DNP Group CSR Management and Year Topics 2021

CSR Management

Foundation to support value creation

Value creation

Principal themes

Business toContribute to
SDGs Achievement

Medium- to long-term vision

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.

Indicators prioritized in an effort to achieve
medium- to long-term vision(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.)(2) Ratio of Super Eco-Products* in total sales

Medium- to long-term targets(1) Achieve sales of 600 billion yen by FY2020.
(2) Achieve 10% by 2025.

FY2020 results(1) 578.1 billion yen(2) 87.1 billion yen (6.5%)* Excellent eco-conscious products and services designated through
DNP’s original certification system(1) Once a month(14 times)(2) 98.1% (105 bases)

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) or more.
(2) Achieve 100% (covering all applicable 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 female managers(2) Number of female managers and leaders(3) Ratio of employees with disabilities(4) Rate 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 the ratio not lower than 2.2%.
(4) Achieve an increase over the previous fiscal year (54.7%).
(5) Keep the rate not more than 0.2.

(1) 6.6%(2) Over 2.0 times thenumber (873)(3) 2.5%(4) 55.4%(5) 0.29(1) Achieve the average score of 90 points or more by
FY2030.
(2) Achieve 100% by FY2030.

(1) 86 points in Japan,
84 points overseas(2) 92%(1) Achieve zero accidents.
(2) Achieve 100%.

(1) Zero accidents(2) 100% (350 products)

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) Rate of information security compliance assessments
conducted(2) Rate of inspections and instructions by executive officer incharge 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 applicable divisions).
(3) Achieve 100% (covering all business units and Group
companies).
(4) Achieve 100% (covering all applicable websites).

(1) 100% (87 units andcompanies)(2) 100% (82 times)(3) 100% (Approx. 41,000
persons)(4) 100% (425 systems
tested)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 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) 1,293 persons(2) 674 persons(3) 39,190 items(4) 4,516 dishes

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) innovation designed to achieve the emergence of asustainable society.
To the DNP Group Environmental Vision 2050 for full text Link	For details, see the ”Environmental Vision/Natural Capital(pages 62-63) and the Initiatives for Climate Change(pages 64-67), the DNP Group Integrated Report	For details, see page 16 of the DNP Group
Environmental Report 2021 for Environmental Activity
Targets and Results 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

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.

Environment* Training not held at twobases outside Japan asthese locations were in a
lockdown due to
COVID-19(1) Number of serious accidents* caused by our products

Information
Security

Corporate
Citizenshiphttps://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• Those without a target fiscal year are the target values for each fiscal year.

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DNP Group CSR Management and Year Topics 2021

Fair Operating Practices

Responsible Procurement

Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2020 Results
Performance indicators

Targets

FY2020 results

Performance indicators

Targets

FY2020 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 (14 times)(1) Average score of DNP Group CSR Procurement Guidelines survey on key
suppliers(1) Achieve the average score of
90 points or more by FY2030.

(1) 86 points in Japan,
84 points in overseas(2) Bases holding Autonomous Corporate Ethics Training*2(2) A chieve 100% (covering all
applicable bases).

(2) 98.1% (105 bases)(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) 92%* Training not held at two bases outside
Japan as these locations were in a
lockdown due to COVID-19*1 A
 n 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 T raining 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.

Efforts for Promoting and Thoroughly Implementing Tax Compliance
Under the DNP Group Code of Conduct, DNP constantly
endeavors to ensure thorough compliance with laws, regulations and social ethics in Japan and overseas. With regard
to tax matters, we comply with tax laws of countries andregions where DNP Group companies do business andalways make tax payments in a legitimate and appropriatemanner. In March 2021, in order to clearly show these
efforts once again both inside and outside DNP and makesure to steadily implement them in the future, we formulated
and publicized the DNP Group Tax Policy, which represents
our basic stance to tax compliance and other related matters. DNP will continue to fulfill its corporate social responsibility by promoting and thoroughly implementing tax
compliance and through highly transparent tax
administration.
DNP Group Tax Policy | DNP Group Link

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 division again provided the Autonomous Corporate Ethics Training in FY2020,
while taking the lead in examining and implementing training
details matched to the individual characteristics of eachorganization. During the training, participants renewed theirknowledge on such topics as respecting human rights andpreventing bribery. With more and more people starting towork from home due to the COVID-19 pandemic, eachdivision devised better ways to provide training andincreased its effectiveness, such as by combining realworld and online means,disseminating lectures by
the head of each divisionand holding Q&A sessions
using a chat feature.
Screenshot of Autonomous Corporate
Ethics Training held online

While working to prevent breach of social ethics, DNP has
established the Open Door Room and Global WhistleBlower System for Group employees to directly report casesor potential cases of non-compliance should they occur forearly detection and for improving our self-cleansing capability. In addition to these internal systems, we have set up
and have been operating an external helpline, in which
lawyers receive relevant inquiries and reports. For issues
that have become visible through inquiries and reports, we

Toward the realization of a sustainable society, efforts are
now required on a global scale to resolve various issues inthe entire supply chain, such as those related to the environment, human rights and labor, and safety and health. As
many organizations have already issued or added revisions
to their international instruments, such as the United
Nations’ Guiding Principles on Business and Human Rights
and Sustainable Development Goals (SDGs), Organisation
for Economic Co-operation and Development (OECD)

Guidelines for Multinational Enterprises and International
Labour Organization (ILO) Tripartite Declaration of Principles
concerning Multinational Enterprises and Social Policy, there
has recently been an even stronger call to companies fromsociety, requesting their greater engagement.
DNP takes a global viewpoint and recognizes that, in
conducting business in and outside Japan, it is crucial toappropriately evaluate and mitigate the impact of its business activities on the international and local communities.

Revisions to the CSR Procurement Guidelines
Since formulating the DNP Group CSR Procurement Criteria
in 2006, DNP has been working with suppliers for responsible procurement that gives due consideration to social andenvironmental aspects. We converted the criteria into the
DNP Group CSR Procurement Guidelines in 2018 with theaim of incorporating a global perspective and meeting
society’s and people’s expectations at a higher level. In
November 2020, we upgraded the guidelines by extending

their scope from just first-tier suppliers to cover the entire
supply chain. The upgrade also included revising andbolstering our compliance rules concerning human rights
and labor, safety and health, the environment, fair transaction and ethics, product safety and quality, and information
security as well as adding such important topics as legal
compliance, respect for international standards and business continuity plans (BCP).

Conducting a Supplier Survey and Interview Based on the CSR Procurement Guidelines onan Ongoing Basis
We have been continuously conducting a questionnaire
survey on suppliers to check the status of their efforts under
the DNP Group CSR Procurement Guidelines. In FY2020,
we held an interview with 18 suppliers based on the resultsof the previous year’s survey and provided specific guidance
for improvement. We have also extended the scope of our
supplier survey from Japan to other countries and conducted the survey globally.

Reinforcing Management in the Entire Supply Chain

Operation of Whistle-Blower Systems

3

Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2020 Results

make appropriate response 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 FY2020, we
received multiple reports and dealt with each case sincerely.
For suppliers, we have in place the Supplier Hotline, which
is operated in the same manner.
CSR Management: Responsible Procurement Link

In February 2019, we started conducting a material procurement BCP questionnaire survey on suppliers. The key
concept is to keep operating our supply chain even in an
emergency, and the survey aims to cover second- andthird-tier suppliers and hedge risks related to procurementof raw materials for DNP’s major products. In April 2020,
we revised our basic transaction agreement and now
require every supplier, including second- and third-tiersuppliers, to make relevant efforts under the DNP GroupCSR Procurement Guidelines. In FY2020, the COVID-19
pandemic hit the world and disrupted supply chains inmany countries and regions. As we had already performed
the risk assessment before the pandemic, DNP successfully
cooperated also with second- and third-tier suppliers toensure business continuity.
We will continue to fulfill our social responsibility
throughout the entire supply chain jointly with our many
partners in Japan and overseas.
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DNP Group CSR Management and Year Topics 2021

Human Rights and Labor
Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2020 Results
Performance indicators

Targets

FY2020 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) 6.6%(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 2.0 times thenumber (873)(3) Ratio of employees with disabilities(3) Achieve the ratio not lower than 2.2%.

(3) 2.5%(4) Rate of annual paid leave taken(4) Achieve an increase over the previous fiscal year (54.7%).

(4) 55.4%(5) Frequency rate of lost workday injuries(5) Keep the rate not more than 0.2.

(5) 0.29

Initiatives for Human Resources
Activities to Promote Diversity and Inclusion
 NP Diversity Declaration and cultivation of aD
sense of involvement

event, and about 70% of them said in a questionnaire
survey that their way of thinking has changed and they havecome to realize new things.

In July 2020, DNP made the DNP Diversity Declaration as a
top management’s commitment to promoting even greater
diversity and inclusion (D&I). Specifically, we have declaredthat the President will spearhead our efforts to promote D&I
and that we will transform awareness of those in managerial
positions and make ourselves a company where each andevery employee can actively take on challenges and create
new value.

July 17, 2020

Yoshinari Kitajima, President

Based on a belief that turning the declaration into reality
requires the cultivation of a sense of involvement, we haveformulated a medium-term plan and have been communicating the idea broadly throughout DNP that every
employee having diverse strengths makes up DNP’s D&I. As
part of this activity, we held our first internal Diversity Week
event in February 2021, which included 18 programs
designed to nurture awareness that everyone is involved in
our D&I. More than 7,000 employees participated in the5

In FY2020, we conducted online video training on LGBTQ+,
in which more than 17,000 employees in the DNP Groupparticipated. During the training, participants deepened theirunderstanding for the inconveniences and worries felt by
LGBTQ+ (sexual minority) people in their daily lives andlearned that creating a workplace where anyone can workwithout having to carry a physical or psychological burden
will eventually benefit all employees. As a result of thequestionnaire survey for those in managerial positions,about 90% said that they were able to gain a greater understanding of LGBTQ+.
Additionally, DNP has become a partner to Pride House
Tokyo, a project to disseminate information on LGBTQ+
broadly to society. We will facilitate an understanding of
LGBTQ+ by leveraging DNP’s digital archive and otherunique technologies to let many of the visitors to the project’s facility in Sinjuku-ku, Tokyo to experience the culture
and history of LGBTQ+.

 oining The Valuable 500 to promote moreJ
active roles of persons with disabilities
DNP sympathizes with the idea and activities of The
Valuable 500, a worldwide initiative to promote more activeroles of persons with disabilities, and joined it in July 2020.
The aim of The Valuable 500 is to enable persons withdisabilities to provide greater value to society and economy
by getting business leaders to promote inclusive efforts intheir respective businesses to leverage the strengths ofdiverse individuals to trigger a change.

[DNP’s Commitment to the Valuable 500]
The DNP Group’s DNP Group Code of Conduct
advocates, “Respect for human dignity and diversity”. In
addition, based on the DNP Group Human Rights Policy
established in March 2020, all employees, including thosewith special needs, will combine their strengths toovercome social challenges and create new value thatmeet the expectations of consumers.
1. W
 e will provide a variety of opportunities so that people
with special needs can leverage their strengths and work.
2. W
 e will train employees to promote their understandingof inclusion and build an environment where everyone
can play an active role.
3. W
 e will promote Inclusive Design that involves theparticipation of a variety of people, including those withspecial needs, in the development of products andservices.
We will make efforts to realize our corporate philosophy:“The DNP Group connects individuals and society, andprovides new value,” by respecting the individuality of all
employees, mutually accepting each other, and leveraging
each other's diversity as a strength.

Reform of Personnel Systems from the Long-Term Perspective to Lead to the New Normal

DNP Diversity Declaration
1.	We will take the lead in working to promote diversity
and inclusion.
2.	We will transform the awareness of managers into a"Dialogue style" that utilizes the differences of each andevery person as strengths.
3.	We will make ourselves a company where each andevery employee can actively take on challenges andcreate new value.

 oward realizing a workplace comfortable forTeveryoneTop page of the internal Diversity Week website

 etting male employees’ practice of taking
S
childcare leave more firmly in place
DNP has conventionally held a seminar called “Kangaroo
Club” to support balancing work with childcare. The seminar is for parents to talk about work and childcare and isalso open to partners who are not DNP employees. The
seminar was held in FY2020, for soon-to-be fathers andmothers and for employees returning to work, and encouraged men to take part in childcare and housework andadvised them to take childcare leave.
In December 2020, we joined the Male 100% Childcare
Leave Declaration promoted by Work-Life Balance Co., Ltd.
This percentage at DNP was 54.3% in FY2020, and inseeking to achieve 100% in the future, we will step up ourefforts to create a workplace culture that enables male
employees to take childcare leave more easily and in which
phycological safety is maintained.

In order to achieve growth over the medium to long term,
DNP is reinforcing its business infrastructure by utilizing
financial and non-financial capital in an integrated manner.
Personnel-related systems, in particular, support employees
who form an important foundation for our growth. In thisregard, we are working to provide systems that take into
account changes occurring in the entire society and are
attractive both internally and externally, while upholding abelief that respecting employees leads to the respected
employees driving corporate growth and enhancing society.
By realizing such systems, we intend to transform employees’ awareness and action.
In FY2019, as the first step to reform our personnel
systems, we enhanced our promotion systems mainly
targeting young employees and human resources withvarying careers both within and outside the Group andcarried out a system reform to permit certain side jobs ordual employment. The second step in FY2020 involved
efforts to facilitate a reform of our organizational culture,including revisions of our award systems, respond to theconcept of equal pay for equal work, enhance systems
concerning promotion and the nurturing of ICT personnel
and support work styles of senior employees. As a third
series of efforts in FY2021, we will seek work styles that willlead to the new normal, transform into a new management
style, introduce a dual-ladder career system for middle-ranking executives, put the DNP Diversity Declaration
into practice and provide value optimized to each country
and region. Through these efforts, we will implement diverseand specific personnel systems that will accelerate creationof new value.

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DNP Group CSR Management and Year Topics 2021

 ey features of our personnel systems reform inK
FY2021 onward

specific fields, domains and technologies can continuously hone their specialized strengths.

1. Work styles in the era of the new normal and a new
management stylelN ormalizing and establishing telecommuting
As enhancement to our existing telecommuting system,
we will introduce to each organization a scheme thatallows employees to work from home or remotely formore than half a week. For employees working under thisscheme, we will provide a telecommuting allowance andreimburse actual costs of transportation to and from work
instead of paying a fixed amount of commuting allowance.
lS hifting to a management style that uses a new value
objectives system matched to DNP
We will establish a new value objectives system that
integrates elements of Objectives and Key Results (OKR)
into the existing Management by Objectives (MBO)
system and allows for the visualization of processes andresults, cultivation of team spirit and autonomous career
support. We will shift to a new management style byoperating the new system in combination with weekly
team meetings and one-on-one meetings.

3. Enhancing diversity-related systems
In order to put the DNP Diversity Declaration into practice,
we will enhance systems to leverage diverse individualities
and human resources.
1) We will make some of our systems for spouses available
to same sex and common law partners.
2)	We will expand the programs to support career/lifebalance, and introduce new support systems for employees regularly seeing a doctor or undergoing treatment for
infertility or cancer and those going to school or advancing to higher-level school for skills improvement.
3)	We will enhance our shorter workday system for nursing
care and childcare by newly adding a shorter workweek
system.

2. Introducing a dual-ladder career system andenhancing the specialist work systeml System for middle-ranking executives to autonomously choose a managerial track or specialist track
With all employees striving to create value, we need to
improve the management capabilities of those holding
managerial positions and let specialists demonstrate theirexpertise. In order to realize this, we will introduce a dualladder system for middle-ranking executives to autonomously choose a managerial track or specialist track.
l Enhancing the specialist work system
To the system’s existing titles of Fellow and Chief
Specialist, we have added Principal Specialist targeting
mid-level employees. In this way, we are upgrading thesystem so that human resources having expertise in

4.	Revising working conditions of employees stationed overseas
In our Medium-term Management Plan, DNP seeks to“provide value optimized to each country and region.”
Accordingly, as one personnel labor management measure,
we revised and enhanced the working conditions of
employees stationed overseas.
5. Introducing an in-house dual job system
In order to spur innovation to create value, we have established an in-house dual job system in which employees cansimultaneously work for another department within the DNPGroup if they voluntarily wish to do so. The aim is to learn
the knowledge and skills in the department, which should
be synergized with one’s existing knowledge and skills toturn them into strengths, or to promote cooperation andcollaboration with the department.

Accelerating Occupational Safety and Health Initiatives during the COVID-19 PandemicOur response to COVID-19
DNP has established the Central Novel Corona Virus
Control Headquarters led by the President and has beenstrengthening and thoroughly implementing measures toprevent the spread of COVID-19 for all stakeholders. We
have made it a rule to follow instructions of the national andlocal governments and are placing top priority on the healthand safety of our employees and their families. Along withfully implementing basic preventive measures, such as
reducing contact among people, wearing a face mask andwashing hands, and totally avoiding situations where therisk of infection is high, we are also promoting a range of7

diverse initiatives from the long-term perspective, with all
employees thinking about new work styles to lead to the
new normal.
DNP Group’s Response to COVID-19 (in Japanese) Link

DNP Group Declaration on Health
DNP has always been undertaking initiatives to maintainand promote the health of employees and has further
accelerated these activities with the formulation of the DNPGroup Safety and Health Charter in 2019. Since 2020, we
have been revising and augmenting various initiatives as wereacknowledged the importance of good physical andmental health of employees and their families following the
COVID-19 outbreak.
Currently, DNP is striving to resolve social issues andcreate new value that meet people’s expectations. As
diverse value is called for, it is particularly essential that
employees respect each other and demonstrate theirindividual, diverse strengths to the fullest so that we cansynergize the strengths both within and outside DNP. In
doing so, it is also important that they work actively with ahealthy body and mind in a team they can trust. We believethat promoting health and creating an appropriate workplace culture will lead to the happiness of each and every
employee. Under this recognition, we announced the DNPGroup Declaration on Health both internally and externallyon April 1, 2021 and showed what we envision through
DNP’s unique health and productivity management as wellas health-driven measures. According to the declaration, we
will reinforce our efforts in three fields, namely, maintaining
and improving physical and mental health, developing
psychological capital, or a positive mind of each employee,and building phycological safety based on the relationshipsof trust in individual workplaces and teams. The goal is toboost employees’ level of happiness and enhance ourcorporate value.

DNP Group Declaration on Health
The DNP Group aims to embody the DNP Group Safety
and Health Charter by promoting the heath management
and health-driven measures that boost the happiness of
our employees, based on the following three perspectives:
1.	Maintaining and improving the physical and mental
health of our employees and their families.
2.	Developing the psychological capital, or positive mindof diverse individuals or human resources.
3.	Building psychological safety, or trust-based
relationships in our individual workplaces and teams.
With this declaration in mind we aim to achieve
improved corporate value.
April 1, 2021

Yoshinari Kitajima, President

Initiatives for Human Rights
Reinforcing Human Rights Management Based on the DNP Group Human Rights Policy
The COVID-19 pandemic has accelerated changes in
economy, society and the environment. Even in the postCOVID-19 world, we may be affected by various risks,
including those associated with new infectious diseases,
and there is a concern for their negative impact on thehuman rights in the international community. In accordancewith the DNP Group Human Rights Policy, we are promoting human rights due diligence in order to fulfill our responsibility to respect human rights.

 uman rights due diligence in the DNP GroupH
and in its supply chainl Efforts of the DNP GroupIn 2019, DNP conducted a survey and evaluation of nineGroup companies doing business in Southeast Asia,
Europe and the United States by using the Human Rights
Compliance Assessment Quick Check of the Danish
Institute for Human Rights. The results showed no major
problems requiring immediate action. In FY2020, we proceeded with preparations for a survey to identify risks inmore detail.
Additionally, DNP has in place a system for employees
to seek advice of experts on housing, legal, tax, harassmentand other matters. In FY2020, we revamped our internal
information website to provide to employees an easieraccess to consultation hotline.
l Efforts in the entire supply chain
In November 2020, we fully revised the DNP Group CSR
Procurement Guidelines with the aim of further reinforcing
responsible procurement that also gives consideration tohuman rights. Specifically, revisions were made to such
topics as human rights and labor as well as safety andhealth, and the behavior standard concerning compliancerules defined in the guidelines now requires suppliers of thefirst, second and the subsequent tiers to make greater
efforts in this area. To facilitate their understanding, thepractical guide of the guidelines (in Japanese and English),which was also revised, provides detailed descriptions of
the standard, terminology and background. We have also
initiated a supplier survey based on the new guidelines on a
global basis.
CSR Management Topics 2021: Responsible Procurement
Link

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DNP Group CSR Management and Year Topics 2021

Information Security
Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2020 Results
Performance indicators

Targets

FY2020 results(1) Rate of information security compliance assessments conducted(1) Achieve 100% (covering all business
units and Group companies).

(1) 100% (87 units andcompanies)(2) Rate of inspections and instructions by executive officer in chargeof divisions implementing priority measures for personal information
protection, etc.

(2) A chieve 100% (covering all
applicable divisions)*.

(2) 100% (82 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) Rate of security vulnerability tests for publicly open websites(4) Achieve 100% (covering all
applicable websites.

(4) 100% (425 systems
tested)Strengthening Information Security Measures Adapting to Work Styles under the New
NormalThe COVID-19 pandemic, among other factors, has
prompted rapid spread of telecommuting and other newwork styles, and more people are now accessing theirinternal system from outside the office and using web
conferencing. This, in turn, has given rise to concern about
increasing attacks exploiting these rapid changes in theworking environment, and the IPA listed Attacks on New
Normal Work Styles such as Teleworking for the first timein its 10 Major Security Threats 2021 and placed it in thethird place.
As the new normal has become more firmly instilled todrive drastic changes in work and living styles, DNP has

been implementing various measures along with the basic
measures described above. These include establishing thedefinition of telecommuting, formulating operating rules andproviding thorough security education. For example, weprevent such threats as intrusion and attacks from outside
by requiring multifactor authentication when employees
access our internal system from places other than ourbases and not permitting the use of unauthorized information devices. We will continue to further strengthen our
information security measures in order to reflect thelatest trends.

* We postponed on-site inspections due to the COVID-19 pandemic and switched to remote inspections.

Exchanging information over the Internet both enriches
consumer’s lives and greatly improves companies’ productivity. With the COVID-19 pandemic being one contributing
factor, services that use the Internet have been growing
rapidly, attaching greater importance to ensuring information
security and protecting personal information. As DNP

handles many information assets, including personal
information, we regard that managing and protecting
these information assets is one of our important social
responsibilities and have been undertaking various
initiatives accordingly.

Promoting Diverse Information Security Measures, Including Response to Advanced
Persistent Threats (APTs)
With cyber attacks now becoming increasingly artful andcomplex, Ransomware Attacks and Confidential Information
Theft by APT ranked first and second, respectively, in the 10
Major Security Threats 2021 list of the Informationtechnology Promotion Agency (IPA). In the latter threat, an
attacker with malicious intent obtains or destroys information by infecting personal computers with a computer virus
via e-mail and penetrating the system of the target organization. Leakage and misuse of confidential information cancause a significant impact on business continuity andnational security.
DNP has always positioned reinforcement of information
security as an important management issue and has been
implementing a range of measures that also factor in thelatest trends. For example, we have built layered countermeasures that combine “inbound measures” comprisingvulnerability and virus protection measures for personal
computers and servers, “internal measures” to containdamage in case the system has been penetrated and“outbound measures” that prevent information from being
illicitly transmitted outside the system. We have also beenpromoting Security By Design, whereby protective functions
are reflected in a computer system from its design anddevelopment stage, and conducting periodic vulnerability
tests on systems already in use.

9

The DNP Group company Cyber Knowledge Academy
Co., Ltd. provides educational programs internally andexternally to nurture personnel to counter cyber attacks.
Based on these programs, DNP conducts periodic training,in which 203 employees have participated to date. In
addition, 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 its Computer
Security Incident Response Team (CSIRT), a team of
specialized staff (3 full-time members and 15 with concurrent posts) to respond to information security issues, incollaboration with the Nippon CSIRT Association and otherorganizations.
l Devise and implement cyber security measuresl	Research information security technology inside andoutside 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

10

DNP Group CSR Management and Year Topics 2021

Product Safety and Quality
Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2020 Results
Performance indicators

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

FY2020 results(1) Achieve zero accidents.

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

(2) 100% (350 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 developing and providing new value that solves social
issues and meets people’s expectations, the most important thing is to ensure the safety and security of people using
DNP’s products and services. Under this belief, we havebeen focusing on increasing the quality and safety of our
products and services.
Specifically, we conduct quality and safety risk assessment when designing a product or service and devise
measures according to the level of risk identified. These
measures are discussed and determined at the Quality
Assurance and Product Safety Committee of the responsible business units and reviewed at the Quality Assurance
and Product Safety Committee within the head office. We
also perform tests and evaluations on durability by using

actual equipment and assuming people’s actual usage
environment and conditions, and utilize the results for
quality and safety improvement.
Believing that ensuring product safety, in particular,requires continuous efforts, DNP performs a safety risk
check on all families of products and services twice a year,
in addition to a check conducted during development. In
case risk check results entail a change of design or an
improvement in technology in order to further ensure safety,
we respond swiftly, compile details of such a change andimprovement into a document to use it as our productsafety standards and ensure thorough implementation ofthese standards on an ongoing basis.

l	Examples of key new products and services in FY2020

AI-guided Hand Washing Service, for which we repeated a design
evaluation of the system’s waterproof performance and measures against
heat generation and achieved the optimum trade-off performance.

DNP ultra-low reflection face shield (left), for which we assessed
durability against alcohol disinfectants, ultraviolet rays blocking rateand degree of damage when dropped

Initiatives to Maintain Quality under the New Normal
DNP has always endeavored to enforce legal complianceand ensure quality and safety and implements sufficient risk
management in order to prevent serious accidents fromoccurring. More recently, we have been undertaking avariety of initiatives to prevent COVID-19 while working tomaintain the quality of our products and services, placing
our highest priority on the health and safety of employees
and their families. As an example, we reexamined our11existing work processes and focused on promoting theproactive use of electronic tools, accepting non-face-toface or remote quality checks and external audits anddispersing close contact operations.
DNP will always maintain the perspective of consumers
and strive to provide products and services with high levelsof quality and safety.

12

DNP Group CSR Management and Year Topics 2021

Corporate Citizenship
Performance Indicators to Monitor the Achievement of the Medium- to Long-Term Vision
and FY2020 Results
Performance indicators

Targets

FY2020 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) 1,293 persons(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) 674 persons(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) 39,190 items(4) Number of dishes served in company cafeterias to support disasterareas 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) 4,516 dishes

Activities to Support Measures to Counter COVID-19
Under the COVID-19 pandemic, we have been undertaking
support activities unique to the DNP Group, providing our
products and services free of charge mainly to healthcare
professionals working on the frontline as well as children
enduring limited in-school learning.
 upport for medical and educational fields leveraging
S
DNP’s strengths
As an effort to counter shortages of medical supplies, DNP
has donated about 87,000 high-performance N95 medical
masks as a group as a whole, which were stockpiled internally based on its business continuity plan (BCP), to local
medical institutions and government entities. We have also
donated about 10,000 face shields, air-borne droplet
protective boards and other infection prevention products,
including those manufactured within the Group, to local
medical institutions, government entities and schools forthe hearing impaired and other educational institutions.
Of these, DNP’s ultra-low reflection face shield leverages
our proprietary coating technology to reduce light reflection,is comfortable to wear and makes it easier to see thewearer’s facial expression. This face shield has been highly
acclaimed by those who have used it, as being easier to
see the mouth and facial expression of the wearer whencommunicating in sign language and being stress-free towear with its clear field of vision.

VOICE Providing Face Shields

Tomoyuki Itou, Principal
Special Needs Education School for theDeaf, University of Tsukuba
Our students have a hearing disability, and they listen to thevoice of people through a hearing aid or implanted cochlea andcommunicate by looking at the mouth and facial expression of
the speaker or in sign language. The COVID-19 pandemic has
made it a normal to wear a face mask and caused inconvenience13

In the education field, we offered a DNP-designed
learning platform service free of charge for a certain period
to elementary and junior high schools to help children facing
school closures or receiving limited in-school learning in asmaller group. This service provides, both at school andhome, the optimal educational material for each student
based on his or her progress in learning. We have also
undertaken social contribution activities that capitalize on
the digital archive and virtual reality (VR) technologies unique
to DNP, such as providing a content service to enjoy art orcultural heritage remotely and making available free online
learning materials for manga and anime production.
DNP Group’s Response to COVID-19 (in Japanese) Link

DNP’s ultra-low reflection face shields were donated to threeschools for the hearing impaired in Tokyo, University of Tsukuba’sSpecial Needs Education School for the Deaf and theJapanese Federation of the Deaf as well as to ward offices,
police stations and fire departments in Shinjuku-ku, Tokyo.

to many children, teachers and school staff.
Then, DNP donated face shields to us in
December last year. These shields, which area culmination of DNP’s technologies, reflect
much less fluorescent lights, and many
students, teachers and school staff havecommented that they offer a clearer visibility
and are eye-friendly. I would like to express
my sincere appreciation for your efforts to develop products thatsimultaneously ensure better learning and greater comfort andfor your initiatives for contributing society.

Corporate Citizenship Activities Accelerated under the New Normal
As the COVID-19 pandemic has restricted face-to-faceactivities and long-distance travel, we reexamined ourexisting social contribution programs and at the same time
worked to come up with a new set of DNP’s unique corporate citizenship activities. These consider enhancement ofvalue while adapting to the new normal, such as by integrating real and remote.
 trengthening the use of internet and social
S
contribution programs for employees working
from home
In FY2020, substantial restrictions on domestic and overseas travels made it difficult to conduct social contribution
activities that require employees to come to the office orvisit disaster-affected areas. As an alternative, we geared
our efforts to enhance social contribution programs that canbe done using our in-house information network or at home.
DNP has been focusing on fair trade activities that aim
to improve living conditions of people, including producers,
in developing countries and help them become self-independent by continuously and stably trading raw materials
and products at a fair price. In 2018, in-house consumptionof fair trade certified coffee reached 1 million cups, and webecame the first company in Japan to receive a certificate
of commendation from the NPO Fairtrade Label Japan. We
also specify every May as Fair Trade Month to coincide with
the World Fair Trade Day (the second Saturday of May) andprovide dishes that use fairtrade certified foodstuff at
our company cafeterias
across Japan. In FY2020,
instead of providing suchspecial dishes at company
cafeterias, which havebecome underused due to Fair trade certified instant drip coffee
packets jointly planned with Art Coffee
COVID-19, we started
Co., Ltd. We also sold smaller size
packages containing eight packets
online sales of fair tradeeach, suited as a small gift.
coffee to employees. We
set up an employee e-commerce system and make available certified instant drip coffee packets, which had only
been sold at company stores, to all employees throughout
the country. We held a sales campaign from December
2020 to March 2021 and sold about ten times as manycoffee packets than an average year.
As an activity that can be done from home, many
employees participated in the Campaign to Deliver Picture
Books run by the NGP Shanti Volunteer Association as
usual. The campaign sends Japanese picture books, affixedwith seals bearing translations into the local language, tochildren in developing countries to increase literacy.
Conducting a Campaign to Promote Consumption of Fair
Trade Certified Products In-House (in Japanese) Link
Donating Translated Picture Books to Increase Literacy in
Developing Countries (in Japanese) Link

Initiatives for future generations development using
online tools
The Tokyo Metropolitan Government has organized theCommercial Education Consortium Tokyo jointly with theTokyo Metropolitan Board of Education, companies andlocal communities as an effort to create opportunities forcommercial high school students to learn how business isactually conducted. DNP has sympathized with this objective
and has been providing a lesson curriculum since FY2018.
In FY2020, employees from our Packaging Business Unit
handling packaging materials for food and daily necessities
gave a total of four lessons under the curriculum, mainly
online, over the course ofa half year to 210 secondyear students of Tokyo
Metropolitan Third
Commercial High School.
On a topic of thinking
about a new souvenir ofSnapshot of our high school businessTokyo, they generated
education lesson. Even though it was
excellent ideas that wellheld online, students took the lesson
convey the attractivenessseriously and actively engaged inof Tokyo and could actually exchange of opinions and Q&A
sessions.
be commercialized.
DNP has also supported the Tokyo Great Santa Run, acharity event to deliver Christmas gifts to children fighting
illnesses, for three consecutive years. In FY2020, eventhough the actual running by people wearing Santa Clauseand other fun outfits was cancelled, we provided various
forms of support to the event. For example, we connected
the DNP Plaza, which is a facility run by DNP in Ichigaya,
Tokyo, a hospital and student volunteers online and used
our virtual customer attendance service to hold a Christmas
party for hospitalized children and their families. FUN’SCHAN, a DNP’s original virtual character, was also present
at the party wearing a Santa hat and spent a joyful time withthe children, reading a picture book story and hosting a quizsession. Until 2019, children had gathered in the hospital’s
playroom to have a Christmas party. This year, the party washeld online and allowed other children confined to bed to join
it via tablet and similar
devices. Holding it online
also eliminated the spatial
limitation and restriction on
the number of children
allowed into the playroom,
enabling many more
Online Christmas party held as part of
employees to participate
the Tokyo Great Santa Run eventand learn many thingsfrom children’s smiles.
Providing Lessons to Generate Business Ideas toSecond-Year Students of Tokyo Metropolitan Third
Commercial High School (in Japanese) Link
Supporting the Tokyo Great Santa Run 2020 (in Japanese) Link

14

DNP Group CSR Management and Year Topics 2021

DNP Group’s Corporate Citizenship Activities in FY2020
Key activity theme
1. Environmental
conservation

2. C ontribution to local
and international
communities

3. F uture generations
development

Program

Details
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

Cleanup activities in and near Nakanoshima Park (Katsura River) in Arashiyama, Kyoto
and others

Nationwide: DNP Group bases—

No. of local cleanup activity participants:
Over 330 (more than 9 locations nationwide)

OthersActivity to donate children’s clothing
Providing soy meat during a campaign at company cafeterias

Nationwide: DNP Group bases
Nationwide: D NP Group company
cafeterias (20 bases)

Specified NPO Sanno-Gakusha (via Lynks service)Children’s clothing donated:
1,284 items by 40 participants
No. of soy meat dishes sold: 1,203

Fair trade activities

Limited-time sales campaign for instant drip coffee packets
In-house sales of other fair trade products

Nationwide: D NP Group coffee shops andcompany stores

Fairtrade Label JapanArt Coffee Co., Ltd. and others

No. of cups of fair trade coffee sold: 39,190* Including 3,592 instant drip coffee packets

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

Collecting stamps and postcards (FY2020)—

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

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

Tokyo & Saitama: Schools and educational
facilities

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

Employees and their families: Preparing translated picture books (FY2020)

Nationwide: H omes of DNP Group
employees¥40,000 of unused stamps and postcards (face value), andabout 4 kg of used commemorative stamps*C umulative total since 2018: ¥230,000 of unused stamps andpostcards and about 16 kg of used stamps—
No. of external lesson participants: 100 from 3 schools
and educational facilities

Shanti Volunteer Association

No. of translated picture books prepared: 110

Accepting company visits and plant tours

Nationwide: DNP Group bases—

No. of schools accepted for company visit (approximate)
Elementary schools: 1 (100 participants)
Junior high schools: 1 (90 participants)
Total: 190 participants

Support for business education for high school
students

Providing business education lessens in collaboration with the Tokyo Metropolitan
Government (total of 4 lessons)Participating in a career fair held at schools in Kasaoka City, Okayama Prefecture andothersTokyo: Tokyo Metropolitan Third
Commercial High School
Okayama: O kayama Prefectural Kasaoka
Commercial High School andtwo other schools
Kanagawa: K anagawa Prefectural
Kawasaki Senior High Schoolof Science and Technology

Tokyo Metropolitan Office of Education
Commercial Education Consortium Tokyo
Kasaoka City, Okayama Prefecture and others

No. of business education lesson participants: 560

Charity events

Tokyo Great Santa Run 2020 (co-hosting an online Christmas party, creating mosaic
artwork and volunteering to help select books to be given to children)

Tokyo: DNP Plaza
Tokyo: Maruzen bookstore in Marunouchi

OSAKA Akaru Club

No. of online Christmas party participants: Approx. 70
children fighting illnesses and their families
No. of photos submitted by participants for the mosaic art
project: 365[COVID-19]
Providing online content to support learning at
home for free

Providing the learning platform service to support learning at home, free of charge

—

Tokyo
Nara City, Nara Prefecture and Minamiboso City, Chiba
Prefecture

DNP Group’s Response to COVID-19 (in Japanese) Link

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
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

[COVID-19]
Providing online content to enjoy art and support
learning at home for free

Providing virtual reality (VR) tour of the ginza graphic gallery during a period when theJapanese government asked people to stay at home
Providing some online learning materials of DNP’s FUN’S PROJECT COLLEGE free ofchargeMaking available some of the content of the TOMORROW’S KYOTO Cultural Heritage
Platform project online and free of charge—

DNP Foundation for Cultural Promotion
Mainichi Broadcasting System, Inc.

DNP Group’s Response to COVID-19 (in Japanese) Link

Disaster reconstruction support (donations)Great East Japan Earthquake: Proceeds from special menus in company cafeterias

Nationwide: DNP Group company
cafeterias

Chance for Children, Inc.

Amount donated through special menus in company
cafeterias: ¥252,345 (Great East Japan Earthquake, FY2019)—Local medical institutions and public entities
Shinjuku Ward Office, Ushigome Police Station, Ushigome
Fire Department and others
Three Tokyo Metropolitan schools for the hearing impaired
and Special Needs Education School for the Deaf, Universityof Tsukuba
Japanese Federation of the Deaf
Yumeshima New Industry and City Creation Institution
Keidanren (Japan Business Federation) and others

Donating:
Approx. 87,000 N95 medical masks;
Approx. 10,000 face shields and air-borne droplet
protective boards;
Approx. 3,000 protective clothing; and120,000 bottles of drinking water and others
DNP Group’s Response to COVID-19 (in Japanese) Link

4. Arts and culture[COVID-19]
Providing infection prevention products for free

15

Results data
* Participants are approximate numbers.

Key outside partner

Conservation of biodiversity

Company visits and plant tours

5. Humanitarian
aid and Disasterreconstruction
support (donations)

Event / Main location

Donating infection prevention products to medical institutions, public entities and others

16