DNP Group CSR Management and Year Topics 2022

CSR Management

Foundation to support value creation

Value creation

Principal themes

Medium- to long-term vision

Priority indicators for achieving medium- tolong-term vision

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) Ratio of Super Eco-Products* in total sales

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

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, sexual orientation and 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.

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 and Information(P&I) Innovations designed to achieve the emergence of asustainable society.

Medium- to long-term targets*

FY2021 results(1) Achieve 10% by 2025.

(1) 10.0% (134.8 billion yen)(1) Number of meetings of the Corporate Ethics Committee(2) Ratio of Autonomous Corporate Ethics Training
conducted(1) Hold meeting once a month (12 times a year) or more.
(2) Achieve 100% (covering all organizations concerned).

(1) Once a month (12 times)(2) 100% (109 organizations)(1) Ratio of female managers(2) Number of female managers and leaders(3) Ratio of employees with disabilities(4) Ratio of annual paid leave taken(5) Frequency rate of lost workday injuries(1) Achieve ratio of female managers (section manager orabove) of 7% or more by the end of March 2022.
(2) Double the number of female managers and leaders by
the end of March 2022 compared with the number (430)in February 2016.
(3) Achieve ratio not lower than 2.3%.
(4) Achieve an increase over the previous fiscal year (56.4%).
(5) Keep rate not more than 0.2.

(1) 7.4%(2) Over 2.2 times thenumber (938)(3) 2.43%(4) 57.5%(5) 0.19* Excellent eco-conscious products and services designated through
DNP’s original certification system	For details, see page 59 of the DNP Group Integrated Report 2022 for the DNP Group Environmental Vision 2050 and “Environmental
Medium-term Targets”.
	For details, see page 17 of the DNP Group Environmental Report 2022 for Environmental Activity Targets and Results List.

To the DNP Group Environmental Vision 2050 for full text Link

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.

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) 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 an average score of 90 points or more by
FY2030.
(2) Achieve 100% by FY2030.

(1) 87 points in Japan(2) 94%(1) Achieve zero accidents.
(2) Achieve 100%.

(1) Zero accidents(2) 100% (394 products)(1) Number of serious accidents* caused by our products

Information
Security

Corporate
Citizenship

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.

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.

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.

1

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.

* 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(1) Rate of information security compliance assessments
conducted(2) Rate of inspections and instructions by the executive officer
in charge of divisions implementing priority measures for
personal information protection, etc.
(3) Participation rate of information security education andtraining(4) Rate of security vulnerability tests for publicly open websites(1) Achieve 100% (covering all business units and Group
companies).
(2) Achieve 100% (covering all organizations concerned).
(3) Achieve 100% (covering all organizations concerned).
(4) Achieve 100% (covering all websites concerned).

(1) Number of external participants in social contribution
activity programs(2) Number of employee participants in social contribution
activity programs(3) Number of fair trade-related products consumed in-house(4) Number of dishes served in company cafeterias tosupport disaster areas and groups engaging in future
generations’ development(1) Achieve an accumulated total of 10,000 persons (2,000
per year) from FY2020 to FY2024.
(2) Achieve an accumulated total of 6,000 persons (1,200
per year) from FY2020 to FY2024.
(3) Achieve an accumulated total of 250,000 items (50,000
per year) from FY2020 to FY2024.
(4) Achieve an accumulated total of 70,000 dishes (14,000
per year) from FY2020 to FY2024.

(1) 100%(90 units and companies)(2) 100% (86 times)(3) 100%(Approx. 41,000 persons)(4) 100%(487 web systems)(1) Accumulated total:
2,693 (1,400 in FY2021)(2) Accumulated total:
1,383 (709 in FY2021)(3) Accumulated total:
59,048 (19,858 in FY2021)(4) Accumulated total:
35,151 (30,635 in FY2021)• Target values without a target fiscal year set are for each fiscal year.

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DNP Group CSR Management and Year Topics 2022

Sustainability Governance
Strengthening Sustainability Governance Structure
The DNP Group is working to create new value that will
enhance the sustainability of the global environment andserve to realize a sound society and economy as well as
people’s pleasant and enriching lives, and by doing so,
intends to achieve sustainable growth. Toward this goal,
we are focusing on initiatives to conduct integrated risk
management while accurately recognizing various environmental, social and economic issues and variable factors
defined as risks.
To further strengthen these initiatives, the DNP Groupreorganized the structure of the Sustainability Committee
in April 2022. The committee consists of directors andcorporate officers in charge of the corresponding head

office divisions, with the president serving as chair and asenior managing director as vice-chair. It will work with
the Corporate Ethics Committee and the BCM Promotion
Committee to analyze and manage company-wide risks in
our medium- to long-term corporate activities that emphasize the environment, society and governance (ESG).
Additionally, the DNP Group recognizes that the variablefactors we have identified as risks are also opportunities forbusiness expansion and will link these factors to new value
creation to exceed the expectations of a diverse society
and contribute to achieving the United Nations’ Sustainable
Development Goals (SDGs).

Structural diagram of DNP’s corporate governance and internal control system
General Meeting of Shareholders
Board of Directors

Audit

Consulting

Audit

Recommendation

Management Committee

Advisory Committee
Regular
Reporting

Representative Director

Reporting(Medium- to long-term business risk management, identification of business
opportunities)

Sustainability CommitteeGroup
companies
Check(Autonomous implementation,
inspection, review,
improvement)

Guidance
Training

Audit

BCM Promotion Committee Office(Employee compliance promotion)

Corporate Ethics Committee

Audit

Corporate Ethics Committee Office(Various committees of specialists)

Operational support

Guidance

Information Disclosure Committee

ReportingAssistance(Board of) Statutory Auditors

BCM Promotion Committee

Information Security Committee
Quality Assurance & Product Safety Committee

Audit Unit

Business units

Sustainability Committee Office(Business continuity crisis measures for natural disasters, etc.)

Auditing Department

Head office

Audit

Operating units

Accounting Auditors

Corporate Officers
in charge(Management, mitigation of company-wide risks)

ReportingMain divisions in charge of various laws and regulations(Sustainability Promotion Department, Strategic & Business Planning &Development Division, Personnel & Employee Relations Division, R&D
and Engineering Management Division, Finance & Accounting Division,
Intellectual Property Division, IR and Public Relations Division, Corporate
Communication Division, Legal Affairs Department, etc.)

Audit
Guidance
Reporting
Coordination

3

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DNP Group CSR Management and Year Topics 2022

Fair Operating Practices
Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2021 Results
Performance indicators

Targets

FY2021 results(1) Number of meetings of the Corporate Ethics Committee*1(1) Hold meeting once a month(12 times a year) or more.

(1) Once a month (12 times)(2) Ratio of Autonomous Corporate Ethics Training*2
conducted(2) A chieve 100% (covering allorganizations concerned).

(2) 100% (109 organizations)*1 Corporate Ethics Committee: An organization overseeing internal controls, responsible for promoting a compliance framework to ensure that all business activitiesof the DNP Group are carried out appropriately. Consisting of directors and corporate officers in charge of each organization at 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 Autonomous Corporate Ethics Training: Training provided continuously since 2003. The heads of each business division provide lectures on corporate ethics as afoundation of business and explain to their staff the issues and countermeasures relevant to the operations of their respective divisions.

It is our belief that in carrying out business activities, weneed to do more than just ensure DNP’s and its employees’compliance with laws and regulations but always remain fairand equitable, acting under high ethical standards that

Operation of Internal Whistle-Blower Systems
While working to prevent breaches of social ethics, DNP
has established the Open Door Room and Global Internal
Whistle-Blower System for Group employees to directly
report cases or potential cases of non-compliance for early
detection and to improve our self-cleansing capability. In
addition to these internal systems, we have set up andoperate an external helpline, through which lawyers receive
relevant inquiries and reports. Also, the Consultation Office
is available for employees seeking the advice of specialists
regarding any concerns, and the Inquiry Office is open to all
stakeholders. For issues that have become visible throughinquiries and reports addressed to the offices, we makeappropriate responses and adopt necessary measures after
protecting the confidentiality of the information and theanonymity of whistle-blowers so that they will not be
exposed to negative consequences.
In FY2021, 76 whistle-blowing reports were received
throughout the DNP Group in Japan and overseas. All
reports were responded to appropriately and sincerely, andrecurrence prevention measures were taken whenevernecessary.

exceed the expectations of society. Based on this belief, weseek to establish corporate ethics and ensure they are more
firmly instilled and established in the culture throughout the
DNP Group.

Intensifying Anti-Bribery Initiatives
DNP stays true to the DNP Group Code of Conduct andseeks to thoroughly prevent corruption through compliancewith domestic and international laws and the ethical standards of society. The Board of Directors passed and published a resolution establishing the DNP Group Anti-Bribery
Policy in 2018 to prevent bribery, express DNP’s views andattitudes, and thoroughly inform all employees of the Policy
to ensure compliance. As subsequent changes in social
situations have clarified society’s expectations regarding
business enterprises’ efforts to prevent bribery, the AntiBribery Policy was partially revised in October 2021. The
management team exercises leadership in its promotion of
the Policy, and all employees comply with it. Through theseactions, we have intensified our anti-bribery initiatives.

Masato Yamaguchi, Senior Managing Director and Chairman of the
Corporate Ethics Committee, signs the revised DNP Group
Anti-Bribery Policy.

Activities toward Instilling, Establishing and Thoroughly Implementing Corporate Ethics
DNP strives to instill, establish and thoroughly implement
corporate ethics among all Group employees in and outside
Japan. As part of these activities, each organization conducted the Autonomous Corporate Ethics Training again in
FY2021 while taking the lead in examining and implementing training details matched to the characteristics of eachorganization. The employees renewed their understandingof topics such as the importance of building a workplace
climate that enables staff members to easily express opinions, harassment prevention, and the proper ways to conduct quality control and manage information.
In October 2021, a compliance questionnaire of all
5

employees was conducted, with the exception of theemployees of some of our Group companies, to increase
employee awareness of the importance of compliance.
Additionally, the Group’s efforts to analyze the voices of ouremployees should lead us to realizations that will facilitate
our development of a sincere corporate culture. Accordingly,
we will implement many different measures to instill, establish and thoroughly implement the ethical standards of theGroup to elevate our governance to a higher level.
A result of these activities is that no serious violations
were identified in FY2021, as in the preceding years.

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DNP Group CSR Management and Year Topics 2022

Human Rights and Labor
Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2021 Results
Performance indicators

Targets

FY2021 results(1) Ratio of female managers(1) Achieve ratio of female managers (section manager or above) of
7% or more by the end of March 2022.

(1) 7.4%(2) Number of female managers and leaders

2) Double the number of female managers and leaders by the end of
March 2022 compared with the number (430) in February 2016.

(2) O ver 2.2 times thenumber (938)(3) Ratio of employees with disabilities(3) Achieve ratio not lower than 2.3%.

(3) 2.43%(4) Rate of annual paid leave taken(4) Achieve an increase over the previous fiscal year (56.4%).

(4) 57.5%(5) Frequency rate of lost workday injuries(5) Keep rate not more than 0.2.

(5) 0.19

Initiatives for Human Rights
Reinforcing Human Rights Management Based on the DNP Group Human Rights Policy
Since the 1970s, during which globalization of economic
activities has progressed, the call on companies to give
sufficient consideration to human rights has become stronger
with time. The formulation of the United Nations Guiding
Principles on Business & Human Rights in 2011, in particular,
has triggered an accelerated move among countries andregions to enforce relevant action plans, laws and regulations.
Japan followed suit and created an action plan on businessand human rights in October 2020. With institutional investors and companies placing greater emphasis on corporate
human rights efforts in selecting investees and transaction
partners, companies are now urged to respect and appropriately protect human rights throughout their supply chains.
Against this backdrop, DNP has been making focused
efforts to reinforce its human rights management based on the
DNP Group Human Rights Policy formulated in March 2020.

 onducting a status survey on human rights
Cissues in the supply chain
With human rights due diligence in the supply chain gaining
significance in Japan and overseas, DNP conducted a7five years from FY2022 (10 million yen each) to the Office of
the United Nations High Commissioner for Refugees(UNHCR) in support of refugees who are said to reachabout 80 million across the world.
CSR Management Topics 2022: Corporate Citizenship Link

Initiatives for Human Capital
Formulating Human Capital Policy toward Maximizing Our Human Capital
To achieve growth over the medium to long term, DNP isreinforcing its business infrastructure by utilizing financial
and non-financial capital in an integrated manner. We areworking to provide systems that take into account changes
occurring in the entire society and are attractive both internally and externally, to support employees who form aparticularly important foundation for our growth, and totransform their awareness and action.
For three years since FY2019, we have particularly concentrated on reforming our personnel systems. As the first stepin FY2019, we enhanced the treatment of mainly targeting
young employees and human resources with varying
careers both within and outside the Group and carried out asystem reform to permit certain side jobs or dual employment. The second step in FY2020 involved facilitating areform of our organizational culture, including revisions of
our award systems, as well as updating a system torespond to the concept of equal pay for equal work and one
to support the work styles of senior employees. In FY2021,
which marked the third year of our efforts, we again ana-lyzed our work and management styles and implemented
diverse and specific personnel systems that will accelerate
new value creation, such as a dual-ladder career system for
middle-ranking executives.
DNP has been accelerating investment in humanresources, which encompasses the creation of such appropriate systems, to focus on initiatives for reinforcing ourhuman capital. We have conducted these initiatives basedon a belief that respecting employees leads to therespected employees driving corporate growth and enriching society. In FY2022, we established this belief, which
represents the DNP Group’s universal and basic approachto human resources, as the most important concept of our
Human Capital Policy. By placing this concept at the top of
our policy, visions, charter and declarations related topeople we will endeavor to reinforce and maximize ourhuman capital in a strategic, integrated manner for enhancing corporate value.
The DNP Group will continue cultivating a better corporate culture and effectively invest in people to help promote
diverse individuals and human resources.

Human Capital Policy
Respecting employees leads to the respected employees driving corporate growth and enhancing society
Nurturing human resources who can be active in society (both within and outside DNP)
Example lecture screen of the e-learning programon business and human rights nhancing employee education on business andEhuman rights
DNP believes that to promote initiatives to respect humanrights, every employee must gain a correct understanding of
human rights. To deepen such an understanding further, we
conducted e-learning training on business and human rights
for all Group employees in FY2021. The program, attended
by some 25,000 employees, described issues and example
cases faced in doing business, along with the concept ofhuman rights and historical background, and conducted abrush-up quiz to facilitate their understanding of businessand human rights as an issue in their daily lives.

activities include “humanitarian aid and disaster recovery
support” and “community and international engagement”
and we have continued to undertake various corporate
citizenship activities under these themes. As part of these
activities, we will donate a total of 50 million yen over the

status survey on its key suppliers about human rights issues
and conflict minerals in 2021. In addition to places of originof raw materials, we checked their involvement or non-involvement in forced labor and other human rights infringements, which have recently become an international issue,
to assess the impacts of potential risks.
CSR Management Topics 2022: Responsible Procurement
LinkSupport for refugees
DNP regards human rights as one of the most important
foundations underpinning a free economic society. To
protect and enhance this foundation, each employee willplay a more active role both in corporate business activities
and from the viewpoint of a corporate citizen.
Additionally, the key themes of our social contribution

Labor andManagement
Joint Declaration

Human Capital Operational Mission

DNP Group Safety and Health Charter

DNP Group Diversity Declaration

DNP Group Declaration on Health

Human Resources Development Vision

DNP Group Welfare Vision

DNP Group Human
Rights Policy*Including stakeholders
other than employees

Promoting Health and Productivity Management and Health-Driven Measures to Boost theHappiness of Employees
DNP has been promoting initiatives to increase employee
engagement, which represents each employee’s willingness
to contribute to a company, organization, or work. By doing
so, we intend to improve labor productivity, create diverse
value, cultivate employees’ awareness that they help society
and people through their work, and encourage them to takeaction in this regard. In FY2021, we conducted our firstengagement survey in June 2021. Linked to the DNP Group

Declaration on Health formulated in April 2021, the survey isdesigned to visualize individuals’ and teams’ awareness andactions. We will also utilize the survey to visualize issues andother factors in each organization, promote employees’
self-understanding and mutual understanding throughdialogue to increase their motivation and encourage teams
to achieve their expected results.

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DNP Group CSR Management and Year Topics 2022

Activities to Promote Diversity and Inclusion
The DNP Group seeks to create an environment where
each organization can demonstrate its capabilities to thefullest by respecting individual differences, accepting eachother and synergizing strengths derived from such diversity.
As Basic Policies for Promoting Diversity and Inclusion (D&I),
we have selected “developing diverse human resources,”“realizing diverse work styles” and “fostering a corporate
culture to encourage the active participation of diverse
human resources” and have been accelerating related
initiatives. Based on these policies, our specific efforts in
FY2021 involved: diversifying our team of decision-makers,transforming employees’ awareness and creating an environment that provides psychological safety.

Developing diverse
human resources(career development)

Realizing
diverse work
styles(work style reform)

Fostering a corporate
culture to encourage theactive participation ofdiverse human resources(management andawareness reforms)l Appointment of a female director from within DNP	At the General Meeting of Shareholders held in June
2021, Ms. Minako Miyama was appointed as DNP’s firstfemale director. After gaining experience in the research,planning and development segments, she led the development of human resources and promotion of D&I as acorporate officer. She was again appointed as a director
at the General Meeting of Shareholders in June 2022. At
the same meeting, four outside directors, representing
one-third of the 12 directors of DNP, were also appointed
as in the previous year. We will continue to promote thediversification of our Board of Directors for further businessexpansion and strengthen the oversight of the entire Group.
l Launching a Sponsorship Program to promote theappointment of women to senior management positions	In July 2021, we launched a Sponsorship Program topromote the appointment of women to senior management positions. The program, targeting female managers(section or department managers), is a joint effort of threeparties to nurture capabilities required for higher positionsin the workplace hierarchy. These three parties include aparticipant (female manager), a sponsor (corporate officer
or deputy general manager of other business units) andthe owner (the head ofthe department to which
the participant belongs).
As candidates for senior
management positions,ten women participated in
the program in FY2021.
Presentation session under the		 As for the progress in Sponsorship Program9 reating an environment that provides
C
psychological safety

Basic policies for promoting diversity and inclusion

Page available for viewing on our internal website, showing“My Commitments” by the 13 leaders of the D&I Promotion
Committee

We are working to create an environment that provides
psychological safety to cultivate a sense of involvement
among employees concerning the promotion of D&I and link
the heightened awareness to proactive actions.

Diversifying of decision-makers
By diversifying our team of decision-makers, we are creating opportunities for diverse employees to take active roles
and establishing an organization with high levels of compliance and immunity against risks.

encourage employees to talk about their careers andchildcare with their partners. The seminar, also open to
partners who are not DNP employees, has two programs,
one for employees who are expecting a baby within thenext 12 months and the other for employees on maternity
or childcare leave or those raising children under three.
		 As a result of these efforts, the ratio of male employees taking childcare leave increased to 82.4% in FY2021.

promoting women’s active roles, we achieved our action
targets set in 2019 at the end of FY2021, as the ratio of
female managers increased to 7.4%, and the number offemale managers and leaders was 2.2 times the number
in February 2016.
		 In recognition of these efforts, DNP was selected as a2022 Nadeshiko Brand under an initiative of the Ministryof Economy, Trade and Industry (METI) and the Tokyo
Stock Exchange (TSE) to select outstanding companies
in terms of encouraging women’s success.
Launching Sponsorship Program to Promote Appointment
of Women to Decision-Making Roles to Increase Diversity
among Higher Positions in the Workplace Hierarchy | What’s
New | DNP Group (in Japanese) Link

Initiatives for transforming employees’ awarenessAmid significant changes occurring in the environment,
society and economy, a voluntary effort to “learn something
on one’s own” is essential. At DNP, besides responding tochanges that have occurred, each employee voluntarily
works to make a positive difference in society by him- or
herself. To this end, we are promoting the transformation of
employees’ actions and awareness and have accordingly
stepped up our efforts to encourage male employees totake childcare leave and employees in managerial positions
to take annual paid leave.
l Encouraging male employees to take childcare leave	In December 2020, DNP announced its participation in
the Male 100% Childcare Leave Declaration both internally and externally. The D&I Promotion Committee, inwhich the DNP Group’s management takes part, promotes the sharing of department-specific efforts andissues throughout the Group.
		 As another effort, DNP has been holding Kangaroo
Club, a seminar on balancing work and childcare, tol Holding the second Diversity Week	DNP has been holding the internal Diversity Week events
to promote D&I since 2021. In our second event held in
February 2022, we provided 22 programs under thetheme of inclusion, such as a program to connect
employees in different working environments online toshare an experience and a program that allows employees to participate for as short as five minutes. In a questionnaire survey, 93% of employees said that their way of
thinking has changed, and they realized new things. Theircomments showed that the idea of D&I has steadily been
taking root among employees, with some saying that newviews on diversity have come to light as our work styles
have become diversified with short-time work and telecommuting systems and through the use of in-housesocial media. Others commented that looking at themarket with a focus on diversity will lead to the discovery
of unexplored fields.
	Holding the Second Diversity Week | What’s New | DNPGroup (in Japanese) Link

Page mimicking a weekly magazine ad, showing articles
focused on managers promoting inclusion

Special exhibition held at the DNP Plaza, an open innovation
facility of DNP, receiving many visitors from outside DNP

DNP’s D&I Initiatives Have Led to Higher External Evaluations and a Better In-House Indicator■External evaluations

Selected as a Nadeshiko Brand

Received Gold rating in the PRIDE Index

DNP Selected as FY2022 Nadeshiko Brand by
METI and TSE | What’s New | DNP Group Link

DNP Receiving the Highest Gold Rating in the PRIDE
Index | What’s New | DNP Group (in Japanese) Link

Highest-level certification in the D&I Award 2021 program
DNP Receiving the Highest-Level Certification in the D&I Award 2021 Program | What’s New |DNP Group (in Japanese) Link

■Internal indicator

Improved D&I perception level (original internal indicator)

56.3% in FY2019 ⇒78% in FY2021

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DNP Group CSR Management and Year Topics 2022

Responsible Procurement
Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2021 Results
Performance indicators

Survey and interview on status of initiatives under the DNP Group CSR Procurement Guidelines
Survey results

FY2018FY2019FY2020

FY2021

Number of companies surveyed

379

220

353

164

Targets

FY2021 results(1) Average score of DNP Group CSR Procurement Guidelines survey on key
suppliers(1) Achieve an average score of
90 points or more by FY2030.

(1) 87 points in Japan

Overall average score (global)

84

87

85

87

(2) Percentage of key suppliers that have obtained the conformance certificate of
DNP Group Guidelines for Procurement of Paper for Printing and Converting(2) Achieve 100% by FY2030.

(2) 94%

Number of companies interviewed*(Instructed in writing)

16

18

18 (4)

9 planned* Based on the survey results, we provide guidance for improvement through an interview and other means in the next fiscal year.

Average score by theme of fact-finding survey of initiatives of DNP Group CSR Procurement Guidelines (Out of 100 Points)

Initiatives under the DNP Group CSR Procurement Guidelines
Average score

In line with an expansion of the global supply chain, impacts
of corporate activities now spread more broadly in terms ofhuman rights infringements, poor working conditions,corruption and other social issues, as well as issues related
to the global environment, including climate change. In
response, DNP converted its DNP Group CSR Procurement
Criteria established in 2006 into the DNP Group CSR
Procurement Guidelines in 2018. The guidelines were fully
revised again in 2020 in a phased manner while taking into
account such factors as international trends to strengthen
our management in this area.
Holding a briefing session for suppliers
In May 2021, departments promoting sustainability andpurchasing departments jointly held a briefing session on
the DNP Group CSR Procurement Guidelines for suppliersof key raw materials. During the session, we mainly
described human rights due diligence, which has been
recently becoming an important topic across the world, the
DNP Group Environmental Vision 2050 formulated in March
2020, DNP’s business continuity plan (BCP) and business
continuity management (BCM) and requested their understanding and cooperation for establishing a resilient supply
chain. The session, while it was held online for the first time,allowed us to engage in quality communication with the 137
participating suppliers.
Holding a Briefing Session for Suppliers on the CSR
Procurement Guidelines (in Japanese) Link

 onducting a supplier survey and interview on anCongoing basis
To raise the effectiveness of the GNP Group CSR
Procurement Guidelines, we periodically survey key suppliers and outsourcing contractors to check the status of theirinitiatives under the guidelines and feed the evaluation
results back to them. In FY2021, we surveyed 164 companies, and their overall average score was 87 points, showing an improvement over the previous year across all ten
themes, including one recommended theme. Based on the
results of the previous year’s survey, we gave specificguidance for improvement by holding an interview with 14
suppliers whose scores were below the standard levels
defined by DNP and provided instructions in writing to four
suppliers. In Japan, we also conducted a survey on thestatus of initiatives for 309 outsourcing contractors of ourbusiness divisions.
In FY2022, DNP will further strengthen its managementin this area for suppliers and outsourcing contractors. Goingahead, we will continue to deepen dialogue with our partners and work together, with each of us being a company
trusted by society, to achieve even higher social compatibility throughout the entire supply chain.

Legalcompliance
Establishing a
Human
and
rights andExcluding the management respecting
recommended
systemlaborinternational
theme
norms
Overallaverage

Health andFair trade
Environment
safetyand ethics

Product
Information
safety andsecurity
qualitySocialBusiness
contribution
continuity
Recommended
plan
theme

FY2021

87

85

89

92

91

80

87

89

91

82

81

FY2020

85

80

88

89

88

78

85

88

89

80

79

* Survey on: Key suppliers (suppliers accounting for 90% of our annual purchases in the previous fiscal year)* Numerical target: Overall average score of 90 points or more by FY2030

Addressing Human Rights Issues and Conflict Minerals
In FY2021, we conducted the Fact-finding Survey ofSuppliers Regarding Human Rights Issues and Conflict
Minerals Issues on key suppliers, to which 186 companies
responded. In FY2021, we conducted a status survey on
key suppliers about human rights issues and conflict minerals, to which 186 companies responded. With regard tohuman rights, we surveyed their involvement or non-involvement in forced labor and other human rights infringements,
which have become an international issue, to strengthen
our system to also deal with potential risks. As for conflictminerals, we used the Responsible Minerals Assurance
Process (RMAP) of the Responsible Minerals Initiative (RMI)
and conducted a survey on tin, tantalum, tungsten, gold

and cobalt. As a result, we identified 391 smelters/refiners,
294 of which were “Conformant” or “Active,” according to
the RMAP.
The OECD Due Diligence Guidance for Responsible
Supply Chains of Minerals from Conflict-Affected andHigh-Risk Areas defines areas with high risks of conflict andhuman rights infringement as “Conflict-Affected and HighRisk Areas (CAHRAs).” In a check to find smelters andrefiners in the CAHRAs, DNP identified 22 smelters/refiners
with particularly high risk and assessed their potential risks.
Through this and similar initiatives, we will continue toincrease the transparency of our supply chain and promoteresponsible minerals procurement.

Results of Conflict Minerals Survey
Number of responding
companies

Number of smelters/
refiners identified

Smelters/refiners that are either “Conformant” or“Active” in the RMAP audit or are not located within CAHRAs

186

391

369

* As of January 2022
Online briefing session for suppliers

11

12

DNP Group CSR Management and Year Topics 2022

Information Security
Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2021 Results
Performance indicators

Targets

FY2021 results(1) Rate of information security compliance assessments conducted(1) A chieve 100% (covering all business
units and Group companies).

(1) 100%(90 units and companies)(2) Rate of inspections and instructions by the executive officer incharge of divisions implementing priority measures for personal
information protection, etc.

(2) A chieve 100% (covering allorganizations concerned)*.

(2) 100% (86 times)(3) Participation rate of information security education and training(3) A chieve 100% (covering allorganizations concerned).

(3) 100%(Approx. 41,000 persons)(4) Rate of security vulnerability tests for publicly open websites(4) A chieve 100% (covering all
websites concerned).

(4) 100%(487 web systems)* Due to the COVID-19 pandemic, we postponed on-site inspections by officers and switched to remote inspections by supervisors.

Exchanging information over the Internet both enriches
consumers’ lives and greatly improves companies’ productivity. One of the social changes accelerated by the COVID19 pandemic is the increased use of online services, whichraises the importance of ensuring information security andprotecting personal information. As DNP handles many
information assets, including personal information, we
regard managing and protecting these information assets as
an important social responsibility and have been undertaking various initiatives accordingly.

Promoting a Zero Trust Network
DNP has increased security measures based on the conventional concept of perimeter security controls that protect
boundaries between the Internet and internal networks. For
example, we introduced SIEM (Security Information andEvent Management) to strengthen measures against
unknown viruses and analyze network monitoring devices
and security logs to facilitate early detection of andresponse to incidents.
Changes in corporate activities have rapidly progressedin recent years, characterized by the promotion of DX, theutilization of external cloud infrastructure and the accelerated introduction of telecommuting systems during thecovid-19 pandemic. Amid this trend, a new policy called azero trust network, which typically involves not trusting
anything, even an in-house network, is being advocated. To
keep up with these changes, DNP is reviewing its security
measures based on the concept of the zero trust network.
First, we are working to strengthen internet access security
and bolster endpoint security for each type of terminal, suchas personal computers and servers.

More specifically, we have revamped our web gateway
and introduced a mechanism to access the internet moresafely by, for example, blocking access to hazardous websites, preventing the intrusion of malware (malicious software) and monitoring the transmission of large quantities ofdata for non-business purposes. To increase endpoint
security, we introduced Extended Detection and Response(XDR) to monitor and analyze unknown malware and its
behavior. In this way, we are revamping our measures toaddress computer viruses. Even in the unlikely event thatunauthorized access is detected, and an alert (alarm) isissued, after isolating the terminal suspected of being
infected with malware, DNP CSIRT will play a central role inpromptly detecting and responding to incidents, such as byidentifying intrusion routes, ascertaining the status of the
spread and blocking communications.
DNP will further strengthen our information security measures to reflect the latest trends.

Establishing DNP CSIRT (Computer Security Incident Response Team), an Organization
Addressing Cybersecurity
As cyberattacks are becoming increasingly frequent andsophisticated globally every year, the damage from these
attacks is a threat to corporate management. Positioning
cybersecurity measures as a management responsibility,
the Japanese Ministry of Economy, Trade and Industry
established the Cybersecurity Management Guidelines.
Prior to this, DNP has worked to enhance its information
security functions, and has put significant effort into practical training for the essential personnel involved in cyberattack countermeasures. To increase preparedness, the DNP
Computer Security Incident Response Team (DNP CSIRT)
joined the head office to address cybersecurity in October
2021. Increasing cooperation between organizations in
preparation for cyberattacks enables them to maintainbusiness continuity in the event of any unforeseen circumstances (incidents). The organization supervising overallcybersecurity implements the following activities across the
DNP Group companies in Japan and overseas, in addition
to their basic functions.

13l	Visualize ICT infrastructure and implement countermeasure instructions based on security vulnerability information and confirm their application statusl	Design of and proficiency in countermeasures in the eventof any unforeseen circumstances (incidents)l	Instructions and support for various organizations in theevent of any unforeseen circumstances (incidents)l	Enhance education, practical exercises and awareness ofcybersecurityl	Collaboration with external organizations such as the
National center of Incident readiness and Strategy for
Cybersecurity (NISC) and Nippon CSIRT Associationl	Enrollment in and application of cyber risk insurance

14

DNP Group CSR Management and Year Topics 2022

Product Safety and Quality
Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2021 Results
Performance indicators

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

FY2021 results(1) Achieve zero accidents.

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

(2) 100% (394 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 to Improve Our Quality Management System and Product Safety Management
Structure
DNP has established groupwide rules regarding matters to
be implemented by each business unit and Group company
to provide products and services that deliver the level ofquality and safety that exceeds the needs and expectationsof our corporate customers and consumers. We have alsoestablished and been operating under a quality management system and a product safety management structure.

The responsible division within the head officeconducts quality system audits to inspect the operationsof each business unit and Group company and provides
corrections and guidance to achieve continuous improvement. In FY2021, 54 offices underwent a quality system
audit.

Initiatives to Prevent Accidents
Ensuring the safety of products and services requires
continuous effort. Based on this idea, DNP checks all
product families for safety risks twice a year, in addition to
the checks conducted during product development. Basedon the results of these checks, we take measures to ensure
a higher level of safety, such as design changes and theimprovement of manufacturing technologies. Moreover, newmeasures are documented and included in our productsafety standards that are also applied to other products.

15

In FY2021, we conducted risk assessments of all 394 of
our newly developed products and confirmed that noserious accidents had occurred in connection with anyof the products.
DNP will always strive to develop and provide products
and services with high levels of quality and safety from thecustomer’s perspective.

16

DNP Group CSR Management and Year Topics 2022

Corporate Citizenship
Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2021 Results
Performance indicators

Targets

FY2021 results(1) Number of external participants in social contribution
activity programs(1) Achieve an accumulated total of 10,000 persons(2,000 per year) from FY2020 to FY2024.

(1) Accumulated total: 2,693(1,400 in FY2021)(2) Number of employee participants in social contribution
activity programs(2) Achieve an accumulated total of 6,000 persons(1,200 per year) from FY2020 to FY2024.

(2) Accumulated total: 1,383(709 in FY2021)(3) Number of fair trade-related products consumed
in-house(3) Achieve an accumulated total of 250,000 items(50,000 per year) from FY2020 to FY2024.

(3) Accumulated total: 59,048(19,858 in FY2021)(4) Number of dishes served in company cafeterias tosupport disaster areas and groups engaging in future
generations’ development(4) Achieve an accumulated total of 70,000 dishes(14,000 per year) from FY2020 to FY2024.

(4) Accumulated total: 35,151(30,635 in FY2021)

DNP believes that the realization of a more affluent andsustainable society requires efforts not just in businessactivities but also from the viewpoint of corporate citizen-

ship. Under this belief, we undertake a range of activities
mainly focusing on future generations’ development andhumanitarian aid.

Launching “D-smile menu” in Company Cafeterias to Support Elimination of Educational
Inequality
DNP has been providing
various support under theidea, “Continue doing what
we can,” for helping people
affected by the Great East
Japan Earthquake and therecovery and reconstructionof the disaster-stricken areas.
As one such initiative undertaken in our daily lives, wehave provided special menus
to support the reconstructionof the Tohoku region in ourcompany cafeterias across
Example local dish menu: Ishinomaki
Japan and donate a portion
Yakisoba (fried noodle) and Imoni-jiru(taro soup) of Miyagi Prefecture, whichof proceeds from thesesustained serious damage from themenus. The purpose isGreat East Japan Earthquake
threefold: to make monetary
donations to the affected people and areas; to provide
financial support by purchasing foodstuffs from these areas;
and to offer an opportunity for employees to participate in asocial contribution activity. Since its launch in 2011, many

employees have joined the initiative, and we continue tosupport the area through donations to NPOs working toeliminate the educational inequality caused by the disaster.
In April 2021, which marked the 10th year since theearthquake, we updated the initiative to expand its scopeand started providing special menus to support future
generations’ development (“D-smile menu”). To date, wehave provided support to areas affected by the Great East
Japan Earthquake, 2016 Kumamoto Earthquakes, 2018
West Japan Torrential Rains and 2019 Typhoon Hagibis.
The new menus feature local dishes of these areas and areprovided every month at 30 company cafeterias nationwide.
We purchase as many foodstuffs as possible from thecorresponding areas and donate a portion of the proceeds
to groups working to eliminate educational inequality. In
FY2021, we sold 30,635 dishes and donated 1,533,425 yen.
Donations made to:l Chance for Children Linkl USNOVA Linkl	Shinjuku School for Children with Disabilities run by
Shinjuku Ward Link

Promoting Activities to Contribute to the International Community
In support of the United Nations’ Sustainable Development
Goals (SDGs), which aim to realize a world where no one isleft behind, we have been promoting a range of social
contribution activities, mainly providing support for thosefacing relative poverty or difficult situations.

17

Engaging in fairtrade activities over the long term
Fairtrade activities aim to improve the living conditions ofrelatively vulnerable producers and laborers in developing
countries and help them become self-independent throughfairtrade. In 2006, DNP started buying coffee bearing the

FAIRTRADE mark (certified product) to serve
visitors. In 2018, in-house
consumption of Fairtradecertified coffee reached
1 million cups, and webecame the first company
in Japan to be recognized Example cafeteria menu during the Fairby the NPO Fairtrade
Trade Month Campaign
Label Japan as the pioneerof buying Fairtrade-certified coffee for in-house consumption. We also support and participate in the Fairtrade Million
Action Campaign, which Fairtrade Label Japan hosts every
May to coincide with World Fair Trade Day, and offer dishes
that use certified products at our company cafeterias acrossJapan. In FY2021, even though we limited the number of
employees coming to the office due to the COVID-19 pandemic, we consumed 19,858 certified product items within
the entire Group.
 upporting safe and secure childbirth by donatingS
postcards and stamps
To support safe andsecure childbirth, mainlyin Asia and Africa, wehave been donating
spoiled postcards, usedstamps and unused postcards and stamps to theJapanese Organization forInternational Cooperationin Family Planning

DNP employees delivering donations to
Ms. Sachiko Sato of JOICEP (right)(JOICEP) since 2018. JOICEP sells used stamps to collectors and uses the proceeds to provide medical supplies andother support, which are necessary for women to give birth,
mainly in Asia and Africa. Spoiled postcards and others areused to cover some of the organization’s activity expenses.
In FY2021, we donated 73,086 yen worth of spoiled postcards and unused stamps (cumulative total amounting to
300,710 yen) and 7.2 kg of used stamps (cumulative total
amounting to about 23 kg).
 roviding picture books affixed with translation seals
P
to children in developing countries
Since 2017, DNP has been participating in the Campaign to
Deliver Picture Books run by the Shanti Volunteer
Association (SVA) to increase the literacy rate of children indeveloping countries. The campaign sends Japanese
picture books worldwide, affixed with seals bearing translations into the local languages of the supported developing
countries or refugees. In
FY2021, employee volunteers at
DNP affixed translation seals to
110 picture books for donation(cumulative total of 589 books).
The SVA delivers donatedpicture books to Cambodia,
Laos, Myanmar, Afghanistan,
Nepal and Thailand, as well as a
refugee camp in Myanmar. DNP
plans to continue this activity tosupporting refugees around the A note from an employee
attached to the completed
world.
picture book, worrying about the
local children

COLUMN

Initiatives for Supporting Refugees
One key theme of DNP’s social contribution activities, which weundertake to realize a better society, is “humanitarian aid anddisaster reconstruction support.” Besides providing support toareas and people affected by large-scale natural disasters, wewill conduct support activities to help resolve the refugee issue inthe international community.
The DNP Group Code of Conduct advocates “Respect forhuman dignity and diversity” and requires us to respect diversity,or the individual differences in all people, and act in a disciplinedmanner. In 2020, we took the opportunity to formulate the DNPGroup Human Rights Policy and have renewed our efforts to give
humanitarian consideration and respect human rights while
maintaining a broad yet close view of our globally expanding
supply chain of DNP products and services.
As part of these efforts, we provide more proactive, continued support to refugees. For example, we plan to donate a totalof 50 million yen over the five years from FY2022 to the Office of
the United Nations High Commissioner for Refugees (UNHCR)
through the NPO Japan for UNHCR. We also plan to provide
donation-included special menus and set up donation boxes atour company cafeterias across Japan on World Refugee Day(June 20), during Human Rights Week (December 4 to 10) and atother occasions.

DNP’s Senior Managing Director Kenji Miya (left) handinga donation list to Mr. Masayuki Kawai, Executive Director ofJapan for UNHCR

18

DNP Group CSR Management and Year Topics 2022

DNP Group’s Corporate Citizenship Activities in FY2021
Key activity theme
1. Environmental
conservation

2. C ontribution to local
and international
communities

3. F uture generations
development

Program

Details

19

Results data
* Participants are approximate numbers.

Key outside partner

Conservation of biodiversity

Creating green spaces at business sites, activities to conserve local ecological systems
and others

Nationwide: DNP Group bases—

Example Initiatives of Each Site (in Japanese) Link

Cleanup activities

Local cleanup activities by each business site

Nationwide: DNP Group bases—

No. of local cleanup activity participants: Over 30
participants (more than 4 locations nationwide)

Fairtrade activities"Fair Trade Month campaign (adding fairtrade sesame to the company cafeteria menu)
In-house consumption and sales of fairtrade products"

Nationwide: D NP Group companies’
cafeterias
Nationwide: D NP Group cafes and shops

Fairtrade Label JapanArt Coffee Co., Ltd. and others

No. of dishes (using fair trade sesame) sold: 1,162
No. of cups of fair trade coffee and tea sold: 18,696

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

Collecting stamps and postcards (FY2021)—

Japanese Organization for International Cooperation in
Family Planning (JOICEP)

Local community contribution activities(overseas business locations)Telaga Desa Agro-Enviro Education Park (local community contribution program
involving technical guidance and technology transfer) and others

Overseas: PT DNP Indonesia and others

Karawang International Industrial City community
association and others

Visiting classes and workshops“The Wonder of Colors,” “Picto Challenge,” “Etiquette Seminar” and “New Way of
Appreciating Arts”

Tokyo, Chiba, Aichi, Osaka and Fukuoka:
Schools and educational facilities

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

Employees and their families: Preparing translated picture books (FY2021)

Nationwide: H omes of DNP Group
employees¥70,000 of unused stamps and postcards (face value) andabout 7 kg of used commemorative stamps*C umulative total since 2018: ¥300,000 of unused stamps andpostcards and about 23 kg of used stamps—

No. of visiting class participants: 796 from 11 schools andeducational facilities

Shanti Volunteer Association

No. of translated picture books prepared: 110

Company visits and plant tours

Accepting company visits and plant tours

Nationwide: DNP Group bases—

No. of schools accepted for company visit (approximate)
Elementary schools: 1 (6 participants)
Junior high schools: 1 (7 participants)
University: 1 (40 participants)
Total: 53 participants

Support for business education for high school
students

Providing business education lessens in collaboration with the Tokyo Metropolitan
Government (total of 4 lessons)Tokyo: Tokyo Metropolitan Third
Commercial High School

Education Bureau of the Tokyo Metropolitan Government
Commercial Education Consortium Tokyo

No. of business education lesson participants: 210

Charity events

Tokyo Great Santa Run 2021 (online award ceremony and volunteering to help selectbooks given to children)

Tokyo: DNP Plaza
Tokyo: Maruzen bookstore in Marunouchi
Osaka: Junkudo bookstore in Osaka

OSAKA Akaru Club

No. of participants in the online award ceremony:
Approx. 20
No. of books donated to children fighting illnesses: 607(Cumulative total since FY2018: 2,248)

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: DNP KYOTO UZUMASA
CULTURAL HERITAGE GALLERYTokyo: Maison des Musées du Monde
Website: artscape

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

DNP’s Cultural Activities Link
Graphic Art & Design Annual (DNP Foundation for Cultural
Promotion Annual Report) Link

Support for disaster reconstruction and future
generations’ development (donations)D-smile menu (donations made through special menus in company cafeterias toactivities to eliminate educational inequality)

Nationwide: D NP Group companies’
cafeterias (30 bases)

Chance for Children, Inc.
USNOVA
Shinjuku School for Children with Disabilities run by
Shinjuku Ward

Amount donated: ¥1,533,425 (corresponding to 30,635
dishes)4. Arts and culture

5. Humanitarian
aid and Disasterreconstruction
support (donations)

Event / Main location

20