aneffort to increase the accuracy of our information
security education, we conducted training on APTs forall employees having an assigned email address. We

have also been taking measures against emerging
threats, such as promoting Security By Design,whereby protective functions are built into a computer
system from the development stage, and conducting
periodic vulnerability tests on systems already in use.
The DNP Group company Cyber Knowledge
Academy Co., Ltd. provides educational programs tonurture personnel to counter cyber attacks. Based onthese programs, DNP conducts periodic training, inwhich 174 employees have participated to date. We
are working to improve the skills level of our security
personnel by dispatching employees to the IPA andparticipating in education provided by the Industrial
Cyber Security Center of Excellence (ICSCoE).
DNP also conducts the following organized activities through DNP-CSIRT* (3 full-time members and 16
with concurrent posts) in collaboration with the
Nippon CSIRT Association and other organizations.
l Devise and implement cyber security measuresl	Research information security technology insideand outside the Company
l Cut off malicious site communicationl	Communicate information on vulnerabilities that
require immediate action and verify the implementation status of measuresl	Provide instruction on technological measures in an
emergency such as infection or spread of a virus*C omputer Security Incident Response Team: A team of specialized staff
responding to information security issues

10

DNP Group CSR Management and Year Topics 2020

Corporate Citizenship
Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2019 Results
Performance indicators

Targets

FY2019 results(1) Number of external participants for DNP’s original future
generations development programs(1) Achieve an accumulated total of 7,500
persons from FY2015 to FY2019.

(1) Accumulated total: 8,542 persons(2) Number of local volunteer activities per year to support
reconstruction of disaster-stricken regions, including
Tohoku and Kumamoto(2) Constantly conduct the activity threetimes a year until FY2019.

(2) Four times: twice in Tohoku, once inKumamoto and once in Hiroshima(support for restoration of areas hit bytorrential rains in July 2018)

Environmental Conservation
Engaging in Beach Cleanup and Other Activities to Tackle Marine Plastic Waste Issue
Recently, the issue of marine plastic waste has
become a common challenge in the world, which
requires a broad spectrum of response. As a company handling many plastic products, DNP has beenpromoting efforts for environmental conservation.
In December 2019, with the cooperation of The
Nature Conservation Society of Japan, we conducteda beach and rocky shore cleanup activity at Wada
Nagahama Beach on the Miura Peninsula, Kanagawa
Prefecture. After receiving a lecture by a nature observation instructor on the impact of marine waste on thelocal ecological system,a total of 25 volunteers(22 DNP Group
employees and threefamily members) carried out beachcombing
and cleanup on the
Employee volunteers learning what ishappening on the beachsand beach and rocky

VOICE Stakeholder Opinion

Daigo Iwahashi, Manager, Management
Planning Department, The Nature
Conservation Society of JapanThe natural environment in waters around Japan and its sandbeaches is now facing very serious problems. One of them,which has become increasingly serious both in Japan andacross the world, is the issue of a large amount of microplastic
waste drifting in the sea and being washed ashore. It is said
that the amount of plastic waste in the seas of the world has
already exceeded 150 million tons, showing an increase of 8
million tons (equaling 50,000 jumbo jets) every year. In addition, Japan’s sand beaches have been becoming smaller every
year due to global warming and increasing use of concrete.
According to an estimate, 90% of sand beaches in the country

11

shore. It became an opportunity for the participants togain firsthand knowledge on the seriousness of themarine waste issue, as they collected quite an
amount of waste in just over an hour, from large
waste such as a surfboard, iron poles, buoys, roadcones and fishing nets to smaller ones, including
polystyrene foam, tattered plastic bags and glassfragments.
In working to resolve the issue of marine plastic
waste, DNP will continue to undertake arange of initiatives while
promoting development of environmentally conscious
products and services. Collecting large waste, such as buoys
and road cones

Environmental Initiatives of the DNP Group Link

will be less than half in area by the end of the
21st century, and 60% will completely
disappear in the worst case scenario. This
beach loss has already been causing severe
damage to living organisms in the sea and on
the beach, and there is a growing concernthat it will also have a negative impact onhuman food, culture and recreational activities.
Against this backdrop, we find it very meaningful and feel
grateful for starting concrete action jointly with DNP, ourlong-standing, supporting partner. Volunteers from DNP madea strong commitment to the last year’s activity, with many
providing ideas for problem solving in our questionnaire
survey. Solving the ongoing problems requires years of efforts,
and it is crucial that we do what we can now and continue todo so into the future. We would like to explore ideas of potential activities with DNP and will dedicate our best efforts tothese activities as DNP’s action partner.

Future Generations Development (Educational Programs and Workshops)
Educational Programs and Workshops Under DNP’s Original Programs
DNP’s social contribution activities are based on the five key Social
Contribution Themes of environmental conservation, contribution to local
communities, future generations development, arts and culture andhumanitarian aid. Under the theme of future generations development, wehave been carrying out activities for children, who will lead the next andfuture generations, to stimulate their intellectual curiosity and increase theirinterests in learning and in social issues.
Specifically, we have developed original educational programs and havebeen providing external lessons at elementary schools located near ourbusiness bases and children’s workshops across Japan. In FY2019, we
held external lessons and workshops at 18 schools and educational facilities
mainly in Tokyo, Aichi, Osaka and Kyoto for 1,277 children. Programs
included “The Wonder of Colors” to learn how colors are represented inprinting, “Let’s Play with the World’s Arts” to experience a new way of
appreciating arts using information technology (IT) and “Let’s Make theWorld’s Oldest Globe!” to learn in a fun way the importance of passing on
cultural heritages to future generations.

“The Wonder of Colors” (DNP’s external lesson at
Nakaotai Elementary School, Nagoya City)

New workshop for nurturing artificial intelligence (AI) engineers
In 2019, DNP started providing a workshop for programming beginners andstudents to learn AI technology.
Using a small autonomous race car, the AWS DeepRacer, provided by
Amazon Web Services (AWS), DNP hosts the AWS DeepRacer GP
Powered by DNP racing event on DNP’s original race track within DNP andfor other companies. We provide the event as a venue for exchange among
application developers and have nurtured professional engineers. In
September 2019, we conducted an AWS DeepRacer workshop at Waseda
University in Tokyo for 16 participants, including adult, exchange and undergraduate students. The event was held as part of the university’s Smart
Systems and Services Innovative Professional Education (Smart SE) program under the Education Network for Practical Information Technologies(enPiT) project of the Ministry of Education Culture, Sports, Science andTechnology. At the event, DNP employee volunteers held a discussion in
English with other developers from different cultures and domains, and whileworking as a team, engaged in machine learning and data analysis activities.
At the J-Wave Innovation World Festa 2019, a two-day event held at
Roppongi Hills in Tokyo, DNP set up an original race track within its boothand held workshops that were enjoyable even for AI beginners. Each day,some 50 visitors, mainly small children and their parents, participated in
the workshop and enjoyed driving radio- and AI-controlled race cars withthe support of DNP employee volunteers.
*A mazon Web Services, AWS and AWS DeepRacer are trademarks of Amazon.com, Inc. and its affiliates
in the United States and other countries.

Winning the AWS DeepRacer Championship Cup – Competing in theworld and nurturing AI engineers through an in-house project | Discover
DNP (in Japanese) Link

“Let’s Make the World’s Oldest Globe!” (Workshop
at Knowledge Capital in Umeda, Osaka)

AWS DeepRacer GP Powered by DNP (Race track
set up in a classroom at Waseda University)

AWS DeepRacer GP Powered by DNP (Workshop
crowded with children and their parents enjoying
the race)

Going forward, DNP will continue to deliver original education contents
in many regions, which will stimulate children’s intellectual curiosity.

12

DNP Group CSR Management and Year Topics 2020

Future Generations Development (Charity Events)

Disaster Recovery and Reconstruction Support (Donations and Local Volunteer Activities)

Participating in Events for Future Generations Development (Hibiya Music Festival andTokyo Great Santa Run)

Strengthening Our Framework of Support for Disaster Recovery and Reconstruction Efforts

In June 2019, DNP participated in the Hibiya Music
Festival held in Hibiya Parkin Tokyo. This two-day
event, receiving a total of
about 100,000 visitors, was
Employee volunteers participating
held under the theme of
in a study session on a barrier-freeenvironment and eagerly listening“a free, borderless music
to a lecture
festival for everyone,”transcending music categories as well as barriers ofage, gender and existence or non-existence of disabilities. DNP supports the event’s goals of “diversity,”“sustainable growth” and “future generations development” and participated in the event in various ways.
Firstly, 50 DNP Group
employees participated as
event supporting volunteers. In keeping with thegoals of the event, theyheld a pre-event study
Encouraging visitors to sort wastesession on a barrier-freeand conducting a field test on theenvironment. During therecycling of sorted waste
event, they worked
together with The Nippon Care-Fit Education Instituteto help persons with disabilities and supported therunning of the event by setting up a stage and guiding
visitors. We also provided our GREEN PACKAGING
series of environmentally friendly packaging products
to the food stalls and conducted activities to raise
visitors’ awareness for waste sorting and recycling.
Hibiya Music Festival, a free event for three
generations (children, parents and grandparents) toenjoy great music, realized by music producer Seiji
Kameda | Discover DNP (in Japanese) Link

We also participated in
the Tokyo Great Santa Run
2019, a charity event heldin December 2019 inKomazawa Olympic Park,
About 3,500 Santa Claus runners
Tokyo. The aim of the event participating in the event held forthe second time in Tokyo
is to support children in
and outside Japan, and a part of the proceeds will be
donated to buy Christmas gifts for children fighting
illnesses in Japan and to provide medical support forchildren overseas, who do not have sufficient accessto health care due to poverty.
On the day of the event,
30 DNP Group employees
volunteered to support therunning of the event, andby managing the start of
the run and ensuring thesafety of the running
Mosaic work delivered to children
course, made the event afighting illnesses
more joyful experience. We
also provided the “DNP Marketing Photo Booth
Sharingbox PRIME” service to take and print photographs of visitors and created a mosaic of Santa
Claus by using these photographs. At a later date, themosaic work was delivered to a hospital where children are hospitalized along with books, which DNP
employees and student volunteers picked up at a
Maruzen bookstore in Marunouchi.
Through participation in these and similar events,
DNP will continue to contribute to the development of
future generations and the realization of a sustainable
society.
Bring smiles to children fighting illnesses! – Great
Santa Run creating a circle of support for future
generations development | Discover DNP (inJapanese) Link

Repeated natural disasters around the world in recent
years have led to unprecedented damage. Corporate
assistance has been increasingly needed for recoveringfrom damage and building towns and communities thatcan continue to thrive, and also from the perspective ofensuring the sustainable development of society.
In 2010, DNP formulated standards for support for
natural disaster damage and has been offering specificsupport ever since. A series of natural disasters in 2018,
including the July 2018 West Japan Torrential Rains,provided the impetus for DNP to revise and convert its
standards into the DNP Group Criteria for Conducting
Disaster Recovery and Reconstruction Support to offer
swifter support. In FY2019, following Typhoon Hagibis(Reiwa 1 East Japan Typhoon), we extended the scopeof our criteria from human damage to include physical(housing and other) damage, thereby enabling prompt
decision-making not just for donations but also forsending employees as local volunteers according to thescale of a disaster.

Emergency and Continued Support for Major Disasters and COVID-19
In order to fulfill its mission as a good corporate citizen operating in harmony with society, DNP provides
emergency support to victims of major disasters inand outside Japan in accordance with specific criteria.
For disasters that havecaused devastating damage,such as the Great East Japan
Earthquake, Kumamoto
Cleaning a gutter filled with dirt
Earthquakes and July 2018
during the July 2018 WestWest Japan Torrential Rains, Japan Torrential Rains
News Release / Topics (in Japanese) Link

we also provide continued
support for recovery andreconstruction over the
medium to long term.
In 2020, we started proReconstruction support special
viding various forms of supmenu for the Great East Japan
Earthquake offered in DNP
port for prevention of theGroup company cafeterias
spread of COVID-19, including donating high-performance medical masks (satisfying the N95 classification) to medical institutions.
More choices for children struggling with relative
poverty! – What is a study coupon that is designed
to eliminate after-school educational inequity? |Discover DNP (in Japanese) Link

Donations Made for Disaster Reconstruction in FY2019
Date
May 2019

Disaster

Details / recipient

Donation of proceeds from reconstruction support special menus in DNP company cafeterias /Great East Japan
Chance for Children (¥1,000,000 donated for academic support, equaling one-year academic
Earthquake
support for about five elementary school children)

Amount (¥)
1,063,261

October 2019 Typhoon Hagibis

Disaster support funds and donation of proceeds from reconstruction support special menus in DNP
company cafeterias / Japan Platform

7,590,000

October 2019

Donation of proceeds from the DNP Group Sports Festival / Japan Voluntary Organizations Active inDisaster (JVOAD)

100,000—

Volunteer Activities to Date for Disaster Reconstruction Support (PDF) (in Japanese) Link
VOICE Stakeholder Opinion

Mitsuhiro Goto,
Secretary General, OSAKA Akaru ClubThe Tokyo Great Santa Run is an event planned by theStudents and Children Council, a group of junior high school,
high school and university students joining hands with anaspiration to help children in Japan, who cannot spend
Christmas with their families, and children overseas, who
cannot receive sufficient medical support.
For medical support overseas, we provide monetary
donations as well as ideas for overseas support activities of the
NPO Free The Children Japan (FTCJ). Last year, funds wereused to operate traveling clinic vehicles to provide medical
13

support in remote areas having less access to
hospitals. Under this year’s plan, our donations will be used in a water project as ameans of preventive care so that children canstay healthy and receive education.
For children fighting illnesses in Japan, we
ask hospitals to provide their age and genderand select gifts suited for each child. Among these are picture
books. This year, we received advice from and selected quality
picture books with DNP Group employees. On the day of theevent, DNP also sent employee volunteers and provided
environmentally conscious cups for the soup, which theStudents and Children Council prepared for participants. It will
give us a great pleasure if we can continue to work together
and help children in Japan and overseas.

VOICE Stakeholder Opinion

Yuki Masuda,
HIROSHIMA NPO CENTER
Firstly, we would like to express our appreciation for your activities
in Hiroshima Prefecture, namely Saka-cho in Aki-gun and Yasuura
district in Kure City, which sustained damage from the July 2018
West Japan Torrential Rains. As disasters have become more
frequent and larger, affected areas and disaster victims now face
increasingly diverse and complex issues when working toward
recovery and reconstruction. This has necessitated involvementof diverse actors. Under such circumstances, the sincere efforts

of DNP Group employees, working together
and showing solidarity with disaster victims,
have given much encouragement to thoseliving in difficult conditions. In Saka-cho, plants
potted by DNP Group employees with carebloomed again this year. In the Yasuura
district, rice fields, which they have helped torestore, have been regenerating. Activities of the DNP Group
have surely and steadily advanced the rebuilding of communities.
Remaining grateful for DNP’s support, HIROSHIMA NPO
CENTER will continue to carry out activities in and commit
ourselves to disaster-stricken areas. We will appreciate DNP’scontinued support and cooperation to these affected areas.
14

DNP Group CSR Management and Year Topics 2020

DNP Group’s Corporate Citizenship Activities in FY2019
Key activity theme

1. Environmental
conservation

2. Contribution to
local andinternational
communities

Program

Details

Event / Main location

Conservation of biodiversity

Creating green spaces at business sites, activities to conserve local ecological systems,
othersNationwide: DNP Group bases—

Example Initiatives of Each Site (in Japanese) Link

Cleanup activities

Cleanup activities in and near Nakanoshima Park (Katsura River) in Arashiyama, Kyoto,othersNationwide: DNP Group bases—

No. of local cleanup activity participants:
Over 800 (more than 19 locations nationwide)

Fair trade activities

Fair Trade Month campaign (adding fair trade sesame and macarons to company
cafeteria menu)
Fair Trade Month campaign (coffee tasting events)
In-house sales of fair trade products

Nationwide: D NP Group company cafeterias(28 bases)
Tokyo: DNP Ichigaya Kagacho Building
Tokyo & Chiba: DNP Group coffee shops andcompany stores

Fairtrade Label Japan
Wakachiai Project
Art Coffee Co., Ltd., others

Number of cups of fair trade coffee sold: 57,839

Tokyo: DNP Ichigaya Kagacho Building

Japanese Organization for International Cooperationin Family Planning (JOICEP)¥74,417 of unused stamps and postcards(face value), and about 10 kg of used commemorative
stamps* Cumulative total since 2018: ¥230,000 of unused
stamps and postcards and about 16 kg of usedstampsLocal community contribution activities (overseas Telaga Desa Agro-Enviro Education Park (local community contribution programbusiness locations)involving technical guidance and technology transfer), others

Overseas: PT DNP Indonesia, others

Karawang International Industrial City community
association, others—

External lessons“The Wonder of Colors,” “Picto Challenge”

Tokyo & Aichi: Schools and educational facilities

Environmental Partnership Organizing Club (EPOC)
No. of external lesson participants: 710 (12 locations)
within the Central Japan Industries Association, others

Workshops“Let’s Make the World’s Oldest Globe!”“Let’s Play with the World’s Arts”“Making an Original Notebook”
AWS DeepRacer GP Powered by DNP (workshop for future generations development)

Osaka: K nowledge Capital Workshop Festival(summer and autumn)
Tokyo: DNP in Ichigaya
Tokyo: Waseda University (Smart SE program)
Tokyo: J-Wave Innovation World Festa 2019

Knowledge Capital Association
Tsubomi Project of the Renaissance of Japanese
Education
Tansu Sports & Culture Conference
Amazon Web Services Japan K.K.

No. of workshop participants: 570* Including 40 who participated in workshops toprepare translated picture books

Educational support for developing countries(volunteer activity to prepare translated picture
books)

Consumers: Co-sponsoring workshops to prepare translated picture books
Employees and their families: Preparing translated picture books (FY2019)

Tokyo: DNP Plaza
Nationwide: Homes of DNP Group employees

Shinjuku Creators Festa Executive Committee
Shanti Volunteer Association

No. of translated picture books prepared: 172

Support for women in developing countries(donation of postage stamps and postcards)

Collecting stamps and postcards (FY2019)
Sorting and donating stamps and postcards (those collected in FY2018)

Company visits and plant tours

Accepting company visits and plant tours

Nationwide: DNP Group bases—

No. of schools accepted for company visit
Elementary schools: 3 (150 participants)
Junior high schools: 12 (70 participants)
High schools: 11 (350 participants*)
Special-needs schools, universities, others:
60 participants* Including 210 participating in business education
lessens

Support for business education for high school
students

Business education lessens (total of 5 lessons)Tokyo: Tokyo Metropolitan Fourth Commercial HighSchoolTokyo: DNP Ichigaya Kagacho Building, others

Tokyo Metropolitan Government Office of Education
Commercial Education Consortium Tokyo

No. of business education lesson participants: 210

Charity events

Hibiya Music Festival (volunteering to support the running of the event)Tokyo Great Santa Run (volunteering to support the running of the event and help selectbooks to be given to children)

Tokyo: Hibiya Park, others
Tokyo: Komazawa Olympic ParkTokyo: Maruzen bookstore in Marunouchi

Hibiya Music Festival Executive Committee
OSAKA Akaru Club

No. of visitors to DNP booth: 4,000
No. of participating runners: 3,500

DNP’s cultural activities

Promotion of graphic design and graphic art
Providing more opportunities to see and appreciate arts

Tokyo: ginza graphic gallery
Kyoto: kyoto ddd gallery
Fukushima: C enter for Contemporary Graphic Art(CCGA)
Tokyo: DNP Museum Lab
Kyoto: D
 NP KYOTO UZUMASA CULTURALHERITAGE GALLERYTokyo: Maison des Musées du Monde
Website: artscape

DNP Foundation for Cultural Promotion
Association for Corporate Support of the Arts, others

DNP’s Cultural Activities Link

Disaster reconstruction support (donations)Typhoon Hagibis: Funds collected through donation boxes and proceeds from special
menus in company cafeterias
Great East Japan Earthquake: Proceeds from special menus in company cafeterias
Support for disaster volunteer group: Proceeds from the DNP Group Sports Festival

Nationwide: DNP Group bases
Nationwide: DNP Group company cafeterias
Saitama: DNP Sayama General Sports Ground

Japan Platform
Chance for Children, Inc.
Japan Voluntary Organizations Active in Disaster(JVOAD)

Amount donated:¥7,590,000 (Typhoon Hagibis)¥1,063,261 (Great East Japan Earthquake)(sum of FY2017 and FY2018)¥100,000 (supporting disaster volunteer group)

Disaster reconstruction support (local volunteer
activities)

Great East Japan Earthquake: 12th and 13th local volunteer activities
Kumamoto Earthquakes: 4th local volunteer activities
July 2018 West Japan Torrential Rains: 1st local volunteer activities

Miyagi: S endai City, Higashimatsushima City andOnagawa-cho
Iwate: Rikuzentakata City
Kumamoto: Minamiaso-mura and Mashiki-machi
Hiroshima: Saka-cho and Kure City

Japan Philanthropic Association
Ishinomaki Revival Support Network
KUMAMOTO YMCAHIROSHIMA NPO CENTER

Volunteer Activities to Date for Disaster
Reconstruction Support (PDF) (in Japanese) Link

3. Future generations
development

4. A rts and culture

5. Humanitarian aid
Disasterreconstruction
support (donations)

15

Results data
* Participants are approximate numbers.

Key outside partner

16