Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

Sustainability
DNP's Approach to Sustainability
Create new value to realize a sustainable society

Identifying Materiality>

Sustainability Management>

DNPʼs Approach to CSR

Message from the President

Environment"Three Corporate Responsibilities">

More >

SocialMore >

Governance>More >

Latest annual reports

Integrated
Report 2023>

Environmental
Report 2023>

Disclosure of DNPGroup information>

Related documents
GRI content index>

Policies, criteria and data>

Recognition from Society>

1Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

Message from the President
Yoshinari Kitajima, President and Chairman of the Sustainability Committee

Transforming risks into opportunities to create a better future
At the DNP Group, we continually take on the challenge of advancing sustainable social well-being for all. For DNP, achallenge entails "making the future better than the present," and we accomplish this by taking the initiative insolving diverse social issues and creating value that exceeds peopleʼs expectations.
To realize this goal, in April 2022, we strengthened our corporate structure to manage medium-and long-term
environmental, social and economic risks, identify business opportunities, and reﬂect them in our management
strategies. The existing Sustainability Committee, which was reorganized at the time and which I myself chair, works
with the Corporate Ethics Committee, the BCM Promotion Committee and other committees to address risks
relevant to the entire company. Throughout the supply chain, we will reduce the negative impact of all potential risks
and create new value with positive impact, thereby improving our corporate sustainability as well as our environmental,social and economic sustainability.
For DNP to continue to provide value, we must keep the trust of all our stakeholders. To this end, we have three
responsibilities: value creation, integrity in conduct and transparency (accountability). Of late, there has been particulardemand for management that emphasizes ESG (Environmental, Social and Governance) and sustainability. We willcontinue to fulﬁll our responsibilities to the diverse environment, society, economy and the diverse people who live inthem. We will continue to embrace the challenge of creating a better future together.
President
Chairman of the Sustainability Committee
Yoshinari Kitajima
2

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

Identifying Materiality
DNP believes that a healthy society and economy as well as comfortable and well-being lives for people can beachieved on a sustainable earth. Toward realizing the “better future” envisioned by DNP, we will identify key issues(materiality) for the sustainable growth of both society and DNP. In identifying materiality, DNP comprehensively
ascertains social issues, identiﬁes and evaluates medium- to-long-term risks (variable factors) for DNP in undertaking
business activities, and identiﬁes and prioritizes social issues with high materiality for DNP, society and stakeholders.
Additionally, to create value and strengthen the management foundation that supports value creation, we haveselected “CSR Management Principal Themes” and are progressing with efforts to strengthen management acrossthe entire supply chain.

A “better future” aimed for by DNP

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Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

Process for identifying materiality

4Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

Ascertaining social issues
DNP strives to realize a sustainable, better society and well-being lives through the two approaches of “creating
value” and “strengthening business infrastructure,” accurately grasping and analyzing changes and issues in theeconomy, society and the environment.

Risks (variables) closely associated with DNPʼs business activities
Short-term and medium- to-long-term variables in economic activity occurring in eachcountry/region and in the global market●Accelerate development of business models/technologies/products/services, etc.
●Acceleration of digital transformation (DX) and establishment of a global network, etc.

Economic risks●Rapid changes in various economic indicators (domestic and overseas economic conditions,industry trends, consumer conﬁdence, prices, exchange rates, GDP and others)●Changes in the balance as well as the fragmentation of the global economy due to geopoliticalfactors, etc.
Variables in systems that form the basis of economic activities and in market trends●Changes in ﬁnancial infrastructure due to reassessment of capitalism, the establishment of virtual
economic zones and other factors●Changes related to the information infrastructure (strengthening and loosening of various rules andregulations such as GDPR, threats to information security and others)●Depletion of natural resources, shortages or restrictions in the supply of energy and resources,soaring prices, etc.
Variables related to human capital and human rights●Declining birthrates and aging population, labor shortage and acceleration of employment mobility●Changes in issues related to the dignity of diverse people living in diverse societies
Social risks●Changes in various conditions needed for all people to live comfortably (mental and physical health,safety, hygiene and others)●Increasing importance of responding to human rights risks throughout the supply chain, etc.
Variables in systems for building a healthy society and in market trends●Changes in legal and political systems in each country/region and strengthen responses to risks
in the supply chain●Expansion of geopolitical risk/country risk
●Manifestation of various risks due to differences in culture, systems and rules, and other factors

5Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

Variables related to the sustainability of the global environment that form the foundationof all corporate activities
Environmental risks●Increased frequency and severity of natural disasters and increased water risks such as
droughts and ﬂoods due to climate change●Accelerating plastic pollution and biodiversity loss, etc.
Changing variables in market trends and systems related to global environmental conservation●Strengthening and globalization of disclosure of climate change risks and nature-related information●Tightening of regulations on GHG emissions, revisions to Japanʼs energy policy and acceleration of
the transition to a circular economy●Expansion of market for environmentally positive products and services and acceleration oftechnology innovation, etc.

Creating value

Strengthening business baseWe will contribute to achieving the SDGs by turning risks into

We will minimize the impact of assumed risks by prescribing

chances for expanding business opportunities. We aim to solve

priority themes in CSR management and implementing PDCA.

social issues through our business activities.

CSR Management>

6Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

Sustainability Management
Sustainability Management System
In order to further strengthen its sustainability promotion system, in April 2022 the DNP Group established theSustainability Committee consisting of directors and corporate ofﬁcers in charge of the head ofﬁce divisions. This
committee, chaired by the president and vice-chaired by senior managing directors, collaborates with the Corporate
Ethics Committee and the BCM Promotion Committee to manage medium- to long-term company-wide risks, with
an emphasis on ESG (environment, society, governance). Additionally, the DNP Group recognizes that the variation
factors it has identiﬁed as risks are also simultaneously opportunities for business expansion and will promote newvalue creation that contributes to the achievement of the SDGs.
Corporate Governance>

Identifying Materiality>

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

*DNP announced its support for the United Nations Global Compact in July 2006.
*DNP agrees with the initiatives of the United Nations Global Compactʼs local network in Japan(Global Compact Network Japan) and participates in subcommittees that are based on such themes
as human rights, the environment, and procurement.

7

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

Principal themes/Medium- to Long-Term Vision
Our own medium- to long-term vision and its corresponding SDGs are set for each of the principal themes in CSR
management.
Value Creation
Business toContribute to
SDGs
Achievement

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

Foundation to Support Value Creation> Fair Operating
Practices> Human Rights andLabor

We help to maintain and develop orderly,
free and competitive markets based on laws and social
ethics and by always remaining fair and equitable.
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 andwhether they have disabilities. We accordingly respect
working styles suited to the diversity of our employees
and make efforts to create a safe, healthy and vibrantworking environment based on the assumption of actingwith discipline.

> Environment

DNP Group Environmental Vision 2050

> 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 humanrights, the environment and more.

> Product Safety
and Quality

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

> Information
Security

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.

> Corporate
Citizenship

We contribute to society by resolving social issues,
conducting volunteer activities and through culturalactivities as we look to deepen our relationship with society
as a good corporate citizen that coexists with society.
8

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

Principal themes/Prioritized Indicators and Targets
DNP determines indicators and targets that it prioritizes in its effort to achieve medium- to long-term vision for eachprincipal and apply them to continued activities in order to carry out sustainable business.
Medium- to long-term targets*

Principal themes

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

Business toContribute to SDGs
Achievement(1) Ratio of Super Eco-Products*1 in totalsales(1) Achieve 10% by 2025.

(1) 11.9%(163,1 billion yen)

Fair Operating
Practices(1) Number of meetings of the Corporate
Ethics Committee*2(2) Ratio of Autonomous Corporate
Ethics Training conducted*3(1) Hold meeting once a month (12 times ayear) or more.
(2) Achieve 100% (covering all organizations
concerned).

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

Human Rights andLabor(1) Number and ratio of female managers*(2) Ratio of employees with disabilities(3) Rate of annual paid leave taken(4) Frequency rate of lost workday injuries* Changed indicators and target values
from FY2022 (1)(1) By FY2025
ⅰ. Increase the number of women at or
above the general manager level to 150%of the number at the end of March 2022
ⅱ. Increase the ratio of women in section
manager level to 15% or more
ⅲ. Increase the ratio of women in leadership
positions to 25% or more
(2) Achieve the ratio not lower than 2.3%
(3) Achieve an increase over the previous
ﬁscal year (57.5%).
(4) Keep rate not more than 0.2.

(1)ⅰ.116％
ⅱ.11.8％ⅲ.21.8％(2) 2.6%(3) 60.8％(4) 0.3

Environment

To the page17 of the DNP Group Environmental Report 2023 for Environmental Activity Targets and Results List

Responsible
Procurement(1) Average score of DNP Group CSR
Procurement Guidelines survey on key
suppliers*(2) Percentage of key suppliers that haveobtained the conformance certiﬁcate of
DNP Group Guidelines for Procurementof Paper for Printing and Converting* The content of the survey and its
evaluation indicators were reviewed in
FY2022 (1).

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

(1) 82 points in Japan*(2) 94%

Product Safety andQuality(1) Number of serious accidents*4 caused
by our products(2) Percentage of newly developed
products undergoing product safety
and risk assessment(3) Percentage of quality systeminspections*5 carried out.

(1) Achieve zero accidents.
(2) Achieve 100% (covering all products
concerned).
(3) Achieve 100% (covering all organizations
concerned).

(1) Zero accidents(2) 100%(330 products)(3) 100% (51 units
and companies)

Information
Security(1) Rate of information security complianceassessments conducted(2) Rate of inspections and instructions
by executive ofﬁcer in charge ofdivisions implementing priority
measures for personal information
protection, etc.
(3) Participation rate of information
security education and training(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) 100% (88 units
and companies)(2) 100% (91 times)(3) 100% (Approx.
41,000 persons)(4) 100% (574 web
systems)* Target values without atarget ﬁscal year set are for each ﬁscal year.

FY2022 results>

9Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

Corporate
Citizenship(1) Number of external participants insocial contribution activity programs(2) Number of employee participants insocial contribution activity programs(3) Number of fair trade-related products
consumed in-house(4) Number of dishes served in company
cafeterias to support 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) fromFY2020 to FY2024.
(4) Achieve an accumulated total of 70,000
dishes (14,000 per year) from FY2020
to FY2024.

(1) Accumulated
total:4,303(1,610 in FY2022)(2) Accumulated
total:2,064(681 in FY2022)(3) Accumulated
total:88,815(29,767 in FY2022)(4) Accumulated
total:74,063(38,912 in FY2022)*1 Super Eco-Products ：Excellent eco-conscious products and services designated through DNPʼs original certiﬁcation system*2 the Corporate Ethics Committee ： An organization overseeing internal controls, responsible for promoting a compliance framework to ensure that all businessactivities of the DNP Group are carried out in an appropriate manner.
*3 Autonomous Corporate Ethics Training： Training in which the heads of each business division provide lectures on corporate ethics as a foundation of businessand explain to their staff the issues and countermeasures relevant to the operations of their respective divisions.
*4 serious accidents ：Including cases where a defect in our products jeopardizes the userʼs life, causes serious bodily harm or inﬂicts serious damage on the userʼs
property (other than the product itself)*5 Quality system inspection : Conducted by the head ofﬁceʼs quality assurance supervisory division, target sites are inspected once a year to check the operation of
the quality management system

10Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

DNPʼs Approach to CSR "Three Corporate Responsibilities"
DNP's most important mission is to remain a company that can always be fully trusted by its various stakeholders.
We will work to improve our credibility by carefully responding to each of the expectations of our various stakeholders,and by fulﬁlling the following "three responsibilities."

DNPʼs Three Corporate Responsibilities

Responsibility #1 : Value Creation
The ﬁrst and most fundamental responsibility of acompany to society is "providing new value to society."
We are working to link the offering of products andservices necessary to the sustainable development ofsociety to the growth of the company. Through ourBusiness Vision, we will continue to provide new value
which contributes to the solution of social issues andmeets peopleʼs expectations.
Responsibility #2 : Integrity in Conduct
The second responsibility is "practicing fairness andimpartiality in value creation processes." No matter
how superior or useful to society the value producedis, value is compromised if, for example, environmental
damage occurs or laws are broken during the value
Corporate Governance>creation process. Therefore, DNP seeks to fulﬁll this
responsibility by ensuring that all employees always
conduct business with integrity in accordance with the
DNP Group Code of Conduct.

Responsibility #3 : Transparency (Accountability)
Finally, the third vital corporate responsibility is "being
a company that is accountable and highly transparent."
DNP achieves accountability by encouraging all
employees, during the course of their regular duties,
to engage in TAIWA (dialogue) with stakeholders,
listen to their opinions and provide correct information
themselves.

11Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

DNP Group Vision 2015/Code of Conduct
As preconditions for fulﬁlling our Three Responsibilities, we have established the DNP Group Vision 2015, thefoundation of our business activities, and the DNP Group Code of Conduct, setting forth the conduct withintegrity that all employees must adhere to.
The Group Vision comprises the three elements of the Corporate Philosophy, Business Vision and Guiding Principles,showing our commitment to society, to drive the creation of new value that contributes to solving the challenges
faced by society
DNP Group Vision 2015

DNP Group Vision / Code of Conduct>

Code of Conduct
The DNP Groupʼs Code of Conduct forms the basis for everything we do toward realizing our Management Concept.
In accordance with the Code of Conduct, our employees strive to act with integrity based on a high level of ethics.
１. Contributing to the development of society

１. Realization of a ʻuniversal societyʼ

１. Social contribution as a good corporate citizen

１. Ensuring the safety and quality of our products
and services

１. Compliance with the law and social ethics

１. Ensuring information security

１. Respect for human dignity and diversity

１. Proper disclosure of information

１. Environmental conservation and realization of asustainable society

１. Realization of a safe and vibrant workplace12

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

Report Archives
DNP provides a comprehensive overview of its sustainability management approach and initiatives in the Sustainability
section of this website. With regard to the environment, DNP Group Environmental Report is published once a year
which summarizes our environmental initiatives.
In addition, “ DNP Group Integrated Report ”, which integrates mainly ﬁnancial and non-ﬁnancial information, ispublished for all stakeholders, particularly shareholders and investors.

DNP Group Environmental Report 2023 (April 2022 - March 2023)
All pages

5,036KB>

13

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

Social>Human resources>
development and training

Occupational safety
and health>

Human rights and labor>

Medium-to long-term vision>

Structure to promotemanagement>

Structure to promotemanagement>

Structure to Promote
Management>

Initiatives for human rights>

Fostering a culture where
diverse human resources
can play active roles>

Pay grade system /Hiring situation>

Initiatives for maintaining
and improving health>

Initiatives and systems that
support active roles ofdiverse human resources>

Initiatives and systems forhuman resources
development and training>

Initiatives for the preventionof industrial accidents>>

Corporate citizenship

Initiatives for human resources >Labor-management relations >Key data related tohuman capital>

Diversity & Inclusion

Responsible
procurement>

Product safety
and quality>

Medium-to long-term vision >Medium-to long-term vision>

Medium-to long-term vision>

Structure to promotemanagement>

Structure to promotemanagement>

DNP Group social
contribution policy andsocial contribution themes>

DNP's main initiatives>

DNP's main initiatives>

DNP's main initiatives>

14

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Human Rights and Labor
DNP recognizes that “respect for human rights” is a responsibility that a company must fulﬁll as a member ofsociety and is therefore strengthening initiatives in this area through dialogue with diverse stakeholders that include
shareholders and investors, customers, suppliers, local communities and employees. Moreover, DNP respects andencourages the mutual acceptance of differences among individuals, and by leveraging their diversity, connects
people and society and provides new value (promotion of diversity) . At the same time, by striving to maintain andimprove safe and healthy workplace environments and maintaining and promoting the physical and mental health of
employees and their families, the DNP Group will promote the creation of safe, healthy and vibrant workplaces,
leading to sustainable growth (promotion of occupational safety and health).

Medium-to Long-term Vision

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, andsexual orientation or whether they have disabilities. We accordingly
respect working styles suited to the diversity of our employees andmake efforts to create a safe, healthy and vibrant working environment
based on the assumption of acting with discipline.
SDGs Covered by the Vision

Performance Indicators to Monitor the Progress in Achieving the Vision and Activity Results

Performance Indicators

Targets

Results(1) Number and ratio of female managers(1)By FY2025

For most-recent ﬁscal(2) Ratio of employees with disabilities*

ⅰ. Increase the number of women at or above theyear results(3) Ratio of annual paid leave taken(4) Frequency rate of lost workday injuries* Changed target values from FY2023 (2)general manager level to 150% of the number at theend of March 2022
ⅱ. Increase the ratio of women in section manager
level to 15% or more
ⅲ. Increase the ratio of women in leadership positions
to 25% or more
(2) Achieve ratio not lower than 2.5%.
(3) Achieve an increase over the previous ﬁscal year(4) Keep rate not more than 0.2.

Various data on human rights and labor at DNP>
15

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Initiatives for Human Rights
Policies and Structure
In recent years, interest in the impact of business on human rights has grown rapidly. After deliberations of theBoard of Directors, DNP established the DNP Group Human Rights Policy in 2020 based on its previous efforts andin accordance with the International Bill of Human Rights, the International Labour Organization (ILO) Declaration on
Fundamental Principles and Rights at Work and other international rules. In line with this, each department related tohuman rights at the head ofﬁce, including the Personnel & Employee Relations Division, Diversity Promotion Department,
Sustainability Promotion Department, Purchasing Division, Strategic Business Planning & Development Division and
Legal and Compliance Department, is working together to promote initiatives for human rights.
DNP Group Code of Conduct>

Human Capital Policy>

DNP Group Human Rights Policy>

DNP Group Diversity Declaration>

DNP Group Safety and Health Charter>

DNP Group Declaration on Health>

DNP Group Basic Procurement Policy>

DNP Group CSR Procurement Guidelines>

Education and Permeation
DNP believes that every employee who supports our business activities needs to understand the importance ofrespecting human rights and reﬂect this in their daily activities. In FY2021, DNP conducted a business and humanrights e-learning program for all of its Group employees with the goal of fostering an understanding of human rights.
Approximately 25,000 employees took part in this program. Additionally, DNP provides a wide range of training
courses, including courses whose focus is diversity and inclusion, addressing the different forms of harassment,
specialized courses for procurement staff and speciﬁc education regarding mineral procurement for particularbusiness units. DNP also continuously uses a range of opportunities, such as surveys, interviews and brieﬁngs basedon the DNP Group CSR Procurement Guidelines, to increase its suppliersʼ awareness of human rights issues.

Relief System
Including building a grievance mechanism, DNP is making group-wide efforts globally to establish an environment
where employees, suppliers and outsourcing contractors can more easily report and consult on compliance-related
issues and the Company is able to understand and identify any infringements on rights. DNP protects the
conﬁdentiality of reported information as well as the anonymity of the whistleblower and operates the system in amanner that ensures the whistleblower does not suffer any disadvantages.
Open Door Room>Global Internal Whistle-blowing System>

Consultation Ofﬁce>

Compliance Hotline (Japanese site opens)>
16Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Human Rights Due Diligence
From 2014 to 2016, we carried out interview surveys with all business units in addition to implementing written
surveys at all 22 overseas consolidated Group companies. Through these surveys, we worked to ascertain risks froma wide range of stakeholder perspectives, including the countries and communities where we operate, suppliers andoutsourcing contractors, raw materials countries of origin, consumers, customers and employees. DNP recognizes
there is no signiﬁcant risk associated with human rights within the scope of this information obtained from theseinvestigations. In 2017, to formulate a human rights policy and implement detailed risk assessment, we promoted
considerations, which also incorporated the opinions of experts, on how to proceed with these initiatives.
As part of due diligence on human rights based on the DNP Group Human Rights Policy, in 2020 risk assessment
utilizing the Human Rights Compliance Assessment (HRCA) Quick Check of the Danish Institute for Human Rights
was implemented at nine overseas consolidated Group companies with manufacturing departments. The results
conﬁrmed no signiﬁcant risks at any of the nine companies. We will continue our efforts to understand risks byundertaking local surveys and taking other measures.
Click here for the latest DNP Group Integrated Report.

>

Initiatives in the Supply Chain
DNP is promoting a variety of initiatives to undertake Responsible Procurement that respects human rights throughout
the supply chain. These efforts include the establishment of an array of guidelines, the implementation of fact-ﬁnding
survey questionnaires to raise the effectiveness of the guidelines and the interviews and education based on thesequestionnaires.
DNP provides a variety of products and services to the global market from its domestic and overseas businesslocations, and its procurement activities are also globalized, including the sourcing of raw materials. To establish asecure and robust operational structure, DNP actively manages the risks throughout its entire supply chain. These
initiatives involve annual compliance level surveys of its suppliers and outsourcing contractors, both domestic andinternational, based on the DNP Group CSR Procurement Guidelines. DNP particularly emphasizes respect for humanrights by increasing its dialogue with suppliers, scrutinizing their management practices, and consistently working to
reduce risk.
Responsible Procurement>

Initiatives as a Corporate Citizen
DNP supports the Convention on the Rights of the Child and the Principles on the Rights of the Child and Business.
We not only prohibit child labor but also respect the four rights of children stipulated in the Convention on the
Rights of the Child: the right to live, to grow up, to be protected, and to participate. As one of the DNP Group Social
Contribution Policy and Social Contribution Themes, we emphasize the development of next generations, supporting
the sound growth of the children who will lead the next generation.
DNP Group Social Contribution Policy and Social Contribution Themes>
17Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Initiatives for Human Resources
Human Capital Policy
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. We are working 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 to transform their awareness and action. In FY2022, weestablished the belief that respecting employees leads to the respected employees driving corporate growth andenriching society, which represents the DNP Groupʼs universal and basic approach to human resources, as Human
Capital Policy. By placing this consept at the top of the other mission, visions, charter and declarations related topeople we will endeavor to reinforce and maximize our human capital in a strategic, integrated manner for enhancing
corporate value.

DNP Group Diversity Declaration>

DNP Group Safety and Health Charter>

Joint Labor-Management Declaration>

DNP Group Declaration on Health>Diversity & Inclusion
The source of the strengths of the DNP Group is undoubtedly the presence of each and every employee. We seek
to maximize the capacity of the organization and create new value by respecting individual differences, accepting
each other and synergizing each otherʼs strengths.
Diversity & Inclusion>

Fostering a corporate culture to support the active participation of diverse human resources
Diversity Week>

Diversity & Inclusion Training>

Mentor System>

Harassment Measures>

Promoting the Active Role of Women>

LGBTQ+>
18

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Initiatives and Systems to Support Active Roles of Diverse Human Resources
We are promoting initiatives for supporting active roles of diverse human resources for increasing our capabilities toresolve social issues and create new value that meets peopleʼs expectations.
>Support for Balancing Work andChildcare/Nursing Care

Work Style Reform>

Work/Leave System

Employment of People
with Disabilities>

Employment of the Elderly Persons>(ﬂexible retirement system)

Reemployment of Retired Employees>(Return-to-Work System)

Non-Regular to Regular Employee
Conversion System>

Telecommuting>

Side Jobs/Dual (or Multiple) Jobs >Life Planning Promotion System>

Consultation Ofﬁce>

Employee Awareness Survey

Renshikai(Mutual Relief Association)>

DNP Family Friendly Days

>

>

>

Human Resources Development and Training
DNP has devoted efforts to supporting active roles of its employees who are irreplaceable assets and who have
driven innovation since our founding. We provide systems related to recruitment, development and promotion of
excellent human resources in order to optimize and maximize our human capital while capturing overall trends insociety.
Human Resources Development and Training>

Initiatives and Systems for Human Resources Development and Training
Human Resources Development
and Training>

Pay Grade System>

Hiring Situation>

DVO System>

Evaluation system>

In-House Recruiting System>

Self-Reporting System>

FA System>

In-House Study Abroad System>

Specialist Work System>

ICT Professional System>

Meister System>

System for Encouragement of
Qualiﬁcation Acquisition>

Award System>

Career Counseling Center>

Training Program>

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Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Occupational Safety and Health
Under the DNP Group Safety and Health Charter, the DNP Group promotes All-DNP safety and health activities
involving all employees with the aim of building a workplace culture of "safety and health takes precedence overeverything else."
Occupational Safety and Health>

Initiatives for Promoting Industrial Safety and Health
DNP is promoting safety and health activities by formulating the three-year medium-term Basic Plan for Preventionof Industrial Accidents and Health Maintenance and Promotion based on the results of internal activities and the
problems that need to be addressed, taking trends in the society and the industrial safety and health measures
being taken by the Japanese government into consideration.
Initiatives for Maintaining and Improving Health>

Initiatives for the Prevention of Industrial Accidents>

Labor-Management Relations
Based on “mutual understanding and mutual trust” between labor and management, the DNP Group has establishedsystems (Joint Management Council, Labor-Management Expert Committee, etc.) for undertaking labor-management
discussions and exchanging opinions on a variety of issues to realize the stable and sustainable development ofmanagement as well as the spiritually enriched lives of employees. Also, the DNP Group holds a wide range oflabor-management discussions on work styles, workplace environments, overall personnel systems, safety andhealth, and more. This fulﬁlling labor-management relationship is also one of the strengths of the DNP Group and wewill further advance this relationship toward demonstrating the comprehensive strengths of “All DNP.”

Joint Labor-Management Declaration
In October 2006, DNP announced its Joint Labor-Management Declaration to share with all employees “the shape oflabor-management relations to aim for” and “the starting point of labor-management relations.” “Labor-management
collaboration” advocated in the Joint Labor-Management Declaration means that all employees, including thosebesides company and union members, have a shared recognition of the “direction we aim for" through Taiwa(dialogue) and fulﬁll their respective roles toward the direction.

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Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Joint Labor-Management Declaration
Preamble
We mutually conﬁrm the importance of“labor-management cooperation”to the goalof the perpetual development of the DNP Group and society, and to enhance therole we are bound to fulﬁll in society as a truly superior company, and we hereby
issue the following declaration:

Page 1

To contribute to 21st Century society through cooperation
Page 2To seek perpetual development and wealthPage 3To create a corporate culture based on TAIWA

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Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Principal Themes：Human Rights and Labor

Diversity & Inclusion
DNP has devoted efforts to supporting active roles of its employees who are irreplaceable assets and who have
driven innovation since our founding. DNP will respect every difference of each person and will synergize these as
strengths for creating new value.

Promotion of Diversity & Inclusion utilizing diverse individuality
As part of our non-ﬁnancial strategy to strengthen our businessbase, the DNP Group aims to signiﬁcantly enhance human creativity(added value productivity). To realize this, we believe that it isimportant to transition from a homogenous and uniform organization
to one rich in diversity. In particular, we have expanded various
initiatives and systems to ensure that a wide range of talent can
thrive within the Group amid the ongoing challenges of an aging
population and declining birth rates.
While these efforts have received high praise both internally andexternally, employee surveys have revealed disparities between thecompany's initiatives and the realities of individual workplaces, which we strive to resolve. This underscores thegrowing signiﬁcance of “promoting Diversity and Inclusion (D&I) utilizing diverse individuality.” Working toward the
FY2023-2025 Medium-term Diversity Vision, we will realize workplaces where “inclusion becomes second nature,”
enhance the abilities of each employee, multiply those diverse strengths with each other and create new value.
Minako Miyama, Director

About the inclusion loop

Diverse individuals are inclusive of each other, andthose around them support the challenges ofindividuals who take the initiative. We assess theresults of these challenges as valuable experiences
and, through open dialogue, connect them to asense of fulﬁllment. This fosters a culture where
inclusion becomes second nature, with individuals
receiving recognition from their peers for theircontributions and feeling motivated to embrace newchallenges. These interconnected loops occur acrossvarious departments and, in unison, amplify thecollective strength of All DNP.

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Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Structure to Promote Management
DNP has established the Diversity & Inclusion(D&I) Promotion Department under the Managing Director in charge
and the direct control of the head ofﬁce as the promotion organization for permeating and ﬁrmly positioning D&I
throughout the Group. Moreover, we are accelerating the promotion of diversity in collaboration with the D&I
Promotion Committee and the secretariat of each business unit and Group company throughout the country. In
2020, we introduced the DNP Group Diversity Declaration as top managementʼs commitment to promote diversity
as we strengthen the further promotion of diversity.

DNP Group 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" thatutilizes the differences of each and every person as strengths.
3. We will make ourselves a company where each and every employee canactively take on challenges and create new value.

July 17, 2020

Yoshinari Kitajima, President

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Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

In 1997, DNP increased its recruitment of women and expanded the scope of their work. It has been promoting
Diversity and Inclusion (D&I) since then with the goal of developing a corporate culture that enables diverse humanresources to play active roles. In 2016, we established the Diversity Promotion Ofﬁce within the Employee Relations
Department in the head ofﬁce and the Diversity Promotion Committee in each business unit and Group company.
We converted the then-Diversity Promotion Ofﬁce (currently the D&I Promotion Department) into an independent,
dedicated organization in June 2018 in our continued efforts to eliminate the gender gap and leverage the diverse
strengths of all employees, including persons with disabilities, LGBTQ+, senior and non-Japanese employees.

Management Indicators
General business operator action plan
To accelerate the creation of new value, the DNP Group promotes the active participation of women and all other
employees and focuses on the development of the next generation for the future. For example, we establish andimplement action plans based on laws, including the setting of targets for the percentage of females in section
managers or higher positions and the ratio of male employees taking childcare leave.
Action Plan Based on the Roles Played by Women(Japanese)>

Action Plan for the Development of the Next Generation(Japanese) >Setting “D&I perception level”
We have established “D&I perception level” as our own internal indicator for measuring the entrenchment of D&I
among employees, conduct surveys of our employees, and develop measures based on the results.

Recognition from Society
The efforts of DNP, aiming to create new value by promoting D&I, are highly recognized outside the company as well.

Selected as aNadeshiko Brand

Acquisition of Kurumin
certiﬁcation forparenting support

Received Gold rating in
the PRIDE Index

Highest-level
certiﬁcation in the D&I
AwardJ-Win Diversity Award
Second Prize in the Company
Prize Advanced Category
24Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Fostering a Culture that Diverse Human Resources Can Play Active Roles
Diversity Week
Since 2021, we have held annual internal events to cultivate the sense of involvement of employees with diverse
strengths that they are the members who themselves constitute DNPʼs diversity and to promote dialogue to enable
employees to synergize their strengths. Many employees view D&I positively, which is shown in their actions.

Diversity Week(Japanese site opens)>

Implementing Diversity & Inclusion Training
DNP is working to improve the following training opportunities, among others, in order to accelerate value creationfrom further enhancing and multiplying the strengths of our diverse human resources.
・Diversity Course, LGBTQ+ Training and Normalization Education Training to deepen employeesʼ
understanding of D&I
・Mentor Development Training to acquire mentorship-related skills such as listening attentively and asking
pertinent questions
・Practical Leadership Training for women to quickly engage in leadership in the workplace following
promotion
・D&I Promotion Leader Development Training for deciding on and driving policies for D&I promotion
activities in each organization

Training Programs(Japanese site opens)>

Mentor System
Under this system, senior employees (mentors) who have completed “mentor development training” utilize their own
accumulated experience and knowledge while providing necessary information and advice to employees (mentees)
who have worries in undertaking their jobs. By doing so, this system provides support for enabling mentees
themselves to solve problems in a way suited to them.

Harassment Measures
With the aim of maintaining a healthy work environment, we have formulated sexual harassment prevention
regulations, power harassment prevention regulations and maternity harassment/care harassment prevention
regulations as we have established essential measures for the prevention and early detection of problems and fordevising appropriate solutions.

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Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Promoting the Active Role of Woman
DNP follows an action plan based on the Act on the Promotion of Womenʼs Active Engagement in Professional Lifein advancing a variety of measures. For example, we are systematically conducting trainings for female employees atdifferent levels to continuously prepare them for involvement in organizational decision-making. In ﬁscal 2021, welaunched the Sponsorship Program, recruiting women to decision-making roles and expanding diversity in managerial
positions. The program involves three parties: female section and department managers as participants, ofﬁcers andother executives from other departments as sponsors and the owners of the participantsʼ departments as partners.
This allows them to obtain broader perspectives, including the All DNP perspective for creating new value by
multiplying the diverse strengths of the DNP Group.
Moreover, in order to continue to increase the human resources we recruit, we need to expand the pipelines fromthe leader class. Leader-class women were selected for training until ﬁscal 2021, but we are currently conducting
Practical Leadership Training for all leader-class female employees in the DNP Group, allowing them to gain a career
vision from early on, exercise leadership in the workplace, and accumulate experience.
This training also promotes D&I in the departments by asking division manager-class D&I promotion leaders to
expand their horizons to include women and think about
these issues together as they engage with womenʼs ideas
and workplaces challenges for six months. In addition, we
provide a learning group setting for women participants andD&I promotion leaders. The community is designed to
discuss women's development and workplace issues while
implementing the learning from the training in the workplace
and providing feedback to each other.
The presentation of the Sponsorship Program26

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

LGBTQ+
DNP is constantly working to create an organizational culture that makes better use of our diversity, striving tocreate value that is wanted by the diverse members of our society.
As part of this effort, in ﬁscal 2019, we expanded the scope of our D&I promotion to not only include womenʼsactivities, working to foster an understanding of the situations faced by LGBTQ+ people. In e-learning training for all
employees, we addressed issues faced by LGBTQ+ people in the workplace and conveyed the necessity andsigniﬁcance of having basic knowledge about all sexes, gender identities, sexual orientations and gender expressions
and the efforts to accept diversity and prevent SOGI harassment. We are also implementing D&I activities such as by
not requiring applicants to state their gender in their documents during job recruitment and reviewing our systems.
At present, we are holding dialog meetings for LGBTQ+ people and “allies” who support them as well as creatinginternal communities, thus continuously advancing interactive efforts. In addition to internal activities, we participate
in various social activities such as having book features to promote LGBTQ+ understanding at our DNP Plaza “Minnano Toi Bunko” (Books on Everybodyʼs Questions) and Pride House Tokyo to demonstrate DNPʼs stance and actions
both internally and outside the company.
DNP has been recognized for these efforts and has received the highest ranking “Gold” for two consecutive years
since 2021 in the PRIDE Index, an evaluation index established by the general incorporated association "work with
Pride" to promote the creation of workplaces that are comfortable for LGBTQ+ employees.
Pride House Tokyo>

Initiatives and Systems that Support Active Roles of Diverse Human Resources
Work Style Reform
The DNP Group launched a labor-management project in 2004 and started initiatives such as reducing working
hours by improving work efﬁciency and promoting the taking of annual paid leave. Since 2009, as work style reform
activities, DNP has advanced these initiatives to the stage of effectively utilizing time resources and increasing theadded value of work. Presently, DNP is working to maintain and improve the physical and mental health of each andevery employee to realize “work styles that create value.” Concurrently, DNP is promoting the creation of anorganizational culture that raises engagement so that employees can feel both job satisfaction and ease of work.

Work/Leave System
We have built ﬂexible work systems suited to the job characteristics of each person.
● Flexible work systems ● Discretionary work system ● Short-time work system, etc.
Moreover, we have established diverse leave systems matched to the lifestyle of each person.
● Annual paid leave (maximum 20 days annually) ● Childcare leave (ﬁve-day paid leave per child) ● Caregiving leave● Life support special leave (the number of days equivalent to expired annual paid leave of each person when the employee
needs leave for childcare, caregiving, infertility, volunteering, illness, etc. and leave is approved by the company), etc.
State of Taking Annual Paid Leave>

State of Taking Childcare Leave>

State of Taking Leave for Volunteering>

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Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Support for Balancing Work and Childcare/Nursing CareDNP has established the “Return to work from childcare leave program.” This system aims at creating an environment
in which employees can take leave for childbirth and childcare with a sense of reassurance, smoothly return to theirworkplaces, and balance their work with household duties while deploying their capabilities.

The seminar, Kangaroo Club, to support balancing work and childcare
We provide annual seminars for employees to think together with their partners about balancing work and childcare,share their current anxieties and concerns and visions for the future, and build a vibrant career even duringchildcare. Many employees and their partners participate in the Pre-Mom and Dad seminars for those expecting ababy within one year and the “Dad and mom doing childcare” seminars for those on maternity leave/childcare
leave or raising children three years of age or under, and their partners.

Encouraging male employees to take childcare leave
In December 2020, DNP announced its participation in the Male 100% Childcare Leave Declaration both internallyand externally. We provide information about our childcare leave and other programs to both male and female
employees who have reported their or their spouseʼs pregnancy or the birth of a child and interview employees to
conﬁrm their intentions regarding taking a leave of absence. In addition to sharing information about the activities of
the D&I Promotion Committee in which DNP Group management participates, we share within the company therelevant issues and experiences of male employees who have taken childcare leave to encourage other employees
planning to take childcare leave in the near future by giving them tips such as how to take childcare leave, changes
in behavior, perceptions, etc. after taking leave. This helps to facilitate the understanding of male childcare leave
takers among their supervisors and colleagues in the workplace. As a result of these efforts, the ratio of male
employees taking childcare leave increased to 83.6% in the ﬁscal year 2022.

Ratio of male employees taking childcare leave>28

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Other Childcare Support Systems
We support employees and their families in balancing work and childcare even after employees return to workthrough various systems that include assistance for babysitting fees, assistance for childcare facility fees, nursing
care leave, and special leave for life support.

Supporting a Balance Between Work and Nursing Care
We provide information in a handbook which is a compilation of basic knowledge, programs, reference cases, etc.
about nursing care. We are enhancing support tailored to the life stage of each employee, such as a family careleave system that allows each employee to take leave an unlimited number of times up to 366 days per each carerecipient and enables them to have periodical consultations regarding nursing care.
State of Taking Nursing Care Leave>

Firmly Establishing the Employment of People with Disabilities
Over long years, DNP has been promoting efforts throughout the entire Group for recruitment, settlement, andsupport of the active participation of people with disabilities with the aim of creating workplaces where these
persons can play active roles in keeping with the basic concept of “normalization,” which helps create a society inwhich all people live equally comfortable lives regardless of any disabilities. To further promote these initiatives, inFebruary 2019, we established DNP Business Partners Co., Ltd. primarily employing people with disabilities. In
October of the same year, this company obtained certiﬁcation as a special subsidiary from the Minister of Health,Labour and Welfare. We will support the employment of people with disabilities by the Group companies and expand
cross-organizational operations within the Group to create opportunities for many more employees to actively
participate. Moreover, we decided to support the ideas and efforts of the Valuable 500, a global organization engagedin activities facilitating people with disabilities to play an active role in society, and joined the organization in July 2020.
DNP Business Partners Co., Ltd.(Japanese site opens) >Employment Rate of Persons with Disabilities>

Support for Other Various Work Styles
Employment of Elderly Persons (Flexible Retirement System)
We have introduced a ﬂexible retirement system that enables employees to continue working as professionals at
workplaces even after they reach age 60.
Senior Staff System Utilization Rate>

Reemployment of Retired Employees (Return-to-Work System)
This system enables the re-employment of former DNP Group employees under certain conditions. We re-employ,
as appropriate, former employees wishing to resume their work in the DNP Group as human resources with diverse
values and careers who are able to use the knowledge, skills, career achievements and life experiences acquired
during their time in other companies or organizations.
Return-to-Work System Utilization Rate>

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Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Non-Regular to Regular Employee Conversion System
To draw out the capabilities of each person to the fullest and ensure this enables us to deploy our total strengths
as an organization, we introduced this system for hiring as regular employees those outstanding part-time andnon-regular staff who have a positive attitude toward their jobs and play large roles.

Telecommuting
Based on the premise of establishing and utilizing an IT environment, we are promoting the integration of telework,
satellite ofﬁce work, and mobile work as well as a large expansion of measures for doing so.

Side Jobs/Dual (or Multiple) Jobs
We allow some side-jobs and dual jobs involving various types of innovation and that lead to the creation of newvalue through DNP so long as these do not interfere with our core business.

Life Planning Promotion System
We provide information about retirement allowance, public pensions, and other topics through labor-managementco-sponsorships to enable each employee to develop their own optimal life plan and live a fulﬁlling second life. The
Second Life Preparation Guidance for employees aged 51 has been held 10 times with the participation of 922
employees and family members, while the Before Retirement Guidance for employees aged 58 has been held 12
times with participation of 601 employees and family members. Moreover, the Life Planning Seminar You Start inYour 20s for employees in their 20s and 30s has been held twice with the participation of 102 employees.
*Post-retirement Life Preparation Guidance
To realize a fulﬁlling and rich post-retirement life, this guidance explains the key points in preparing for the future from the three aspects of “life purpose, health andhousehold ﬁnances.” In particular, the guidanceʼs explanation of the expected amount of public pension, which is the main source of income for a post-retirement
life, as well as the estimated amount of retirement allowance, is a highly acclaimed approach.

Life Planning Consultation Ofﬁce
We offer support for employees and their families to realize fulﬁlling life plans using the social insurance system andthe companyʼs welfare program. In ﬁscal 2022, we had 310 consultations with employees in a wide age range fromtheir 20s to their 60s.

Consultation Ofﬁce
We have built a system enabling employees to consult with experts, including lawyers, judicial scriveners and tax
accountants, on issues such as housing (ﬁnancial planning and property selection, design, construction, remodeling),laws (inheritance, family, trafﬁc accidents), taxation and harassment and other matters of personal relevance orinterest. We listen to the troubles and questions of not only employees but also family members, providing a
consultation service that comprehensively supports employees of the DNP Group. In ﬁscal 2022, in addition to thepermanent consultation services in Tokyo and Osaka, on-site consultations were held at six locations nationwide
and 681 people consulted.
*Other main consultation contact points for employees
Besides the Life Planning Consultation Ofﬁce and the Consultation Ofﬁce, we operate the Open Door Room and the Global Internal Whistle-blowing System asconsultation and whistle-blowing contact points for matters concerning corporate ethics in line with efforts to raise management fairness. Additionally, the CareerCounseling Ofﬁce is supporting the diverse career designs of employees.

Open Door Room>

Career Counseling Center>

Global Internal Whistle-blowing System>

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Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Employee Awareness Surveys
DNP has presented TAIWA (dialogue) as one of its Guiding Principles established in 2001 and been implementing avariety of employee surveys on a regular basis to reﬂect the voices of employees in corporate activities. Currently,
we conduct a monthly survey of about 30,000 employees with the goal of understanding the status of employee
engagement and the conditions at each workplace and developing a better corporate culture. Each organization
engages in dialogue based on the survey results, which is used in improvement activities on various themes and tostrengthen management. Further, we conduct fact-ﬁnding surveys regarding various styles of working due to theincrease in telecommuting, the promotion of diversity and inclusion and other themes, to understand employeesʼ
voices for the consideration of better personnel systems.

Renshikai (Mutual Relief Association)
The Company and its labor union contributed their own respective funds to establish a fund, and thereby have built
an original system that allows the two parties to work together for operating various mutual aid programs.10,509
payments of beneﬁts for births, marriages, or deaths in the family were made in FY2022.

DNP Family Friendly Days
We regularly hold the DNP Family Friendly Days (“FFD”), which are workplace tours for children aimed at promoting
childrenʼs interest in work as they will be the people who will take charge of the next generation, and facilitating theircommunication with their families, who are our employees. Through FFD, we provide opportunities to increase themotivation of employees and for employees to think about work-life balance with their families or organizations.
[Topics] DNP Family Friendly Days(Japanese)>31

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Principal Themes：Human Rights and Labor

Human Resources Development and Training
DNP is making efforts to support the active role of employees as irreplaceable assets that have helped us achieve
innovation. We provide systems related to recruitment, development and promotion of excellent human capital inorder to optimize and maximize our human capital while capturing overall trends in society.

Human Capital Policy established to accelerate investments in human resources
Each and every employee is a key component for the DNP Groupto create new value toward a sustainable and better future. We areaccelerating our investments in human resources to support these
employees and transform their awareness and conduct, leading toresults that create new value.
We are making these investments based on our desire for all
employees to develop strengths and grow as human resources
capable of playing an active role both inside and outside the company.
This is paired with our belief that when we value our employees, those
employees will help our company grow and make society more
prosperous. In ﬁscal 2022, we formulated our Human Capital Policy as a universal and basic approach to our employees.
During the three years since ﬁscal 2019, we have worked intensively to make our personnel systems attractive fromboth internal and external perspectives. As the ﬁrst step in ﬁscal 2019, we enhanced our promotion systems mainly
targeting young employees and human resources with varying careers both within and outside the Group, andcarried out system reforms to permit certain side jobs or dual employment. The second step in ﬁscal 2020 involved
facilitating a reform of our organizational culture, including revisions to our award systems, as well as updating oursystems to respond to the concept of "equal pay for equal work" as well as support the work styles of senior
employees. In ﬁscal 2021, which marked the third year of these efforts, we again analyzed our work andmanagement styles and implemented diverse and speciﬁc personnel systems that accelerate new value
creation, such as a dual-ladder career system for middle-ranking executives.
Since ﬁscal 2023, we are implementing the DNP version of “compensation and related policies that are more closely
founded on a job-oriented perspective,” with a focus on supporting autonomous career development so that each
employee can acquire expertise and skills that are applicable both within and outside the organization. This uniquehybrid personnel system combines the merits of membership-based and job-based systems. We have also
strengthened support for initiatives such as challenging preferred job roles based on voluntary aspirations andself-improvement, all of which are grounded on a multi-track role classiﬁcation system that allows employees toautonomously choose management or specialist roles. We have placed greater emphasis on clarifying the rolesand compensation associated with job positions after career choices have been made.
DNP considers Human Capital Policy as the highest concept of our previously communicated policies, visions anddeclarations regarding people and will keep endeavoring to reinforce and maximize our human capital. We will also
cultivate a better corporate culture as well as more actively and effectively invest in people to contribute to thegrowth diverse individuals and human resources, thereby improving our corporate value.
Kenji Miya, Senior Managing Director
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Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Structure to Promote Management
DNP established the Recruiting & Training Department as the organization that promotes the optimal securing of
human resources and the development of active human resources essential for realizing and implementing the
Corporate Philosophy and the Business Vision based on this philosophy, while ascertaining changes in the economic
and social environments. We are also building and developing even better environments, frameworks, andorganizations to ensure each employee can execute his or her role to the fullest and achieve personal growth andself-fulﬁllment as independent individuals and to nurture an emergent corporate culture as the basis for this.

Pay Grade System / Hiring Situation
Pay Grade System
Each employee is evaluated according to current role and results based on his or her pay grade. Monthly salary andbonus standards are interlocked, while seniority is excluded from evaluation. We revised this system in March 2007.
For monthly salary, we introduced “role proﬁciency salary/role basic salary” and “role attainment salary.” Bonuses arepaid on the basis of an “evaluation portion” and “uniform portion by pay grade.”
Average Annual Salary>

Hiring Situation
New Graduate Hiring (Non-Consolidated)
We inform candidates of the type of person we are looking for, the steps in our hiring process, and the timing ofeach step. Also, we assign young employees as recruiting partners to give candidates a real-life picture of ourcompany.

Mid-Career Hiring (Non-Consolidated)
We recruit broadly via the Internet, with no age restrictions. We explain clearly and speciﬁcally the job duties of thepositions we seek to ﬁll.

Internships (arranged jointly with the Group companies)
In response to the wishes of educational institutions and students seeking experience in the working world, we
provide students with opportunities to gain work experience at the DNP Group. In ﬁscal 2022, long-term internships
included 11 students in a business course on one theme, 82 students in a technical course on 35 themes, and 3
students in a design course on 1 theme. Moreover, 1,060 students participated in short-term workshop events. The
technical course was held at manufacturing bases in Japan to improve the value of the experience.

Hiring Situation (Non-Consolidated)>

33

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Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Initiatives and Systems for Human Resources Development and Training
DNP believes it is important to realize its Business Vision of contributing to society and to create corporate culturethat enables employees to simultaneously achieve personal growth and self-fulﬁllment. DNP is deploying a variety ofmeasures to create free-spirited and open workplaces that respect individual values, enable people to raise theirown abilities, encourage utmost efforts, and that can promote mutual cooperation for deepening dialogue. DNP is
focusing especially on enhancing personnel systems that support independently minded employees and training
systems that support self-fulﬁllment.

Various Types of Systems
DNP Value Objectives（DVO System）
To realize "cultivation of team spirit," "visualization of processes and results," and "autonomous career support" asmanagement in the New Normal era, we have transformed the conventional MBO system into the DVO (DNP Value
Objectives) system, where in addition to KPI-based organizational objectives, we have set team objectives based on
the autonomy and independence of individuals and teams. By operating the DVO system using the objectives, ateam meeting and one-on-one meeting as a set, we aim to build trust in the organization and create value.

Evaluation system
We are promoting DNP Value Objectives (DVO System) that deﬁne “organizational objectives” based on KPI and“team objectives” based on team autonomy. Initiatives and results are checked and managed during the term in realtime through weekly team meetings and one-on-one meetings. Premised based on a system that enables evaluationsof “expected roles and results toward reaching the organizational objectives,” “actions and processes,” and “contents
relating to human resources development,” comprehensive evaluations by element are conducted at the end of eachterm, including objective progress and fulﬁllment of expectations by profession and class according to role level
tables.

In-House Recruiting System
To effectively utilize human resources and invigorate our organization, we promote open recruitment within theGroup of experienced human resources with specialized skills for developing products, technologies, businesses andnew solutions in accordance with the DNP Groupʼs business strategies. In this way, we provide employees with
opportunities for independently selecting a workplace. 155 people were recruited and 80 transferred in ﬁscal 2022.

Self-Reporting System
This is a system under which employees envision their own career development while self-realization steps andworkplace transfers desired by the employee to achieve this are entered onto a "self-reporting form" and reported
to their superior once a year. This system also spurs the desire of employees toward self-development and enables
them to acquire independent practical skills while raising the awareness of managers regarding guidance for anddevelopment of their subordinates. 251 people were interviewed and 109 transferred in ﬁscal 2022.

34

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

FA System
This system enables employees to improve their own careers by proactively seeking job transfers from across the
DNP Group companies to jobs and departments that are different from the present. 10 people made declarations
and 4 were transferred in ﬁscal 2022.

In-House Study Abroad System
This is a system under which employees, based on their own intentions, accumulate experience in other departments
for a certain period of time and then return to their original departments and expand the range of work handled
while raising quality utilizing the experience and knowledge and skills acquired in these other departments.

System for Encouragement of Qualiﬁcation Acquisition
This system pays incentives to employees who successfully acquire specialized knowledge, skills, or qualiﬁcations
needed for their jobs (covers about 130 types of qualiﬁcations, up to 100,000 yen). 778 people (388 in DNP
non-consolidated) used the system in the DNP Group as a whole in ﬁscal 2022.

Specialist Work System
This system provides special compensation to employees who possess an extremely high level of outstanding
specialties and who are highly valued inside and outside of the company. Though we had titles Fellow and Chief
Specialist depending on the level of the specialty in the past, we have added Principal Specialist since FY2021,
resulting in three stages for the titles in total.

１. Fellow
Those Chief Specialists with outstanding character who have earned socially authoritative awards and those whohave made remarkable achievements are certiﬁed as fellows. We expect that this will encourage employees topursue a career path toward the achievement of fellow, the top title in the specialist work system. 1 person wascertiﬁed in ﬁscal 2022, making it a total of 3 since the system was created.
2 . Chief Specialist (Chief Researcher, Chief Planner, Chief Engineer)
We accept certiﬁcation applications for self-recommendations and other recommendations once a year from
employees who utilize their extremely high degree of expertise and work actively inside and outside the company
and evaluate and certify them based on Certiﬁcation Standards set for outcomes, external evaluations, internal
evaluations, and competency evaluation. 8 person was certiﬁed in ﬁscal 2022, making it a total of 59 since thesystem was created.
3. Principal Specialist (Principal Researcher, Principal Planner, Principal Engineer)
We certify employees who utilize their high degree of expertise and work actively in each department once a year.
117 people were certiﬁed in ﬁscal 2022.

ICT Professional System
This system appropriately treats and motivates ICT professionals such as by providing a special allowance to project
managers who handle projects of a certain size or larger.

35

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Career Counseling Center
We provide employees with face-to-face and online counseling regarding their thoughts about their careers,
how they approach the future, work-life balance, and problems at work. Moreover, we regularly hold caregiving
consultation meetings for employees who are worried about caregiving, attended by care specialists. In ﬁscal
2022, in addition to the head ofﬁces (Tokyo), which has a permanent career consultation ofﬁce, on-site consultation
meetings were held at seven locations across Japan, allowing for 480 consultations.

Meister System
Introduced in 2001, this system is focused on our manufacturing technicians who possess valuable professional
skills. This system is geared to getting back to the roots of the manufacturing industry by recognizing theimportance of professional skills and thereby providing training, evaluation, and beneﬁts. Among the threerequirements for Meister certiﬁcation consisting of "specialized knowledge, skills, and creativity," "reputation andtrust," and "leadership," we have positioned "leadership" as a particularly important evaluation item given thatthe purpose of the system is to hand down skills. 1 person was certiﬁed in ﬁscal 2022, making it a total of 81
since the system was created.

Award System
In ﬁscal 2020, we redesigned our earlier company-wide commendation system as the DNP Award to accelerate
the increasing of employee motivation and the creation of new value to realize a sustainable, better society andwell-being lives. We have improved our efforts to recognize outstanding activities from the perspective of value
creation and to share the knowledge across the DNP Group. Moreover, we have Anniversary Awards as a programfor honoring many years of service and provide a 10-year service award, a 25-year service award, and aretirement award.
In August 2023, a ceremony was held to present awards primarily for initiatives during ﬁscal 2022, with two First
Prizes and four Prizes for Outstanding Performance being presented as DNP Awards, along with anniversary awards
to 1,719 employees who have worked for 10 or 25 years. Moreover, the new Health and Wellbeing Award alsocelebrated initiatives for “enhancing organizational culture and organizational and team ability,” which are the basis
for value creation.

Training Program
To develop human resources who provide value to society, DNP has set up a dedicated department for humanresources development at its head ofﬁce. With initiatives centering on this Recruiting & Training Department, andbased on the annual training plan, the head ofﬁce divisions and the business units promote collaboration and carryout employee training through level-speciﬁc training and job-speciﬁc training, business skill training, theme-speciﬁctraining (screening/selection), plus e-learning and distance learning.
Training Program (Japanese site opens)>

36Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Principal Themes：Human Rights and Labor

Occupational Safety and Health
Under the DNP Group Safety and Health Charter, the DNP Group promotes All-DNP safety and health activities involving
all employees with the aim of building a workplace culture of "safety and health takes precedence over everything else."

Structure to Promote Management
DNP Group Safety and Health Charter
The DNP Group established the DNP Group Safety and Health Charter in 2019 to foster the workplace culture toensure that safety and health take precedence over everything else, based on the awareness that all Group
employees working with sound body and mind empower the Group as a whole. This Charter incorporates thephrase "the will of all DNP members" reﬂecting their resolve to ensure that safety and health is ﬁrmly in mind, andto think and act from their own position. All DNP Group employees undertake activities to realize a workplaceculture where safety and health take precedence over everything else, including activities to ensure time for
dialogue and education, based on the ﬁrm decisions made by the heads of the divisions.
DNP Group Safety and Health Charter>

DNP Group Declaration on HealthThe president of DNP published the DNP Group Declaration on Health internally and externally on April 1,
2021 to show the companyʼs ideal state towards its goal of embodying the DNP Group Safety and HealthCharter. In accordance with the Declaration, DNP started afresh to implement health measures aimed athealth and productivity management.
The DNP Group Declaration on Health is based on the idea that Group employees working energetically intrustworthy teams with sound bodies and minds displaying their individual strengths to the maximum degree
possible are essential for the generation of new value and the realization of our Third Corporate Founding.

DNP Group Declaration on Health
The DNP Group aims to embody the DNP Group Safety and Health Charter bypromoting the heath management and health-driven measures that boost thehappiness 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 mind of 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

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Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Structure to Promote Occupational Safety and Health
The DNP Group is promoting safety and health activities based on the promotion structure and operating methods
prescribed in the DNP Group Safety and Health Management Regulations. At the center is the DNP Group Safety
and Health Liaison Council with labor and management participating and overseeing the safety and health of theentire Group in a centralized manner. And through safety and health liaison councils and safety and health promotion
councils at the individual business units and Group companies, and safety and health committees at individual
workplaces, labor and management are making a concerted effort to improve safety and health Group-wide byspecifying the details of activities.
The DNP Groupʼs speciﬁc initiatives promoting safety and health activities include the formulation of the Basic Plan
for Prevention of Industrial Accidents and Health Maintenance and Promotion as a three-year medium-term plan
based on the results of internal activities and the problems to be addressed, taking trends in society and theindustrial safety and health measures taken by the Japanese government into consideration.

The Fifth Basic Plan for Prevention of Industrial Accidents and Health Maintenance and Promotion (Policies)
1. We will embody and expand on the DNP Group Safety and Health Charter and realize a culture where safety
and health take precedence over everything else.
2. We will enhance psychological safety, or trust-based relationships in our individual workplaces and teams andenable Group employees to develop psychological capital based on the DNP Group Declaration on Healththrough dialogue and education.
3. We will actively work on preparing workplace environments and training personnel and establish a highly
effective safety and health management system by evaluating and following up on activities in terms of bothresults and processes.
4. For the prevention of occupational accidents, we will continue to improve facilities and operations by improving
risk assessment with the elimination of critical accidents as the top priority, and take measures to mitigate thediversifying and increasing accident risks.
5. We will realize the health and productivity management in the era of the new normal that enables Group
employees to proactively maintain high health awareness levels and display their vitality by strengthening thefoundation for the promotion of health measures.

Education and Training
Toward the realization of the DNP Group Safety and Health Charter and the DNP Group Declaration on Health, DNP
provides level-speciﬁc education and specialized training on occupational safety and health.
Regarding safety, DNP is working to improve the level of safety and health activities through various educational
programs that include online specialized training on equipment safety for front-line managers in manufacturinglocations. For health, DNP provides training on diseases and lifestyle habits such as diet, exercise and smoking aswell as training on mental health care utilizing online seminars and network learning while also collaborating withhealth insurance associations, and these efforts are helping raise employee awareness and change their behavior.

38

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Initiatives for Maintaining and Improving Health
The health and productivity management the DNP Group seeks to achieve and the
Declaration on Health"Health and productivity management refers to the strategic management of employee health from a corporate
management perspective. In addition to the maintenance and promotion of health, investing in health based on thecorporate philosophy can be expected to revitalize organizations in many ways including the improvement of vitality,
creativity and productivity," the Ministry of Economy, Trade and Industry deﬁnes. The DNP Group incorporated thisthinking in its formulation of the DNP Group Declaration on Health. The DNP Group will promote health measures toenergize Group employees and transform entire workplaces into teams full of life and energy.
Based on the Declaration, in addition to our existing efforts to maintain and improve physical and mental health, wewill promote health and productivity management and health measures to boost employees' level of happiness byenhancing psychological capital, which is the positive mind attitude of each employee, and psychological safety,
which is based on the relationships of trust in individual workplaces and teams. We will also realize the DNP Group
Safety and Health Charter to enhance our corporate value.

The Basic Plan for Health Maintenance and Promotion
In the Fifth Basic Plan for Prevention of Industrial Accidents and Health Maintenance and Promotion, which serves as
the medium-term plan from FY2021 to FY2023, DNP will focus on 1) permeating health management and healthmeasures in the new normal age, 2) establishing a foundation for promoting health measures, 3) promoting disease
prevention and lifestyle habit improvements, and 4) creating sound mental health. In doing so, DNP will use the rateof regular health checkups and the rate of abnormal ﬁndings, the overall health risk in stress checks and work
engagement values, among other indicators.
To accelerate the promotion of health and productivity management and health measures, DNP is collaborating with
its health insurance association, clinics established at the association, the medical healthcare business division andGroup companies undertaking health-related operations. Furthermore, DNP has set up the Health Management
Center at the health insurance association for strengthening health management functions.
39

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

For the maintenance and promotion of physical and mental health
To promote and maintain physical and mental health, which is the foundation of health and productivity
management, DNP is working to thoroughly implement post-medical checkup measures and increase theimplementation rate of speciﬁc health guidance, as a follow-up to those with signiﬁcant health risks based on
the results of medical checkups and speciﬁc medical examinations. DNP is also working to improve educationand expand its internal consultation desks for the promotion and maintenance of mental health. DNP isoffering examinations by medical specialists at its clinics in Ichigaya (Tokyo) and Namba (Osaka), in addition toproviding education using guidebooks, lectures, network learning programs, original videos and other means.

Clinics
We have clinics in 14 locations across Japan that also provide medical treatment to dependents (aged 16 or over) in
addition to the insured. In ﬁscal 2022, 24,048 people visited these clinics for treatment.

Various Health Consultations
A consultation system has been set up for employees and their families to provide advice from medical specialists
about concerns and worries related to disease or medical therapy. It also provides support for health maintenanceand promotion through Nutrition Consultation and Exercise Consultation.
In ﬁscal 2022, 2,537 consultations were received through telephone health consultation (including family members)
and mental health consultation rooms.
In March 2022, DNP opened a health consultation ofﬁce at the DNP Health Management Center, where specialist
public health nurses receive health consultations from employees. By increasing the number of options for employee
health consultations in this manner, DNP is enhancing its system that enables employees to feel free to consult onan even wider range of health issues.

Health Education
To promote the further penetration and understanding among employees of the DNP Group Declaration on Health,which was announced in April 2021, DNP carries out health education through network learning. This education was
implemented ﬁve times from December 2021 to March 2023 and each session was attended by approximately 90%of the target employees. Our surveys show that over half of the employees in attendance became more healthconscious as a result of these courses. Moreover, an increasing number of employees are also working to improvetheir physical activities and eating habits.
※ Main Themes of DNPʼs Healthcare Education (As of August 2023)
・ E-learning
90% attendance at the course “About the DNP Group Health Declaration” held in December 2021
89% attendance at the course “About Healthcare Checkups” in March 2022
93% attendance at the course “About Lifestyle Habit” in June 2022
91% attendance (managers, general employees, male and female) at the course “About Gender-Related Health Issues” in September 2022
90% attendance at the course “About Mental Healthcare” in February 2023
・ Online seminars
2,300 views at the special lecture “About Cancer” of the DNP Group Declaration on Health in April 2022
1,100 views at the special lecture “About Women's Cancer We Want You to Know" of the DNP Group Declaration on Health in February 2023
・ Health management seminar for management-level staff (for all ofﬁcers)
3,100 views at the seminar archive “About The Mechanisms of Happiness” in June 2022
600 views at the seminar archive “The Role of Managers in Health Management Practices” held in November 2022

40

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

For the improvement of vitality and organizational revitalization
DNP believes that dialogue and education are the foundation for fostering a workplace culture where safety andhealth takes precedence over everything else and for increasing psychological capital and psychological safety.
To secure time for those activities, DNP is undertaking an activity to set aside an hour each month for TAIWA andeducation (Tsuki-ichi Kyoiku Activity) at all manufacturing sites. To vigorously promote these activities, DNP launcheda cross-group Manufacturing Safety Promotion Project and is working to raise the level of these activities by sharing
best practices.
In non-manufacturing divisions, DNPʼs own value objective system (the DNP Value Objectives (DVO) system) is
implemented in conjunction with one-on-one and check-in, check-out meetings for each team. DNP also implements
engagement surveys to “visualize” team conditions and works to make improvements in this area.

DNP Value Objectives (DVO System)>

Health-related data/Target indicators

Health-related data>

Target indicators adopted in the Fifth Basic Plan
for Prevention of Industrial Accidents and Health
Maintenance and Promotion (covering the period
from ﬁscal 2021 to ﬁscal 2023)>

Initiatives for the Prevention of Industrial Accidents
The Basic Plan for Prevention of Industrial Accidents
For the prevention of industrial accidents, DNP formulates a basic plan every three years based on the industrial
accident prevention plan of the national government and trends in industrial accidents within the Company,
reviews the plan, and undertakes speciﬁc activities.
DNP has prescribed matters to be addressed during the three years from FY2021 to FY2023 as the Fifth Basic
Plan for Prevention of Industrial Accidents and Health Maintenance and Promotion and has commenced initiatives
with the three priority measures of 1) fostering a climate of safety, 2) creating a workplace with no industrial
accidents, and 3) promoting measures against occupational illnesses using the accident frequency rate andworking environment measurement results among other indicators.

41

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Cultivating a Climate of Safety and Creating Workplaces with No Industrial Accidents
Safety and Health Education
DNP has continuously believed that “dialogue and education” serve as the foundation of safety and health activities
and in 2019 it formulated the DNP Group Safety and Health Charter, which proclaims that “Health and safety begin
with Taiwa (dialogue), education, and human development.”
To make this belief a reality, all manufacturing bases of manufacturing departments implement “Tsuki-ichi Kyoiku
Activity” (an activity to set aside one hour each month for Taiwa and education) for the realization of a culture that
truly prioritizes health and safety above all else. Through monthly activities, DNP aims to improve safety awareness,foster a culture that emphasizes safety and increase the vitality of its workplaces. Furthermore, DNP has launched
the cross-group Manufacturing Safety Promotion Project and is promoting a variety of activities that include sharing
good practices and matters requiring attention.
Additionally, DNP also implements level-speciﬁc training and specialized training on occupational safety and health.
To prevent serious accidents caused by machinery and equipment in particular, DNP focuses on providing education
on equipment safety measures to managers as well as staff who operate equipment. Even amid the COVID-19
pandemic, DNP has continuously provided this education utilizing methods such as remote conferences and in FY
2022 180 people (cumulative total of 960 people) participated in this education that also featured lively discussions.
Besides education that utilizes VR for enabling participants to experience danger as well e-learning on ﬁre prevention,
DNP has launched a dedicated internal website that allows related parties to share the details of disasters in theunlikely event of an accident as well as good examples of safety measures and strives to ensure these measures raise
the level of safter activities.
Occupational accident data (consolidated)>

42

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index

Principal Themes：Human Rights and Labor

Key Data Related to Human Capital

43

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index*1. System revised in October 2021 (from a mandatory retirement age of 60 to a ﬂexible retirement system).
*2. Retention rate of employees three years after joining the company*3. Combined with special subsidiaries since FY2019*4. Flexible retirement system utilization rate (Senior staff system utilization rate before FY2020)*5. Number of employees registered for re-work program / number of employees re-employed (changed to return-to-work system in FY2019)*6. The return-to-work system does not require registration.

44

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index*6. (Ofﬁce/ technical/ design)

45

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Human Rights and Labor)

SocialGovernance

Recognition from Society

GRI content index*7. Frequency rate of lost workday injuries = Number of fatalities or injuries due to industrial accidents (4 or more lost workdays)

Total working hours x 1,000,000

46Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Responsible Procurement)

SocialGovernance

Recognition from Society

GRI content index

Responsible Procurement
In recent years, reﬂecting the expansion of global supply chains, the impacts of corporate activities on society
and the environment that include social issues such as human rights and labor, bribery and corruption,and environmental issues such as climate change in particular, have become more signiﬁcant than ever before.
Against this background, it is becoming increasingly important to look at the entire supply chain, which includes raw
materials procurement, production, usage, disposal and recycling, and strengthen management systems
to ensure that issues are solved properly through the understanding and analysis of the possible risks.
At DNP, we seek to contribute to the realization of a sustainable society by accurately detecting risks
throughout our supply chains which are expanding globally and solving a range of issues. With this in mind,
we have been implementing our Responsible Procurement initiatives together with domestic andoverseas suppliers. We will continue to fulﬁll our social responsibilities in our procurement activities.

Medium-to long-term vision

For creating excellent value and cultivating strong complianceawareness at the same time, we work jointly with our supply
chain stakeholders and conduct procurement that gives due
consideration to human rights, the environment and other factors.
SDGs Covered by the Vision

Performance Indicators to Monitor the Progress in Achieving the Vision and Activity Results

Performance indicators(1) Average score of DNP Group CSR Procurement
Guidelines survey on key suppliers(2)Percentage of key suppliers that have obtained theTargets(1) Achieve the average score of 90
points or more by FY2030.

Results
For most-recent ﬁscal
year results(2)Achieve 100% by FY2030.

conformance certiﬁcate of DNP Group Guidelines for
Procurement of Paper for Printing and Converting47

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Responsible Procurement)

SocialGovernance

Recognition from Society

GRI content index

Structure to Promote Management
Internal Structure and Management
In a meeting of the Sustainability Committee chaired by the President, we conﬁrmed our commitment to responsible
procurement considering human rights, the environment and other aspects from the perspective of the entire
supply chain, and based on which, we have been formulating various types of guidelines and promoting a range ofactivities to raise the effectiveness of these guidelines. For example, we established the DNP Group CSR
Procurement Guidelines for our suppliers, requesting that they take necessary steps in line with the Guidelines
through Basic Business Contracts. DNP also established other separate guidelines such as the DNP Group
Guidelines for Procurement of Paper for Printing and Converting and the DNP Group Green Procurement
Guidelines for Chemical Substances to cover themes of high importance. In addition, we have been continuously
strengthening supply chain management by conducting supplier surveys periodically, feeding back survey
results and holding brieﬁng sessions for suppliers. Internally, we have been working to facilitate employeesʼ
understanding and enabling them to act appropriately by regularly training the specialist staff involved inpurchasing operations, among other measures.

48

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Responsible Procurement)

SocialGovernance

Recognition from Society

GRI content index

DNP Group CSR Procurement Guidelines>

DNP Group Green Purchasing Policy>

DNP Group Guidelines for Procurement ofPaper for Printing and Converting>

DNP Group Green Procurement Guidelines for
Chemical Substances>

DNP Group Policies, Criteria and Data>

Compliance Hotline (Japanese site opens)>

49Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Responsible Procurement)

SocialGovernance

Recognition from Society

GRI content index

DNPʼs Main Initiatives
Reinforcement of CSR Procurement Management
DNP has been continuously advancing responsible procurement initiatives that consider human rights and theenvironment. We established the DNP Group CSR Procurement Criteria in 2006 and since have been incrementallystrengthening procurement management while considering international trends.

Initiatives to the Present
20 0 6

Formulated the DNP Group CSR Procurement Criteria*Started responsible procurement initiatives in collaboration with suppliers

20112011 Revised Basic Business Contract*Requested that primary suppliers undertake procurement management in accordance with the DNP Group CSR
Procurement Criteria

2012

Formulated the DNP Group Guidelines for Procurement of Paper for Printing and Converting2013

Formulated the DNP Group Green Procurement Guidelines for Chemical Substances

2017

Revised the DNP Group CSR Procurement Criteria into the DNP Group Procurement Guidelines*Revised from procurement criteria that consider domestic business activities into guidelines that reﬂect therequirements of the international community based on the Electronic Industry Citizenship Coalition (EICC) (currently
Responsible Business Alliance (RBA)) EICC Code of Conduct and the Japan Electronics and Information Technology
Industries Association (JEITA) Supply Chain CSR Promotion Guidebook.
Expanded scope of application to suppliers and agents at all overseas bases

2018

Expanded the scope of application to Group companies with independent purchasing functions

2020

Revised the DNP Group CSR Procurement Guidelines*Revised to include not only primary suppliers but also second-tier suppliers and beyond.
Revised Basic Business Contract*Requested the undertaking of management in accordance with the CSR Procurement Guidelines from second-tiersuppliers and beyond

50Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Responsible Procurement)

SocialGovernance

Recognition from Society

GRI content index

Initiatives Based on the DNP Group CSR Procurement Guidelines
Feedback from Fact-ﬁnding Survey and Results
In order to further enhance the effectiveness of the DNP Group CSR Procurement Guidelines, which were revised in
2020, DNP has been implementing a range of speciﬁc measures. For example, we have been promoting our major
suppliers* and outsourcing contractorsʼ understanding of the Guidelines and our policies related to the matters
stipulated in the Guidelines such as matters related to human rights and labor, the environment, fair trade and ethics,
while also periodically conducting surveys on the status of these efforts and providing feedback regarding theresults. In addition, DNP carries out continuous management for some suppliers, in which we identify issues andimprovement measures through individual interviews based on the results of the previous year's survey and ensuresthat these improvements are reﬂected in activities in the next ﬁscal year. According to surveys conducted in
FY2022, no serious compliance violations were identiﬁed.
*Major suppliers = suppliers that account for 90% of DNPʼs total annual purchases in descending order of purchase amountFact-Finding Survey/Interview Results for DNP Group CSR Procurement Guidelines
Survey results

FY2018FY2019FY2020

FY2021

FY2022

Number of companies surveyed

379

220

353

164

180

Domestic average score

85

87

86

87

82

Overseas average score

81

ー

84

ー

ー

Number of companies interviewed

16

18

18(4)

12(2)

27 companies planned(instructed in writing)*Taking survey results into account, interviews are held in the following ﬁscal year, where instructions are provided for improvement.
*Survey items and their evaluation indicators were reviewed in FY2022.

Average Score by Theme of Fact-Finding Survey of Initiatives of DNP Group CSR Procurement
Guidelines (Out of 100 Points)

Averagescore

Recommendations
Requests
Matters to be complied with
Overallaverage
SocialEstablishing
Legal
Human Health Environment Fair trade
Product
Information BusinessExcluding thecontribution
a management
compliancerightsandand ethics
safetysecurity
continuity
recommendations
systemand respecting
andsafetyand quality
planinternational
labor
norms

FY2022 82(FY2021) （87）

79
（85）

85
（89）

88
（92）

86
（91）

74
（80）

82
（87）

82
（89）

84
（91）

75
（82）

80
（81）

51

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Responsible Procurement)

SocialGovernance

Recognition from Society

GRI content index

Education and Permeation
To promote an understanding of the DNP Group CSR Procurement Guidelines both inside and outside the company,
DNP has published explanatory booklets (Japanese-English versions) and discloses detailed explanations ofstandards, terms, and their backgrounds. Internally, we regularly train the specialist staff involved in purchasing
operations, while also providing training on “business and human rights” to all DNP Group employees. Externally,
we implement study sessions targeting main suppliers. A total of 239 companies and 273 people have attended
these sessions since FY2017, the year in which the guidelines were revised into the DNP Group CSR Procurement
Guidelines. In addition, we have been working to strengthen engagement between the DNP Group and our 22
business partners. By continuing to enhance these efforts going forward, DNP will continue to promote the
Responsible Procurement initiative.

Initiatives for Building a Sustainable Supply Chain
DNP is undertaking the following various initiatives for building a sustainable supply chain.

Material Procurement BCP (Business Continuity Plan)
With a focus on keeping supply chains moving even in the event of an emergency, DNP has been working to hedge
risks through a range of supply chain enhancement initiatives, including the facilitation of transparency andmulti-sourcing in the supply chain and the securing of alternative products, while simultaneously keeping in mind theneed to have tier 1 to tier 3 suppliers regarding the raw materials of mainstay products.

52

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Responsible Procurement)

SocialGovernance

Recognition from Society

GRI content index

Initiatives for Responsible Minerals Procurement
Given the progress in the legislation on human rights due diligence, mainly in Europe and the United States, and thegrowing awareness of the need to respect human rights in Japan and abroad, companies are required to increase
their efforts to manage risks and mitigate negative impacts throughout their supply chains. Especially regarding
mineral resources, it is important to stay aware of the various types of risks, for example, human rights abuses
including child labor in high-risk areas such as conﬂict zones, the ﬁnancing of terrorists, complicity in conﬂicts,
money laundering, illicit trade and environmental destruction.
DNP speciﬁed the Responsible Minerals Procurement policy in the DNP Group CSR Procurement Guidelines toensure that we are not complicit in such human rights abuses. Under this policy, we have been working on theestablishment of a management system and implementation of a range of measures*1 in line with the OECD Due
Diligence Guidance for Responsible Supply Chains of Minerals from Conﬂict-Affected and High-Risk Areas.
In FY2021, we conducted a Survey of Suppliers on Human Rights Issues and Conﬂict Mineral Issues targeting major
suppliers and conducted a survey on the origin of raw materials. By using the RMAP*2 conformity veriﬁcation
programs of the RMI,*3 an organization that spearheads the responsible procurement of minerals, we identiﬁed
smelters and mines for the ﬁve minerals (tin, tantalum, tungsten, gold, and cobalt) contained in raw materials andconducted risk assessments.
In FY2022, we commenced risk assessments by using the RMIʼs PRT (Pilot Reporting Template) regarding 23 typesof minerals including mica, aluminum, lithium, nickel and copper in addition to the above. Also, regarding minerals for
DNPʼs business whose importance is high, we moved forward with separate discussions with suppliers to conductdetailed assessments of risks throughout the supply chains, including at mines and smelters.
*1. DNPʼs initiatives regarding the ﬁve steps of this guidance are presented in DNPʼs Responsible Minerals Procurement Framework in the Description of DNP GroupCSR Procurement Guidelines.
*2. Responsible Minerals Assurance Process (RMAP): A program that veriﬁes compliance with responsible minerals procurement in conjunction with the
management system and procurement practices of smelters and reﬁneries based on the evaluations of independent third parties.
*3. Responsible Minerals Initiative (RMI): An organization that spearheads the responsible procurement of minerals. More than 400 companies/organizations fromaround the world are members.

Results of Minerals Survey
FY2021＊Targets tin, tantalum,
tungsten, gold, and cobalt

FY2022＊Targets tin, tantalum,
tungsten, gold, cobalt, and mica

Number of companies surveyed

186

171

Number of smelters/ reﬁners identiﬁed

391

414

Number of smelters/reﬁners

261

260

with Conformant RMAP audit status

Description of DNP Group CSR
Procurement Guidelines（552KB）>

53

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Responsible Procurement)

SocialGovernance

Recognition from Society

GRI content index

DNP Group Guidelines for Procurement of Paper for Printing and Converting
To contribute to the sustainable use of forest resources, DNP established the Guidelines in 2012, whereby westipulated the matters that must be complied with in the procurement of paper for printing and converting, which isone of our main raw materials for printed materials. Along with this, we have also been collaborating more closelywith suppliers such as paper manufacturers and sales companies while also working to procure timber for which
legality has been conﬁrmed based on the Guidelines, ensure traceability, and increase the percentage of paper thatis friendly to forest resources in the overall volume of our paper purchases. In FY2022 as well, we conﬁrmed thelegality of all paper suppliers.

DNP Group Green Procurement Guidelines for Chemical Substances
In conjunction with chemical substances, DNP established the DNP Group Chemical Substance Management
Standards in 2004 and we have since been promoting green purchasing to minimize environmental load, etc. In
addition, in response to the tightening of domestic and overseas regulations, which was carried out to reduce therisks that chemical substances bring to human health and the environment, we revised the Standards into the
DNP Group Green Procurement Guidelines for Chemical Substances in 2013, in which we provided new deﬁnitions
with respect to the ideal adoption of chemical substances. In conjunction, we hold Supplier Information Sessions
to enlighten concerned parties on the risks of chemical substances and the importance of taking measures fromthe perspective of the entire supply chain. We continuously make efforts to strengthen the management ofchemical substances, such as by expanding the scope of controlled substances in November 2021.

Participation in Initiatives
DNP empathizes with the initiatives of the United Nations Global Compactʼs local organization (Global Compact
Network Japan, hereinafter referred to as GCNJ), which was launched in Japan in 2003, and we have been
participating in various subcommittees. Notably, we have been participating in the Supply Chain Subcommittee
since its inception in FY2008. DNP was also involved in compiling “A Vision of Desirable CSR Activity in the
Supply Chain” (issued in 2013) and “An Introduction to Sustainable Procurement−Promoting CSR in the Supply
Chain” (issued in 2016) and the creation of Japanese-English versions of “CSR/Sustainable Procurement Training
Toolkit (Lecture & Game)” (issued in 2020). In FY2023, we were involved in the creation of the Tools for Checking
the Level of Understanding of An Introduction to Sustainable Procurement, thereby contributing to the promotionof sustainable procurement.
Sustainability Management>

54

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Product Safety and Quality)

SocialGovernance

Recognition from Society

GRI content index

Product Safety and Quality
DNP recognizes that placing safety and quality ﬁrst and foremost is a responsibility of a company providing products andservices to society. Under this recognition, we strive to constantly improve by always exploring how our products andservices are used and asking ourselves questions such as, “What are the quality requirements” and “What makes the
products and services safe and easy to use” from the perspective of customers and consumers. Moreover, the initiatives
we take for the safety and quality of products and services are based on our efforts to always consider peopleʼssatisfaction throughout the supply chain from the proposal stage through to ﬁnal delivery and from the procurementof raw materials to the manufacturing, use, disposal and recycling of products to increase societyʼs trust in us.

Medium-to long-term vision
We seek to gain the trust of society by prioritizing the safety andquality of our products and services as part of our responsibility as
a company that supplies these to society.
SDGs Covered by the Vision

Performance Indicators to Monitor the Progress in Achieving the Vision and Activity Results
Performance indicators

Targets

Results(1) Number of serious accidents*1 caused by our products(1) Achieve zero accidents.

For most-recent ﬁscal(2) Percentage of newly developed products undergoing(2) Achieve 100% (covering all

year results

product safety and risk assessment(3) Percentage implementation of the quality systeminspection*2

products concerned).
(3) Achieve 100% (covering allorganizations concerned).

*1 Including cases where a defect in our products jeopardizes the userʼs life, causes serious bodily harm or inﬂicts serious damage on the userʼs
property (other than the product itself)*2 Quality system inspection: Conducted by the head ofﬁceʼs quality assurance supervisory division, target sites are inspected once a year to checkthe operation of the quality management system

Structure to Promote Management
Internal Structure and Management
DNPʼs basic policy concerning quality management is to ensure that our products and services conform to therequired standards and legal regulations and to fulﬁll our corporate social responsibility by providing products andservices that deliver levels of safety and quality exceeding the needs and expectations of corporate customers andconsumers. To promote quality management, a Group-wide supervisory organization called the DNP Group Quality
Assurance and Product Safety Committee has been established. It is chaired by the corporate ofﬁcer in charge ofthe head ofﬁce. We have stipulated Group-wide rules consisting of actions that should be taken to ensure the safety
and quality of our products and services. We have also established a quality management system and a productsafety management structure. Meanwhile, a Quality Assurance and Product Safety Committee has been set up
within each of the business units and Group companies, the agents of our operations.
55

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Product Safety and Quality)

SocialGovernance

Recognition from Society

GRI content index

DNP Group Product Safety Policy>

DNP Group Quality Policy>

According to the Group-wide rules, the head ofﬁceʼs quality assurance supervisory division reports on the status ofGroup-wide activities, issues and other relevant matters twice a year to the DNP Group Quality Assurance andProduct Safety Committee to review policies and targets and improve activities. To ensure greater safety andquality, the head ofﬁceʼs quality assurance supervisory division gives guidance to the business units and Group
companies based on the results of discussions at the Committeeʼs meetings and engages in activities to prevent
serious quality accidents and ensure that proper actions are taken in the event of an accident.

DNP anticipates demand from corporate customers and the marketplace and it has obtained many certiﬁcations
relating to quality assurance such as ISO9001, an international standard for quality management, Food Safety
System Certiﬁcation (FSSC) 22000 in the ﬁeld of food packaging and IATF 16949, a quality management system forthe auto industry.
Acquisition of certiﬁcation (Japanese site opens)>
56

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Product Safety and Quality)

SocialGovernance

Recognition from Society

GRI content index

DNPʼs Main Initiatives
Initiatives for Ensuring Product Safety and Quality
DNP identiﬁes and evaluates risks impacting all of the products and services it provides from the design stage, andworks to reduce the detected risks. DNP continues to offer products and services that make corporate customers,
consumers and other people feel secure in terms of both safety and quality.
After the products and services are made available, we continue to monitor them through biannual risk evaluations
and safety monitoring, thereby keeping up with the social and technological change of the environment. If the resultsof a risk evaluation call for a design change, an improvement of the manufacturing technology or other action toensure product safety and quality, it will be implemented correctly and our internal standards will also be reviewed.
The head ofﬁceʼs quality assurance supervisory division conducts annual quality system inspections to check theoperation of the quality management system and prevent fraudulent quality. The inspection is annually reviewed toensure it stays effective. Inspection results are reported to the DNP Group Quality Assurance and Product Safety
Committee and the Corporate Ethics Committee and, based on instructions from these committees, corrective
actions are taken.

Employee Education
Based on its education plan, DNP provides the education necessary for all employees of the DNP Group to sincerely
and rigidly work to ensure the safety and quality of our products and services. Employees may receive training inaccordance with their job experience and job level. Our employee training program started in 1994 and, since ﬁscal
2000, all employees of the DNP Group have participated in it in the form of an e-learning program.
High-level specialized education is provided to people in jobs that require more specialized knowledge.

Thorough Veriﬁcation in the Actual Use Environment and Control of Changes
DNP conducts tests, evaluations and veriﬁcation in the actual use environment and more demanding conditions at allstages of the process from design to the release of the product, in accordance with the extent of the risks. In doingso, DNP seeks to ensure that users can feel safe and secure in using products and services before any decision torelease them.
There is a similar process for decisions on the changing of the materials or shapes of a product, manufacturingmethods and contents of services, etc. in association with the changing needs of corporate customers and consumers and the changing internal and external environments.

Internal/External Audit
・ Internal audit: We conduct internal audits periodically in accordance with DNPʼs unique initiatives and the ISO 9001
standard, irrespective of whether the ISO 9001 certiﬁcation has been acquired.
・ External audit: We are audited by corporate customers, outside certiﬁcation institutions and equivalentorganizations as appropriate. The results of the audits are reported to executives at meetings of the Quality
Assurance and Product Safety Committees of the business units and DNP Group companies and are also sharedwith the head ofﬁceʼs quality assurance supervisory division to ensure proper feedback is provided.

57

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Product Safety and Quality)

SocialGovernance

Recognition from Society

GRI content index

Initiative for prevention of fraudulent quality
DNP strives to enforce legal compliance and ensure safety and quality. The Company sufﬁciently manages risks oflegal violations and fraudulent quality and works to prevent them.
Amid the series of fraudulent quality incidents in Japan and overseas, DNP has been working to prevent similar
incidents from occurring within. While we receive ISO and other external certiﬁcations and diagnoses, the headofﬁceʼs quality assurance supervisory division checks the validity of our quality management system to reinforce themechanism and provides the business units with guidance and instructions for corrective action.
Additionally, DNP are continuing departmental education on our Group-wide rules tailored to the employeeʼs role,
including agreements with corporate customers regarding speciﬁcations, ensuring the reliability of inspections andother matters. DNP also continues to conduct case studies and awareness-raising activities to develop a corporate
climate that looks to prevent fraudulent quality.

Quality Control in the Supply Chain
To ensure stable maintenance and the improvement of the quality of products and services, DNP cooperates with
suppliers to continually and regularly evaluate and monitor products and services based on the quality management
system and similar initiatives, and to seek solutions to problems and failures when they are detected. Quality is also
controlled within the companies of the DNP Group, throughout the supply chain, based on Group-wide rules as we
provide products and services to corporate customers and consumers to ensure they always feel safe about using
the DNP Groupʼs products and services.
Responsible Procurement>

58

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Corporate Citizenship)SocialGovernance

Recognition from Society

GRI content index

Corporate Citizenship
DNP aims to contribute broadly to the resolution of social issues and the realization of a better society throughbusiness activities and by acting as a good corporate citizen while effectively utilizing our management resources,
including human resources, intellectual properties, technologies and facilities, while promoting cooperation andcollaboration with external organizations. We also support the social contribution activities of employees, as these
activities encourage their personal growth and self-fulﬁllment.

Medium-to long-term vision

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.

SDGs Covered by the Vision

Performance Indicators to Monitor the Progress in Achieving the Vision and Activity Results

Performance indicators

Targets(1) Number of external participants for social contribution(1) Achieve an accumulated total ofactivity programs(2) Number of internal participants for 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 the groups for thedevelopment of the next generation.

10,000 persons (2,000 per year)

Results
For most-recent ﬁscal
year resultsfrom 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.

59

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Corporate Citizenship)SocialGovernance

Recognition from Society

GRI content index

DNP Group Social Contribution Policy and Social Contribution Themes
The DNP Group is committed to helping resolve the challenges facing society and contributing to the realization of amore afﬂuent society capable of sustainable growth.
DNP is therefore promoting broad-based contributions to realize a better society, not only by offering usefulproducts and services through our business activities, but through effective utilization of our management
resources (including personnel, expertise, technology, and facilities); labor-management collaboration; and efforts
to coordinate and collaborate with external entities.
Furthermore, the DNP Group supports voluntary participation in social contribution activities by employees. Such
activities are not only beneﬁcial for society; they help employees grow as persons and actualize their unique potential.
As a member of society, the DNP Group will continue striving to address social challenges.

Five Social Contribution Themes

With love for nature
Scope｜Environmental conservation
Preserving the environment is a critical challenge faced by all of humanity.
The DNP Group is grateful for the beneﬁts bestowed by our truly
irreplaceable environment. To leave a beautiful environment teeming withlife to those who come after us, we promote a wide range of environmental
preservation activities including forest and river cleanup activities.
Examples of initiatives>

With a broad outlook
Scope｜Community and international engagement
To help create security, comfort, and abundance in local communities, the
DNP Group promotes a wide range of activities with residents. Because
modern lifestyles are deeply linked not only with those living nearby, but topeople around the world, DNP adopts a global perspective in its efforts torealize a more secure, comfortable, and afﬂuent society.
Examples of initiatives>

60Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Corporate Citizenship)SocialGovernance

Recognition from Society

GRI content index

For the next generation
Scope｜Nurturing scholarship, promotion of education, encouragementof the next generation, and the development of the information society
Advanced scholarship and the promotion of education are critical if we are
to build a sustainable society to beneﬁt future generations. Through its
principal business activities, the DNP Group is building a foundation forsocial development by deploying its accumulated printing and information
technologies, as well as its knowledge and expertise, for the beneﬁt of ouryouth, who will be responsible for the society of the future.
Examples of initiatives>

For a spiritually rich society
Scope｜Promoting art and culture
Art and culture are prerequisites for the realization of a spiritually abundantsociety capable of bringing happiness and inspiration into peopleʼs lives. Asa printing enterprise, the DNP Group supports advancement of the artsand culture in the ﬁeld of graphic arts and through the use of printing
technology to preserve and disseminate historic cultural properties andimages.
Cultural Activities at DNP>

Also taking a Humanitarian standpoint
Scope｜Humanitarian aid and disaster recovery support
The DNP Group will deliver emergency humanitarian aid where it is needed,such as in areas affected by large-scale disasters, armed conﬂicts, andother circumstances that necessitate aid.
Examples of initiatives>

61Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Corporate Citizenship)SocialGovernance

Recognition from Society

GRI content index

DNP's Main Initiatives
Here we introduce DNP's social contribution activities for continuing to be a good corporate citizen.
Activity theme

With love for nature
Scope｜Environmental conservation

Conservation of biodiversity
DNP receives numerous beneﬁts from ecosystems that are supported by rich biodiversity and believes thatmaintaining harmonious coexistence with the environment is essential for sustainable growth as a company. In
keeping with this belief, through its main business activities DNP is working to conserve biodiversity such as inprocuring raw materials while creating green areas at business sites.

DNP is promoting ex situ conservation by utilizing
the green space on the premises of DNP
Technopack's Yokohama Plant.
DNP's initiatives toward biodiversity 5,036KB>

62

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Corporate Citizenship)SocialGovernance

Recognition from Society

GRI content index

Cleanup activities
As one of its initiatives to conserve the natural environment, DNP is promoting local cleanup activities at each Groupbusiness site across the country. In the Kansai area, for more than 30 years DNP has been undertaking cleanup
activities around Kyotoʼs Arashiyama and Nakanoshima Park (Katsura River) twice a year, in spring and autumn. Thisinitiative is led by the employee labor union, with over 100 people participating in each cleanup. In ﬁscal 2022, morethan 600 people from at least 12 business sites across Japan participated in local cleanup activities.

DNP also encourages families of employees to participate in thesecleanup activities around Arashiyama and the Katsura River in Kyoto.

Activity theme

With a broad outlook
Scope｜Community and international engagement

Fairtrade Activities
Fairtrade activities aim to improve the living conditions and self-independence of vulnerable producers and workers
in developing countries by continuously and stably trading raw materials and products at a fair price. The DNPGroup has worked to spread the Fairtrade activities since the inception of these activities in Japan. They include
promoting the in-house consumption of Fairtrade-certiﬁed coffee, which reached one million cups in March 2018. In
recognition of these achievements, DNP was presented with the ﬁrst-ever certiﬁcate of commendation in Japan
from Fairtrade Label Japan, a speciﬁed NPO. In ﬁscal 2022, we sold 2,487 dishes at cafeteria using Fairtrade-certiﬁedsesame seeds and 29,767 cups of Fairtrade-certiﬁed coffee and black tea.

Fairtrade-certiﬁed coffee is served to guests.

We provide cafeteria menus items that feature certiﬁed
products during Fairtrade Month Campaign in May
63

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Corporate Citizenship)SocialGovernance

Recognition from Society

GRI content index

Support for developing countries(donation of unneeded goods)
In collaboration with the Japanese Organization for International Cooperation in Family Planning (JOICFP), an NGO forinternational cooperation, every year the DNP Group contributes to women's support activities, mainly supporting
secure and safe childbirth in disaster-stricken regions in Asia, Africa and Japan, by donating used stamps andunused postcards and stamps. Numerous employees participate each year as a project enabling the participation ofGroup employees throughout Japan. In ﬁscal 2022, we donated 82,000 yen worth of unused stamps and postcards(face value), 10 kg of used commemorative stamps. Also this year, we newly donated 178 CDs and DVDs to Japan
International Volunteer Center, an NGO that supports children's education in conﬂict areas.
*Cumulative total since 2018: 382,000 yen worth of unused stamps and postcards, 33 kg of used commemorative stamps, 178 CDs and DVDs.

Volunteer employees sort stamps and postcards
received from business sites throughout Japan.

Local community contribution activities
DNP Group's overseas subsidiaries undertake a variety of local community contribution activities.
Through Karawang International Industrial City Community Association we belong to and with the support of IPB
University, DNP Indonesia has been participating in Telaga Desa Agro-Enviro Education Park, a local community
contribution program involving technical guidance and technology transfer in the agriculture, ﬁsheries, livestock andforestry industries, since the program's inception, as it continuously provides support over the long term. These
efforts are aimed at improving the productivity of neighboring communities whose main industry is agriculture andhelping build self-reliant societies.

DNP Indonesia's Karawang Plant

64

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Corporate Citizenship)SocialGovernance

Recognition from Society

GRI content index

Activity theme

For the next generation
Scope｜Nurturing scholarship, promotion of education, encouragement of the next
generation, and the development of the information society

Visiting classes and workshops
Driven by its the desire to contribute to the sustainable development of society by providing children, who willlead the next generation, with workshops that stimulate their intellectual curiosity, increase interest in learningand raise interest in social issues, DNP visits local elementary schools to present its visiting classes and holds
workshops for children throughout the country. In ﬁscal 2022, 905 children took part at 13 schools and educational
institutions in Iwate, Tokyo, Kanagawa, Osaka, Okayama and Kumamoto.

Visiting class “The Wonder of Colors” in the

An extremely popular globe-making

Shinjuku district of Tokyo

workshop at Osaka Knowledge Capital

65

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Corporate Citizenship)SocialGovernance

Recognition from Society

GRI content index

Educational support for developing countries(volunteer activity to prepare translated picture books)
Many children around the world have never even seen a picture book due to conﬂict, poverty or other factor.
Based on a desire to help boost the literacy rate of children in developing countries by providing them with theopportunity to access books, which are closely related to publishing and printing, DNP participates in the Campaign
to Deliver Picture Books.
The campaign, run by the non-governmental organization Shanti Volunteer Association (SVA), sends Japanese
picture books, afﬁxed with seals bearing translations into the local language, to children in developing countries. In
ﬁscal 2022, we donated 104 books, making it a cumulative total of 693 books.

Every year numerous employees and their

DNP held workshops together with SVA andchildren participate in the event.

also encouraged the participation of people
from outside the company.

Company visits and plant tours
At nationwide business sites, DNP accepts local elementary and junior high school students for company visits
and plant tours with the aim of helping them develop their careers by introducing DNP's businesses and the workof its employees and teaching children and students about engagement with society, job satisfaction and theimportance of hard work for realizing their dreams. In ﬁscal 2022, we received a total of 341 persons from 3
elementary schools (120 participants), 4 junior high schools (14 participants), 9 high schools (185 participants) and2 universities (40 participants).

Elementary school students on a plant social

Junior high school students wear work uniforms

studies tour

and experience workplaces.
66

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Corporate Citizenship)SocialGovernance

Recognition from Society

GRI content index

Support for business education for high school students
In recent years, “enhancing career education” has become a key theme in school education. Students are provided
with opportunities to learn about careers through work experience at companies and various organizations and via
dialogue with actual employees and staff. DNP participates in the Tokyo Metropolitan government's Commercial
Education Consortium Tokyo and provides business education to high schools. In ﬁscal 2022, we had 35 participantsfrom Tokyo Metropolitan Katsushika Commercial High School.
*Cumulative total since 2018: 875 participants

An expert from DNPʼs planning visits the school to

Final results presentation held at Tokyo

give a lesson.

Metropolitan Fourth Commercial High School

Activity theme

To enhance social well-being
Scope｜Promoting art and culture
Art and culture are prerequisites for the advancement of social well-being capable of bringing happiness andinspiration into peopleʼs lives. As a printing enterprise, the DNP Group supports advancement of the arts and culturein the ﬁeld of graphic arts and through the use of printing technology to preserve and disseminate historic culturalproperties and images.

Cultural Activities at DNP>

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Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Corporate Citizenship)SocialGovernance

Recognition from Society

GRI content index

Activity theme

Also taking a Humanitarian standpoint
Scope｜Humanitarian aid and disaster recovery support

DNP Group's 10 Years of Great East Japan Earthquake Reconstruction Support Activities

With its epicenter off the coast of the Sanriku Oshika Peninsula in Miyagi Prefecture, the Great
East Japan Earthquake that struck on March 11, 2011 claimed numerous precious lives, mainly ineastern Japan, and left devastating scars across the country. DNP has provided support for theaffected areas based on the policy of “Continue doing what we can” spurred by its desire to help
the stricken areas recover from this catastrophe as quickly as possible and to restore asustainable society where people can resume their lives.

Emergency relief donations immediately after

Local volunteer activities by employees

the disaster

Providing “reconstruction support menu”

DNP visiting class “The Wonder of Colors”

at the company cafeterias

68Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment(Corporate Citizenship)SocialGovernance

Recognition from Society

GRI content index

Disaster reconstruction support (donations)
DNP has formulated DNP Group Criteria for Conducting Disaster Recovery and Reconstruction Support andprovides emergency support according to these criteria in response to large-scale disasters that occur in Japanand overseas. Speciﬁcally, DNP contributes support money and implements employee fundraising and support
programs, making donations as support for disaster areas. Additionally, DNP provides continuous support forreconstruction for disasters in Japan that cause enormous damage.
For example, with the support program “D-Smile Menu,” we offer a special “reconstruction support menu” at thecompany cafeterias nationwide, the price of which includes a donation. In case of a large-scale disaster, DNP donates
a portion of the proceeds from this menu to organizations conducting support activities. Moreover, the menu isserved throughout the year and changes monthly, allowing for donations to initiatives to eliminate educational
inequality across Japan. These monthly menus also facilitate economic support of previously supported disasterareas as we procure ingredients from there. Starting in ﬁscal 2022, the program was expanded to “menus forbuilding a better society” to include menu items that support activities that defend human rights.
[D-Smile Menu FY2022 Support Results]
・Eliminating educational inequality: 1,624,500 yen (corresponding to 32,490 dishes)[Beneﬁciaries] Chance for Children Inc., USNOVA, Shinjuku School for Children with Disabilities run by Shinjuku Ward・Foodbank support: 51,450 yen (corresponding to 1,029 dishes)[Beneﬁciaries] Meals on Wheels Japan・Turkey‒Syria earthquakes reconstruction support: 181,936 yen (support menu and fundraising[Beneﬁciaries] Japan Platform

An example of the “reconstruction support menu”
for the Great East Japan Earthquake“Reconstruction support menu” was also provided
as emergency support for 2019 Typhoon Hagibis
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Disaster reconstruction support (local volunteers)
As a good corporate citizen that coexists with society, DNP believes it has a mission to provide support forlarge-scale disasters that occur in Japan and overseas. As a way of support, we believe it is important to have theattitude and feeling of “get close to the hearts of the people affected by the disaster and sincerely consider how we
can support them.” Accordingly, DNP strived to collaborate closely with NPOs and other organizations deeply familiar
with existing conditions in the disaster-stricken areas while continuing to undertake reconstruction support activities
that match the needs and circumstances of the disaster-stricken areas.

Much is learned in the areas stricken by the

We dismantled and sorted out the debris ofGreat East Japan Earthquake

a hut completely destroyed by the 2016
Kumamoto Earthquakes

Employees and their families cleaning
temporary housing after the 2018
West Japan Torrential Rains

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Refugee support (donations)
Wanting to continuously support refugees, said to number more than 110 million worldwide (May 2023, United
Nations High Commissioner for Refugees [UNHCR]), DNP decided to donate a total of 50 million yen, spread out
over ﬁve years as 10 million annually starting in 2022, to Japan for UNHCR. The donations from DNP go toward the
UNHCRʼs activities to help refugees. Additionally, we promote long-term refugee support throughout the year, forexample by serving “support menus” that included donations from employees at our employee cafeterias nationwide
during World Refugee Day (June 20) and Human Rights Week (December 4-10).
[D-Smile Menu FY2022 Support Results]
・Refugee support: 177,200 yen (corresponding to 3,544 dishes) [Beneﬁciaries] United Nations High Commissioner
for Refugees (UNHCR) / Japan for UNHCR

Senior Corporate Ofﬁcer Sugita (right) receiving
the letter of appreciation from Executive Director
Kawai of Japan for UNHCR (left)

Letter of appreciation from Japan for UNHCR

FY2022 Relevant news (delivered Apr 2022 - Mar 2023)
Apr 18, 2022

For Global Market

Sustainability

Social contribution activities

DNP to Sponsor Thematic Projects for Expo 2025 Osaka, Kansai, Japan | DNP Group>71

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SocialGovernance

Recognition from Society

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Governance>Fair operating practices>

Information security>

DNP's corporate governance structure>

Medium-to long-term vision>

Medium-to long-term vision>

Risk management and compliance>

Structure to promote management>

Structure to promote management>

DNP's main initiatives>

DNP's main initiatives>

Corporate governance72

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Corporate Governance
DNP believes that enhancing corporate governance is a critical management challenge that will help us to maintain thetrust of all our stakeholders, contribute to the sustained growth of society and increase enterprise value.
We make every effort to make appropriate decisions regarding management, to execute business properly andpromptly, and to establish and operate systems for supervising and auditing these activities. In addition, we work hardto provide employees with thorough training and education, and to comprehensively enhance our corporate governance.

DNPʼs corporate governance structure
Structural diagram of DNPʼs corporate governance and internal control system

Risk management and compliance
The variables that impact management via sharp changes in the social environment are becoming more diverse andwidespread. Against this background, DNP believes that incorporating such changes in medium- to long-termbusiness strategies, then enhancing the processes by which we appropriately evaluate company-wide risks andtransforming them into business opportunities will contribute to a more sustainable society, In addition, this will leadto our stated goal of achieving Tomorrowʼs Basic.
Based on this concept, and as can be seen in the schematic of the corporate governance and internal control
system shown above, the system is based on three committees that collaborate to cover company-wide risks.
The three committees are:1, the Sustainability Committee, chaired by the company president that is responsible for managing medium- tolong-term risk, the identiﬁcation of business opportunities and causing these to be reﬂected in business strategies.
2, the BCM Promotion Committee responsible for ensuring business continuity to secure employee safety andenable them to maintain production activities even in the event of emergencies, such as natural disasters, and,3, the Corporate Ethics Committee, which targets risk reduction while planning to improve employee complianceawareness which forms the basis of business continuity.
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Sustainability Management>

Identifying Materiality>

Compliance with laws and social ethics
Rather than simply having each of our employees comply with laws and regulations in the execution of DNPʼsbusiness activities, we believe that DNP can win societyʼs trust by maintaining even higher ethical standards thansociety expects and by consistently remaining fair and equitable as we help to maintain and develop orderly, freeand competitive markets. In order to be able to act in ways that meet societyʼs expectations, DNP works to imbue
corporate ethics throughout the DNP Group.
Fair operating practices>

Construction of systems that support business continuity
In the event that an emergency situation should compromise the continuity of DNPʼs business operations, anyinterruption in our operations would affect not only DNP but our customers, suppliers, their employees and a variety
of stakeholders. DNP has prepared a business continuity plan in order to build a strong corporate structure that cancontinue operating under crisis conditions and quickly restore operations in the event of an interruption. We maintain aproper awareness of disaster risk in the course of our daily operations, and we implement employee training and othermeasures aimed at enabling us to cope appropriately in extreme situations.

Disaster prevention system for use in unforeseen circumstances
At DNP, we have established the Central Disaster Prevention Committee to develop and promote disaster preparedness
measures throughout the group, the Business Division / Group Company Disaster Prevention Committee to promote
them according to the characteristics of each division, and the Area-speciﬁc Disaster Prevention Committee to promote
them in cooperation with the Ministry of Education, Culture, Sports, Science and Technology. Through these committees,
we prepare disaster management plans and promote preventive measures.

Our experience of the Great East Japan Great Earthquake reafﬁrmed the importance of a Business Continuity Plan
(BCP) that gives top priority to human safety in times of disaster and increases corporate response and resilience.
Based on these priorities, we recognize disaster risks on a daily basis and promote appropriate preventive measures.
In order to deal with disasters and other unforeseen circumstances, we established a basic policy and promotion
system in the Basic Regulations for Disaster Countermeasures at the DNP Group to ensure the safety of employees
parties concerned. We promote disaster prevention measures that give our stakeholders conﬁdence in our operations in the event of a disaster.

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Permanent Disaster

Prevention Organization

Head Ofﬁce

Each Business Unit / Group Company

Central Disaster Prevention Committee atBusiness Unit and Group Afﬁliate Disasterthe DNP Group

Prevention Councils

Chairperson

Chairperson

Deputy chairperson

Deputy chairperson

Secretariat

Secretariat

Subcommittee

Coordinator· Human resources subcommittee· Human resources coordinator· Facilities subcommittee· Facilities coordinator· Asset preservation subcommittee· Asset preservation coordinator· Business activities subcommittee· Business activities coordinator· Public relations subcommittee· Public relations coordinator· Community subcommittee· Community coordinatorFire protection and disaster prevention
manager (DNP's own ﬁreﬁghtingorganization)*Individually established for each business
unit / group company
In areas composed of multiple organizations,area-speciﬁc disaster prevention committees
are also set up to promote disaster prevention
measures across the organization.

Functions and roles

Development and promotion of

Promotion of practical disaster preparedness

preparedness measures throughout theregional characteristics

comprehensive and systematic disaster

DNP Group
Maintenance of regulations,plans, etc.

measures considering business content andBasic regulations for disaster· Disaster response work plans· Basic plan for disaster prevention at the· Fireﬁghting plancountermeasures at the DNP GroupDNP Group· Business Continuity Plan (BCP)· Large-scale earthquake response plan at
the DNP Group

Regulations for ﬁre protection / disasterprevention management at the DNP GroupCountermeasures organizationin times of disaster

Central Disaster Response Headquarters

at the DNP Group

Disaster Response Headquarters for eachBusiness Unit and Group Company*The DNP Groupʼs Central Disaster Prevention*The disaster committee in each businessCommittee will be transferred as is, tounit / group company will be transferred as

promote and otherwise take overall control ofis, to promote and coordinate disastercompany-wide disaster emergency measures,

emergency measures, disaster restoration /disaster recovery / reconstruction and otherreconstruction and other necessary measuresnecessary measures in the time of a disaster.

at a speciﬁc disaster site.

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Governance

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Fair Operating Practices
It is our belief that in carrying out business activities, we need to do more than just ensuring DNPʼs and its
employeesʼ compliance with laws and regulations but always remain fair and equitable, acting under high ethicalstandards that exceed the expectations of society. To help maintain and develop orderly, free and competitivemarkets and consistently undertake business activities that measure up to societyʼs expectations, we aim to instilland establish corporate ethics more ﬁrmly throughout the DNP Group.

Medium-to long-term vision

We help to maintain and develop orderly, free and competitivemarkets based on laws and social ethics and by always remaining
fair and equitable.
SDGs Covered by the Vision

Performance Indicators to Monitor the Progress in Achieving the Vision and Activity Results
Performance indicators

Targets(1) Number of meetings of the Corporate Ethics Committee*1(1) Hold the meeting once a month(2) Ratio of holding Autonomous Corporate Ethics Training
conducted*2(12 times a year) or more.

Results
For most-recent ﬁscal
year results(2) Achieve 100% (covering allorganizations concerned).

*1 An organization overseeing internal controls, responsible for promoting a compliance framework to ensure that all business activities of the DNP Group are carried out inan 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 in accordance with the implementation plans.
*2 Training provided on a continuous basis since 2003. The heads of each business division provide lectures on corporate ethics as a foundation of business and explain
to their staff the issues and countermeasures relevant to the operations of their respective divisions.

Structure to Promote Management
Structure to Promote Management and Training
As an organization for overseeing compliance, DNP has established the Corporate Ethics Committee (Chairman:
senior managing director), which is composed of directors and corporate ofﬁcers in charge of each division anddepartment at the head ofﬁce. Additionally, we have established a Corporate Ethics Committee in respective
business units and Group companies that execute operations and undertake multifaceted corporate ethics
activities in accordance with management based on the Committee of Sponsoring Organizations of the Treadway
Commission (COSO) framework.
DNP considers continuity, autonomy, positivity and efﬁciency to be crucial in promoting compliance-related
management. DNP implements various training programs for the entire Group throughout the year with the aim of
fostering such an organizational culture and strengthening its management foundation.
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1

Personnel evaluation system
We use corporate ethics as a basis of performance evaluation and promotion decisions made under the
personnel evaluation system and strive to develop human resources who live up to societyʼs expectations
with sincerity.

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2

Self-examination of compliance with law and rules
DNPʼs business units and Group companies use evaluation items developed by the responsible headofﬁce division to perform self-examination and self-evaluation for constant improvements. This activity
has been carried out since 1997 under the motto “Protect our company by ourselves.”

3

Compliance evaluation system
Implemented in 2005 by the responsible head ofﬁce division as a system to evaluate DNPʼs business
units and Group companies using common performance indicators. This evaluation is conducted twicea year on a regular basis.

4

Corporate ethics training
We provide various education and training opportunities, as we believe that a high level of awareness and acorrect understanding among employees will make our efforts related to corporate ethics more effective.

5

Open Door Room*3
Established in 2002 as a whistle-blower system to receive inquiries and reports on matters concerning
corporate ethics. In 2015, we also established an external contact point for reporting to and consultation
by lawyers, and in 2022, we revised our internal rules in accordance with the revision of the Japanʼs
Whistle-Blower Protection Act to provide a more secure system for reporting and consultation.

6

Global Internal Whistle-blowing System*3
In 2020, we reviewed our internal whistle-blowing system and framework at our overseas bases andestablished the global internal whistle-blowing system as a new whistle-blowing contact point capable ofmultilingual responses. In this manner, we are proceeding to strengthen compliance at overseas bases bymaking quick and appropriate responses.

7

Compliance Hotline*3
This hotline, established in 2009, receives information from suppliers and contractors on any misconduct(or possible misconduct) of DNP employees or other parties, which they have come to recognize during
their transaction with the DNP Group. In 2022, the name was changed from "Supplier Hotline" to"Compliance Hotline" to clarify that the hotline is only for compliance-related reports and to accept
reports not only from suppliers and contractors but also from retirees and others.
Inquiries regarding the Compliance Hotline(Japanese site opens)>*3 The information we receive at each of these consultations and whistle-blowing contact points also encompasses problems related to human rights, labor, andgraft and corruption, including bribery.

DNP Group Anti-Bribery Policy>

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DNPʼs Main Initiatives
Initiatives to Ensure Compliance with the Law and Social Ethics
At a meeting of the Board of Directors in 2007, DNP formulated the DNP Group Code of Conduct, which
speciﬁes 10 conduct rules such as “Compliance with the laws and social ethics” to be observed by all employees
in carrying out corporate activities. Subsequently as well, we have regularly reviewed the Code of Conduct inaccordance with changes in the social environment while we strive to permeate the Code through opportunities
such as level-speciﬁc training. We conducted the Autonomous Corporate Ethics Training in FY2022 as well for
all Group employees in and outside Japan.
In addition, we set up the Open Door Room in 2002 as a point of contact for consultations and reporting whenemployees encounter misconduct or among other problems, that cannot be solved by consulting their superiors orother employees around them or solved by their own department alone. Furthermore, in 2015, we established theOpen Door Room as an external contact where lawyers are available for consultation and reporting, and in 2020 weestablished the multilingual global internal whistle-blowing contact. In this way, we are working to ensure that the
self-cleansing ability of our organization functions in an even more proper fashion across the entire DNP Group. In
conjunction with the operation of these contact points, we formulated the DNP Group Open Door Room Operation
Standards in consideration of the Whistle-Blower Protection Act. By doing so, we sought to create an internal
whistle-blowing system under which a whistle-blower can consul at lawyer and report matters in a secure way. In
FY2022, we revised the standards to enhance the system in response to the revision of the law. We also operate
other contact points such as the Consultation Ofﬁce where employees may consult Consultation Ofﬁce staff about
a range of problems and an inquiry desk for all stakeholders. Regarding the requests for consultation received bycontact points and the issues that are reported, we always take proper steps, including the implementation of thenecessary corrective measures, while protecting the conﬁdentiality of the reported information and the anonymityof the whistleblower to ensure the whistleblower is not disadvantaged in any way. Across the DNP Group, we
received 61 whistleblowing-related matters both in Japan and abroad in FY2022. We responded to these reports in aproper and sincere manner while taking measures as necessary to prevent recurrence.
As a result of these efforts, no serious violations were found in FY2022.

Anti-Bribery Initiatives
As recent corporate activities expand beyond national and regional boundaries, regulations concerning bribery
are being tightened in each country and region in order to ensure a fairer and more open competitive market.
DNP has always prohibited employees from seeking proﬁt through bribery and other dishonest means andstipulated so in the Code of Conduct. To further reinforce our efforts in this area, in 2018 we establishedvarious policies and regulations that include the DNP Group Anti-Bribery Policy, the DNP Group Anti-Bribery
Regulations and the DNP Group Anti-Bribery Guidelines. In conjunction, we have externally disclosed our anti-bribery
policy to express DNPʼs approach and position while internally holding brieﬁng sessions for each organization andproviding e-learning education for all DNP Group employees, and through these measures, we seek to ensure anawareness and thorough understanding of this policy. Concurrently, based on the anti-bribery selfcheck sheet, we
check each item, such as the existence of any applicable matters at subject business sites, application procedure
results, and educational and enlightenment activity results on a yearly basis.

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Dealing with Political Donations and Anti-social Forces
DNPʼs basic policy is to maintain political neutrality by not making political donation, either directly or indirectly.
There were no instances of any political contributions even in the past three-year period up to 2022. To anti-social
forces that negatively affect public order and sound activities of society, we also prohibit the provision of
inappropriate payoffs.

Appropriate Tax Payments
The DNP Group will contribute to the socio-economic development of the countries and regions in which we dobusiness, by complying with relevant tax laws and regulations and social ethics, and making appropriate tax payments.
>

DNP Group Tax Policy
Tax amounts by region（Billions of yen）

Fiscal 2021
Country/region

Tax amounts

share

Japan

114

8 3.4 4%

Asia

11

7.82%

Other

12

8.73%

136

10 0.0 0%

Total

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Principal Theme: Fair Operating Practices

Appropriate Disclosure of Information

In order for DNP to grow sustainably with society, it is essential to build trust with stakeholders such as shareholders
and investors, customers, suppliers, local communities, and employees. We will actively disclose diverse informationand fulﬁll accountability so that all stakeholders correctly understand our business and corporate activities. In
addition, to accurately recognize how DNP is regarded, we will deepen Taiwa（dialogue) with stakeholders and strive
to be a company that can be trusted by sincerely responding to those issues and expectations derived from Taiwa.

Information Disclosure Structure
Timely and appropriate disclosure of information is made via the Companyʼs website, various reports (PDF) andmore in order to extensively announce DNPʼs sustainability initiatives to stakeholders.

DNP Group's Information Disclosure"Investor Relations" website
The "Investor Relations" website has been establishedon the corporate website for shareholders andinvestors for the timely and appropriate disclosure of
information.

"Sustainability" website
The "Sustainability" website has been establishedon the corporate website to communicate
non-ﬁnancial information in detail for the timely
and appropriate disclosure of sustainability
information.

Integrated report
DNP publishes an integrated report each year
covering its growth strategies and businessactivities that make use of ﬁnancial and non-ﬁnancial
capital in an integrated manner for sustainablevalue creation.

Environmental report
With regard to environmental management,
environmental activities are summarized in PDF
format each ﬁscal year, and DNP publishes “TheDNP Group Environmental Report.”
Disclosure Policy>

Scope of Disclosure of Information■Reporting period: Centering on activities of FY2022 (from April 1, 2022 to March 31, 2023), the Reportcontains prior initiatives and the latest activities.
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GRI content index■Scope of report: For all companies and divisions in the DNP Group, “DNP” represents the DNP Group on thewebsite, and it is distinguished from Dai Nippon Printing Co., Ltd. In addition, the “DNP Group” is used insentences that emphasize the Group.

Referenced Guidelines
The UN "Global Compact," the UN "Guiding Principles on Business and Human Rights," International Integrated
Reporting Council (IIRC) "International Framework for Integrated Reporting," the Financial Stability Board (FSB) "Task
Force on Climate-related Financial Disclosures (TCFD)," the Ministry of Economy, Trade and Industry "Integrated
Corporate Disclosure and Company-Investor Dialogues for Collaborative Value Creation," the Ministry of Environment"Environmental Reporting Guidelines, 2018 Edition," and International Standard for Social Responsibility ISO 26000,
Global Reporting Initiative (GRI) Standard, Sustainability Accounting Standards Board(SASB) Standard.
GRI content index>

Enhance Communication Tools
DNP strives to enhance various means of communication and communication tools to provide accurate information
in a timely and appropriate manner as well as to deepen Taiwa with stakeholders as all employees communicate withdiverse stakeholders on a daily basis.
Stakeholders

Means of communication

Communication tools

Shareholders/Investors

・General meeting of shareholders
・Financial results brieﬁngs for institutional
investors/analysts
・Sustainability brieﬁng session for institutional
investors /analysts
・One-on-one meeting for institutional
investors/analysts
etc.

・Integrated report・Shareholdersʼ report(Japanese site opens)・Financial statements (consolidated ﬁnancial
results)
・IR presentation materials
・Websiteetc.

Customers(corporate/consumers)

・Information exchange through negotiations,etc.
・DNPʼs own facility P&I LAB.
・Seminars, events, exhibitions
・Compliance Hotline(Japanese site opens)
etc.

・Company brochures and pamphlets
・SDGs concept book(Japanese site opens)
・Website
etc.

Employees

・MBO interview
・Employee Awareness Surveys
・Consultation ofﬁces
・Open Door Room for consultation/reportingetc.

・Group Vision, Code of Conduct
・Intranet, internal signage
・Group journaletc.

Trading partners

・Information exchange at the time ofnegotiations and audits
・CSR Procurement Guidelines compliancelevel survey
・Compliance Hotline(Japanese site opens)etc.

・Various guidelines(CSR Procurement Guidelines, etc.)
・Websiteetc.

Local communities

・Visits to companies/plants
・Brieﬁng for local residents
・Communication facilities(Japanese site opens)
・Regional contribution activities
etc.

・Materials of various activities
・Websiteetc.

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Information Security

DNP has a core strength in information security technology and know-how built up in the application of information
assets entrusted to us by companies and consumers as well as our own information assets. We leverage thisstrength to provide new value through highly secure and reliable products and services.

Medium-to long-term vision
We ensure the exceptional security of personal information and all other information
assets through management and protection as part of the social responsibility of acompany handling such information assets.
SDGs Covered by the Vision

Performance Indicators to Monitor the Progress in Achieving the Vision and Activity Results
Target s

Per for mance indicators(1)Achieve 100% (covering all business(1) Rate of information security compliance assessments

unit and Group companies)

conducted

Result s
For most-recent ﬁscal
year results(2)Achieve 100% (covering all(2)Rate of inspections and instructions by executive ofﬁcer

organizations concerned)

in charge of divisions implementing priority measures(3)Achieve 100% (covering all

for personal information protection, etc.

organizations concerned)(3)Participation rate of information security education and(4)Achieve 100% (covering all websites

training

concerned)(4)Rate of security vulnerability tests for publicly open websites

Structure to Promote Management
Structure to Promote Management
Since establishing the Ofﬁce for the Protection of Personal Information in 1999, DNP has continued to strengthen
our information security measures in response to changes in the security environment in Japan and overseas. We
established the Information Security Committee and Information Security Headquarters, which are supervisingorganizations for Company-wide management to provide inspection and guidance for business unit and Group
companies. The Senior corporate ofﬁcer in charge of the head ofﬁce serves as the committee chief. Also,
Information Security Committees have been established in each of the business units and Group companies, inwhich under the direction of the committee chief and person responsible for managing personal information(together with the heads of each operating unit), they handle issues such as education, security area measuresand information security measures, as well as taking responsibility for inspections. Information Security Committees
have been set up at overseas Group companies since 2015.
Moreover, in October 2021, we established the DNP-CSIRT (DNP Computer Security Incident Response Team)at the headquarters as a cybersecurity response organization, thereby ensuring business continuity is notinterrupted in the event of any unforeseen circumstances (incidents).
DNP Groupʼs Basic Policy on Information Security>

DNP Group Privacy Policy>
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Organizational Measures
Maintaining internal procedures and rules
Personal information protection includes the development of the Personal Information Protection Policy and theRegulations within the Group. We also developed the Basic Personal Information Policy and Basic Personal
Information Regulation, under which 10 standards have been established concerning information security,
including those for document control, computer usage, restricted areas, education, website and social media.
We rapidly send out notices and establish or revise our rules in response to new threats and risks, and we makesure that employees are thoroughly informed about them.
Establishment of a management system
DNP ensures thorough legal compliance, attaining the Privacy Mark in July 2008, and is promoting the establishmentof a management system in compliance with the Japanese Industrial Standards, “Personal Information Protection
Management System Requirements” (JISQ15001). We are also actively making progress toward acquiring thePrivacy Mark and ISO / IEC27001 at all business units and Group companies handling personal information in thecourse of business activities.
Acquisition status of Privacy Mark andISO / IEC 27001 (Japanese site opens)>

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Human Measures
Strengthening information security through human resources development
DNP provides ongoing education and training to all employees, particularly personnel responsible for strengthening
information security. We prepare teaching materials in 10 languages, including Japanese, to make sure our education
covers all employees. Training courses are provided via groups to personnel in charge of strengthening information
security, and the Group company CP Design Consulting, Ltd., which provides consulting related to personal
information protection, offers practical courses based on DNPʼs products and services.
In addition, with a view toward the development of"Plus-Security"workforce who are able to implement thenecessary and sufﬁcient security measures while also engaging in their regular assignments, DNP provides
cybersecurity educational programs to approximately 30,000 employees of the DNP Group in Japan andoverseas who have email addresses.

Physical and Technical Measures
Measures in divisions handling personal information
Various measures are in place at the Data Processing Ofﬁces handling personal information and other importantdata, including controls for entering/leaving a building (room) using biometrics to ensure that unauthorized
persons cannot access the facilities, surveillance cameras that keep improper behavior in check and pocket-free
uniforms for on-site workers so that data cannot be taken off-site. We also separate the locations where
information is written to media, employ checks using metal detectors, implement and verify access logs, andreduce the number of employees engaged in the work of writing to recording media. These and other measures
serve to further strengthen control.

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Recognition from Society

GRI content index

Measures at operational bases using smart card employee IDs
DNP is promoting a variety of information security measures using smart card employee IDs. We are increasing thenumber of operational bases with a security gate system in which employees need the smart card to enter andleave the building or factory. We are also adding a function enabling the integrated management of a multi-purpose
machine usage logs by the manager on a server by requiring authentication via smart card when printing.
Initiatives for the safe delivery of information
DNP has introduced a tool to prevent the wrong transmission of email with such functions as destination identity
veriﬁcation, the temporary holding of outgoing mail. The aim is to prevent information leaks through wrong
transmission when employees send email outside the Group.
In addition, we are operating a system that securely transfers the personal data of clients via a network.

Security controls for website vulnerability
DNP conducts vulnerability tests twice a year for all internet servers handling personal information that are run by
the Group to ensure more secure and robust website creation and management.
DNP has also introduced a rating service that utilizes various types of data to objectively evaluate, analyze andvisualize risks related to cyber security and continuously monitors these risks.

Promoting Information Security Measures in the Industry
To enhance personal information protection throughout the printing industry, DNP dispatches employees withsophisticated technical knowledge to personal information protection working groups run by the information
security committee of the Japan Federation of Printing Industries. The employees participate in making guidelines
for personal information protection, Q&A and formulating and preparing educational materials. (Two DNP
employees have been stationed there since 2004.)

DNPʼs Main Initiatives
Response to Cyber Attacks
Response through DNP CSIRT (Computer Security Incident Response Team)As a supervising organization responsible for overall cybersecurity, DNP Group CSIRT will implement thefollowing activities for the entire Group in Japan and overseas in addition to performing its basic functions ofstrengthening security.
・Visualize ICT infrastructure and implement countermeasure instructions based on security vulnerability
information and conﬁrm the status of application.
・Design of and proﬁciency in countermeasures in the event of any unforeseen circumstances (incidents)
・Instructions and support for various organizations in the event of any unforeseen circumstances (incidents)
・Education, practical exercises and awareness of cybersecurity
・Collaboration with external organizations such as the National center of Incident readiness and Strategy for
Cybersecurity (NISC) and Nippon CSIRT Association
・Enrollment in and application of cyber risk insurance86Sustainability

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CSR "Three Corporate
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Environment

Social(Information Security)

Governance

Recognition from Society

GRI content index

Introduction of Zero Trust Network
Recent years have witnessed rapid changes in corporate activities and peopleʼs lives spurred by such factors as thepromotion of DX, the use of external clouds, and the adoption of remote work that has accelerated due to the
COVID-19 pandemic. In response to these changes and with a view toward increasing security for the use of digital
networks, DNP has adopted a Zero Trust Network, the concept of not trusting anything, strengthened internet
access security and bolstered endpoint security for each type of terminal, such as personal computers and servers.
We will get a full picture of the zero-trust concept and continue to strengthen access control and vulnerability
management, while also increasing the sophistication of our zero-trust procedures by, for example, establishing a
24-hour/365-day monitoring system. Through these efforts, we will work to enhance security measures on a
global basis.
Training in measures against targeted attack emails
Advanced Persistent Threat (APT) mail are a criminal technique in use for more than 10 years. Recently, however,the content of these emails has become more elaborate and this type of email has emerged as a major threat
both in Japan and abroad. DNP has been responding to the threat by implementing four drills every year that
employees who have corporate email accounts, including the employees of overseas group companies, participate
in. The drills not only enable employees to understand the characteristics of targeted attack emails and takeappropriate steps when attack emails are received, but they also prevent targeted attacks and minimize any
damage such as information leaks.

Practical training for essential personnel involved with cyber attack countermeasures
Cyber Knowledge Academy, a Group company, has introduced the training system TAME Range from Israel Aerospace
Industries (IAI), of Israel, which is an advanced country in cybersecurity, and holds lectures and exercises thatincorporate a variety of actual cases ranging from typical attack methods to the most-recent incidents.

87Sustainability

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Governance

Recognition from Society

GRI content index

To date, we have trained cybersecurity specialists by holding lectures, drills and various types of training for
more than 7,200 security personnel from government agencies and approximately 280 organizations, including
those in the information and communications, aviation and electric power sectors, not to mention eligible
employees of the DNP Group (as of May 2023)

Global deployment of information security management
DNP is striving to strengthen governance by transitioning from systems that were previously utilized individually
by each overseas base to a shared system that maximizes use of the cloud. This transition will ensure
conformance with security standards across the entire DNP Group at domestic and overseas bases, whichhave different environments and cultures.
Additionally, to promote information security management at overseas group companies, we are independently
creating our own educational tools in 10 languages, including Japanese, as we promote initiatives globally to improve
the information security literacy of our employees.

FY2022 Relevant news (delivered Apr 2022 - Mar 2023)
Dec 8, 2022

For Japanese Market

Sustainability

DNP Awarded the Special Prize at the Cyber Index Awards 2022 | DNP GroupSep 20, 2022

For Global Market

Sustainability

General Activity

DNP Implements Cyber Security Program for All Group Employees | DNP Group

>

>

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GRI content index

Recognition from Society
DNP has been recognized by external rating agencies as a corporate group that is proactively working tocontribute to the development of a sustainable society.

Inclusion in ESG Indices (as of July 2023)
DNP strives to consider corporate social responsibility in all business activities. As a result, we have been
included in domestic and international ESG* indices as an investment option.
* ESG stands for Environment, Social and Governance.

FTSE4Good Global Index
FTSE Russell, a wholly owned subsidiary of London Stock Exchange Group,
evaluates companies from around the world and selects the shares of
those that excel in terms of environmental, social, and governance (ESG)
performance for inclusion in this index.
DNP has been selected for 23 consecutive years, since 2000.

FTSE Blossom Japan Index
A comprehensive index that considers every aspect of ESG, this index was
designed to measure the performance of Japanese companies that are
doing an excellent job of responding to ESG-related concerns.

FTSE Blossom Japan Sector Relative Index
Based on FTSE Russell's ESG Ratings, the index only incorporates
companies with high ratings for their climate governance and climatechange efforts, especially when including those with high greenhousegas emissions.

MSCI ESG Leaders indexes
US-based MSCI (Morgan Stanley Capital International) Inc. offers indicesthat are constructed by selecting companies with excellent ESG proﬁles
THE INCLUSION OF Dai Nippon Printing IN ANYMSCI INDE X, AND THE USE OF MSCI LOGOS,T R A D E M A R KS , S E R V I C E M A R KS O R I N D E X
NAMES HEREIN, DO NOT CONSTITUTE AS P O N S O R S H I P, E N D O R S E M E N T O R
PROMOTION OF Dai Nippon Printing BY MSCIO R A N Y O F I T S A F F I L I AT E S . T H E M S C I
INDEXES ARE THE EXCLUSIVE PROPERT Y OF
MSCI. MSCI AND THE MSCI INDE X N AMES
AND LOGOS ARE TR ADEMARKS OR SERVICEMARKS OF MSCI OR ITS AFFILIATES.

from among the top corporations in terms of market capitalization.

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Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

MSCI JapanESG Select · Leaders Index
THE INCLUSION OF Dai Nippon Printing IN ANYMSCI INDE X, AND THE USE OF MSCI LOGOS,T R A D E M A R KS , S E R V I C E M A R KS O R I N D E X
NAMES HEREIN, DO NOT CONSTITUTE AS P O N S O R S H I P, E N D O R S E M E N T O R
PROMOTION OF Dai Nippon Printing BY MSCIO R A N Y O F I T S A F F I L I AT E S . T H E M S C I
INDEXES ARE THE EXCLUSIVE PROPERT Y OF
MSCI. MSCI AND THE MSCI INDE X N AMES
AND LOGOS ARE TR ADEMARKS OR SERVICEMARKS OF MSCI OR ITS AFFILIATES.

This index consists of companies selected for outstanding ESG
performance from among the constituents of the MSCI Japan IMITop 700 Index.

MSCI Japan
Empowering Women Index
THE INCLUSION OF Dai Nippon Printing IN ANYMSCI INDE X, AND THE USE OF MSCI LOGOS,T R A D E M A R KS , S E R V I C E M A R KS O R I N D E X
NAMES HEREIN, DO NOT CONSTITUTE AS P O N S O R S H I P, E N D O R S E M E N T O R
PROMOTION OF Dai Nippon Printing BY MSCIO R A N Y O F I T S A F F I L I AT E S . T H E M S C I
INDEXES ARE THE EXCLUSIVE PROPERT Y OF
MSCI. MSCI AND THE MSCI INDE X N AMES
AND LOGOS ARE TR ADEMARKS OR SERVICEMARKS OF MSCI OR ITS AFFILIATES.

MSCI constructed this index by calculating various types of gender
diversity scores based on female employment data disclosed in line with
the Act on Promotion of Women's Participation and Advancement in the
Workplace. The scores are calculated for MSCI Japan IMI Top 700 Index
constituents, and the companies with the best scores in each industry
group are selected for inclusion in the index.

Euronext Vigeo Eiris World 120 Index
This is an index by Euronext (Netherlands), which operates multiple
security exchanges in Europe, and Vigeo Eiris (France, UK), an ESG
research company. The index is composed of the top 120 companies
excelling from the perspective of ESG in Europe, North America and theAsia-Paciﬁc regions.

Morningstar Japan ex-REIT Gender Diversity
Tilt Index

A stock index built to focus on companies whose gender diversity policies

are embedded in their corporate culture and are committed to equal
opportunities for their employees regardless of gender.

S&P/JPX Carbon Efﬁcient Index
The S&P/JPX Carbon Efﬁcient Index has been developed by S&P Dow
Jones Indices LLC and Tokyo Stock Exchange. The weighting of acompany in the Index as an investment option is determined based on
the companyʼs status of environmental information disclosure and its
level of carbon efﬁciency (carbon footprint per unit of revenue).

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CSR "Three Corporate
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SocialGovernance

Recognition from Society

GRI content index

Evaluation of Sustainability (as of May 2023)
Some of the evaluation for DNPʼs sustainability improvement initiatives by external organizations and bodies
are shown below.

CDP
The CDP, an international non-proﬁt organization headquartered in
London, UK that takes on environment-related issues including climatechange, surveys and evaluates corporate efforts to implement measuresfor climate change and greenhouse gas (GHG) emissions reduction in
overall supply chains.
In March 2023, DNP has been selected for the Supplier Engagement
Leaderboard, the highest category of the CDP Supplier Engagement
Rating program, for the fourth consecutive year. Also in December 2022,
DNP has been selected as an A List company, the highest rating, in the
CDP Climate Change Survey.

EcoVadis
DNP was awarded a Silver rating in 2023 following last year by EcoVadis(headquartered in France), which assesses companies on theirsustainability in four areas: Environment, Labor & Human Rights, Ethics
and Sustainable Procurement.

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Recognition from Society

GRI content index

GRI content index[Statement of use] DNP Group has reported the information cited in this GRI content index for the period from April
1, 2021 to March 31, 2022 with reference to the GRI Standards.
[GRI 1 used] GRI 1: Foundation 2021

GRI 2: General Disclosures
2021

GRI 3: Material Topics
2021

GRI 200: Economic

GRI 300: Environment

GRI 400: Social

GRI 2: General Disclosures 2021−

GRI 2: General Disclosures 2021

DISCLOSURE
2-1 Organizational details

LOCATION
About us
Business Areas
Overseas Sales Ofﬁces and Production Sites

2-2 Entities included in the organization's
sustainability reporting

About us
Business Areas
Overseas Sales Ofﬁces and Production Sites

2-3 Reporting period, frequency and contact point

Appropriate Disclosure of Information
DNP Integrated Reports 2023 P6, 98-99
DNP Environmental Report 2023 P2
IR Schedule
Contact

2-4 Restatements of information
2-5 External assuranceー
DNP Environmental Report 2023 P39
Independent Assurance Report

2-6 Activities, value chain and other business relationships

Business Areas
Products and Services
Responsible Procurement
For Suppliers
DNP Integrated Reports P62-63

2-7 Employees

Key Data Related to Human Capital
DNP Integrated Reports P90

2-8 Workers who are not employees
2-9 Governance structure and composition

Key Data Related to Human Capital
Corporate Governance
DNP Integrated Reports 2023 P64-71
Sustainability Management

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CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index

2-10 Nomination and selection of the highest
governance body
2-11 Chair of the highest governance body

Corporate Governance
DNP Integrated Reports 2023 P64-71
Corporate Governance
DNP Integrated Reports 2023 P64-71

2-12 Role of the highest governance bodyin overseeing the management of impacts

Corporate Governance
Sustainability Management
DNP Integrated Reports 2023 P57
DNP Environmental Report 2023 P10-11
Fair Operating Practices(Structure to Promote Management)

2-13 Delegation of responsibility for managing impacts

Corporate Governance
Sustainability Management
DNP Integrated Reports 2023 P57
DNP Environmental Report 2023 P10-11
Fair Operating Practices(Structure to Promote Management)

2-14 Role of the highest governance body insustainability reporting

Corporate Governance
Sustainability Management
DNP Integrated Reports 2023 P12-13

2-15 Conﬂicts of interest

Corporate Governance
DNP Integrated Reports 2023 P64-71

2-16 Communication of critical concerns

Corporate Governance
Sustainability Management
DNP Integrated Reports 2023 P57
Fair Operating Practices(Structure to Promote Management)

2-17 Collective knowledge of the highest governance body

Corporate Governance
DNP Integrated Reports2023 P64-67

2-18 Evaluation of the performance of the highest
governance body

Corporate Governance
DNP Integrated Repor ts 2023 P69-71

2-19 Remuneration policies

DNP Integrated Reports2023 P74-76

2-20 Process to determine remuneration

DNP Integrated Reports2023 P74-76

2-21 Annual total compensation ratio
2-22 Statement on sustainable development strategy

ーPresident's Message
Message from the President
DNP Integrated Reports 2023 P8-11
DNP Environmental Report 2023 P4

2-23 Policy commitments

DNP Group Vision / Code of Conduct
DNP's Approach to CSR "Three Corporate Responsibilities"
Message from the President
DNP Group Human Rights Policy
CSR Procurement Guidelines
Policies, Criteria and Data

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GRI content index

2-24 Embedding policy commitments

Fair Operating Practices
Human Rights(Initiatives for Human Rights)
Responsible Procurement

2-25 Processes to remediate negative impacts

Corporate Governance
Sustainability Management
Fair Operating Practices
Human Rights(Initiatives for Human Rights)
Human Rights(Initiatives for Human Resources)
Environment
DNP Environmental Report 2023 P10-11
Responsible Procurement
Product Safety and Quality
Information Security

2-26 Mechanisms for seeking advice and raising concerns

Fair Operating Practices
Human Rights and Labor(Initiatives for Human Rights)

2-27 Compliance with laws and regulations

Fair Operating Practices(DNP's Main Initiatives)
DNP Environmental Report 2023 P14

2-28 Membership associations

Sustainability Management
DNP Integrated Reports 2023 P57-61
DNP Environmental Report 2023 P5-8
Recognition from Society
Information Security(DNP's Main Initiatives)Intellectual Property(Outline of activities)

2-29 Approach to stakeholder engagement

Appropriate Disclosure of Information

2-30 Collective bargaining agreements

Human Rights(Labor-Management Relations)94

Sustainability

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Sustainability Management

CSR "Three Corporate
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Environment

SocialGovernance

Recognition from Society

GRI content index

GRI 3: Material Topics 2021−

GRI 3: Material Topics 2021

DISCLOSURE
3-1 Process to determine material topics

LOCATIONDNP Integrated Reports 2023 P12-13
Identifying Materiality
Sustainability Management

3-2 List of material topics

DNP Integrated Reports 2023 P12-13
Identifying Materiality
Sustainability Management

3-3 Management of material topics

Sustainability Management
Corporate GovernanceFair Operating Practices
Human Rights(Initiatives for Human Rights)
Human Rights(Initiatives for Human Resources)
Key Data Related to Human Capital
Environment
DNP Environmental Report 2023 P9-16
Responsible Procurement
Product Safety and Quality
Information Security

GRI 200: Economic−

GRI 201: Economic Performance 2016

DISCLOSURE
201-1 Direct economic value generated and distributed

LOCATION
Corporate Citizenship(DNP's Main Initiatives)
Key Data Related to Human Capital

201-2 Financial implications and other risks and

DNP Integrated Reports 2023 P57

opportunities due to climate change

DNP Environmental Report 2023 P.7

201-3 Deﬁned beneﬁt plan obligations and otherー

retirement plans
201-4 Financial assistance received from governmentー95Sustainability

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CSR "Three Corporate
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Environment

SocialGovernance

Recognition from Society

GRI content index−

GRI 202: Market Presence 2016

DISCLOSURE

LOCATION

202-1 Ratios of standard entry level wage byーgender compared to local minimum wageー202-2 Proportion of senior management hiredfrom the local community−

GRI 203: Indirect Economic Impacts 2016

DISCLOSURE
203-1 Infrastructure investments and services supported

LOCATION
Corporate Citizenship(DNP's Main Initiatives)

203-2 Signiﬁcant indirect economic impactsー−

GRI 204: Procurement Practices 2016

DISCLOSURE

LOCATION

204-1 Proportion of spending on local suppliersー−

GRI 205: Anti-corruption 2016

DISCLOSURE

LOCATION

205-1 Operations assessed for risks related to corruption

Fair Operating Practices

205-2 Communication and training about anti-corruption

Fair Operating Practices

policies and procedures
205-3 Conﬁrmed incidents of corruption and actions taken

Fair Operating Practices−

GRI 206: Anti-competitive Behavior 2016

DISCLOSURE
206-1 Legal actions for anti-competitive behavior,

LOCATION
Fair Operating Practices

anti-trust, and monopoly practices

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CSR "Three Corporate
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Environment

SocialGovernance

Recognition from Society

GRI content index−

GRI 207: Tax 2019DISCLOSURE
207-1 Approach to tax

LOCATIONDNP Group Tax Policy
Fair Operating Practices

207-2 Tax governance, control, and risk management

DNP Group Tax Policy
Fair Operating Practices

207-3 Stakeholder engagement and management ofーconcerns related to tax
207-4 Country-by-country reporting

Fair Operating Practices(DNP's Main Initiatives)

GRI 300: Environment−

GRI 301: Materials 2016

DISCLOSURE
301-1 Materials used by weight or volume

LOCATIONDNP Environmental Report 2023 P18

301-2 Recycled input materials usedー301-3 Reclaimed products and their packaging materialsー−

GRI 302: Energy 2016

DISCLOSURE
302-1 Energy consumption within the organization

LOCATIONDNP Environmental Report 2023 P18
DNP Environmental Report 2023 P33

302-2 Energy consumption outside of the organization

DNP Environmental Report 2023 P24

302-3 Energy intensity

DNP Environmental Report 2023 P33

302-4 Reduction of energy consumption

DNP Environmental Report 2023 P33

302-5 Reductions in energy requirements of

DNP Environmental Report 2023 P20

products and services

DNP Environmental Report 2023 P22-24

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CSR "Three Corporate
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SocialGovernance

Recognition from Society

GRI content index−

GRI 303: Water and Efﬂuents 2018DISCLOSURE
303-1 Interactions with water as a shared resource

LOCATIONDNP Environmental Report 2023 P18-19
DNP Environmental Report 2023 P27

303-2 Management of water discharge-related impacts

DNP Environmental Report 2023 P9
DNP Environmental Report 2023 P14
DNP Environmental Report 2023 P17-19
DNP Environmental Report 2023 P27-28

303-3 Water withdrawal

DNP Environmental Report 2023 P18-19
DNP Environmental Report 2023 P27

303-4 Water discharge

DNP Environmental Report 2023 P18-19
DNP Environmental Report 2023 P27

303-5 Water consumption

DNP Environmental Report 2023 P18-19
DNP Environmental Report 2023 P27−

GRI 304: Biodiversity 2016

DISCLOSURE
304-1 Operational sites owned, leased, managed

LOCATIONDNP Environmental Report 2023 P31

in, or adjacent to, protected areas and areas of highbiodiversity value outside protected areas
304-2 Signiﬁcant impacts of activities, products and

DNP Environmental Report 2023 P31

services on biodiversity304-3 Habitats protected or restored
304-4 IUCN Red List species and national

DNP Environmental Report 2023 P31
ーconservation list species with habitats in areas
affected by operations−

GRI 305: Emissions 2016

DISCLOSURE
305-1 Direct (Scope 1) GHG emissions

LOCATIONDNP Environmental Report 2023 P6
DNP Environmental Report 2023 P17
DNP Environmental Report 2023 P22
DNP Environmental Report 2023 P24

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GRI content index

305-2 Energy indirect (Scope 2) GHG emissions

DNP Environmental Report 2023 P6
DNP Environmental Report 2023 P17
DNP Environmental Report 2023 P22
DNP Environmental Report 2023 P24

305-3 Other indirect (Scope 3) GHG emissions

DNP Environmental Report 2023 P6
DNP Environmental Report 2023 P24

305-4 GHG emissions intensity

DNP Environmental Report 2023 P19
DNP Environmental Report 2023 P33

305-5 Reduction of GHG emissions

DNP Environmental Report 2023 P6
DNP Environmental Report 2023 P17-19
DNP Environmental Report 2023 P22-24

305-6 Emissions of ozone-depleting substances (ODS)
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and othersigniﬁcant air emissions

DNP Environmental Report 2023 P29
DNP Environmental Report 2023 P18-19
DNP Environmental Report 2023 P29−

GRI 306: Waste 2020

DISCLOSURE
306-1 Waste generation and signiﬁcant waste-related
impacts

LOCATIONDNP Environmental Report 2023 P6
DNP Environmental Report 2023 P9
DNP Environmental Report 2023 P17-19
DNP Environmental Report 2023 P25-26

306-2 Management of signiﬁcant waste-related impacts

DNP Environmental Report 2023 P6
DNP Environmental Report 2023 P9-13
DNP Environmental Report 2023 P17-19
DNP Environmental Report 2023 P25-26

306-3 Waste generated

DNP Environmental Report 2023 P18-19
DNP Environmental Report 2023 P25-26

306-4 Waste diverted from disposal

DNP Environmental Report 2023 P18
DNP Environmental Report 2023 P25-26

306-5 Waste directed to disposal

DNP Environmental Report 2023 P18-19
DNP Environmental Report 2023 P25-26

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CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index−

GRI 308: Supplier Environmental Assessment 2016

DISCLOSURE
308-1 New suppliers that were screened using

LOCATION
Responsible Procurement

environmental criteria308-2 Negative environmental impacts in the supply

Responsible Procurement

chain and actions taken

GRI 400: Social−

GRI 401: Employment 2016

DISCLOSURE
401-1 New employee hires and employee turnover401-2 Beneﬁts provided to full-time employees that are

LOCATION
Key Data Related to Human Capitalー

not provided to temporary or part-time employees
Key Data Related to Human Capital

401-3 Parental leave

DNP Integrated Reports 2023 P62-63−

GRI 402: Labor/Management Relations 2016

DISCLOSURE

LOCATION

402-1 Minimum notice periods regarding operational changesー−

GRI 403: Occupational Health and Safety 2018DISCLOSURE

LOCATION

403-1 Occupational health and safety management system

Occupational Safety and Health403-2 Hazard identiﬁcation, risk assessment, and incident

Occupational Safety and Healthinvestigation
403-3 Occupational health services

Occupational Safety and Health
DNP Integrated Reports 2023 P46
DNP Integrated Reports 2023 P62-63
10 0

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Sustainability Management

CSR "Three Corporate
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Environment

SocialGovernance

Recognition from Society

GRI content index

403-4 Worker participation, consultation, andHuman Rights and Labor(Labor-Management Relations)communication on occupational health and safety

Occupational Safety and Health403-5 Worker training on occupational health and safety

Occupational Safety and Health403-6 Promotion of worker healthOccupational Safety and Health(Initiatives for Maintaining
and Improving Health)403-7 Prevention and mitigation of occupational healthOccupational Safety and Health(Initiatives for theand safety impacts directly linked by businessPrevention of Industrial Accidents)

relationships

Key Data Related to Human Capital
DNP Integrated Reports 2023 P62-63

403-8 Workers covered by an occupational healthand safety management system

Occupational Safety and Health
Key Data Related to Human Capital
DNP Integrated Reports 2023 P90

403-9 Work-related injuries

Occupational Safety and Health
Key Data Related to Human Capital

403-10 Work-related ill healthOccupational Safety and Health
Key Data Related to Human Capital−

GRI 404: Training and Education 2016

DISCLOSURE

LOCATION

404-1 Average hours of training per year per employee

Key Data Related to Human Capital

404-2 Programs for upgrading employee skills andHuman Resources Development and Training

transition assistance programs

DNP Integrated Reports 2023 P47

404-3 Percentage of employees receiving regularー

performance and career development reviews−

GRI 405: Diversity and Equal Opportunity 2016

DISCLOSURE
405-1 Diversity of governance bodies and employees

LOCATION
Leadership of DNP
DNP Integrated Reports 2023 P64-66
Key Data Related to Human Capital
Diversity & Inclusion

405-2 Ratio of basic salary and remuneration of women to men

ー101Sustainability

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SocialGovernance

Recognition from Society

GRI content index−

GRI 406: Non-discrimination 2016

DISCLOSURE

LOCATION

406-1 Incidents of discrimination and corrective actions takenー−

GRI 407: Freedom of Association and Collective Bargaining 2016

DISCLOSURE
407-1 Operations and suppliers in which the right to

LOCATION
Human Rights and Labor(Initiatives for Human Rights)

freedom of association and collective bargaining

Responsible Procurement

may be at risk

DNP Integrated Reports 2023 P62-63−

GRI 408: Child Labor 2016

DISCLOSURE
408-1 Operations and suppliers at signiﬁcant risk
for incidents of child labor

LOCATION
Human Rights and Labor(Initiatives for Human Rights)
Responsible Procurement
DNP Integrated Reports 2023 P62-63−

GRI 409: Forced or Compulsory Labor 2016

DISCLOSURE
409-1 Operations and suppliers at signiﬁcant risk
for incidents of forced or compulsory labor

LOCATION
Human Rights and Labor(Initiatives for Human Rights)
Responsible Procurement
DNP Integrated Reports 2023 P62-63−

GRI 410: Security Practices 2016

DISCLOSURE
410-1 Security personnel trained in human rights

LOCATIONーpolicies or procedures

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Environment

SocialGovernance

Recognition from Society

GRI content index−

GRI 411: Rights of Indigenous Peoples 2016

DISCLOSURE

LOCATION

411-1 Incidents of violations involving rights of indigenousー

peoples−

GRI 413: Local Communities 2016

DISCLOSURE
413-1 Operations with local community

LOCATION
Corporate Citizenshipengagement, impact assessments, andCorporate Citizenship(DNP's Main Initiatives)

development programs

DNP Integrated Reports 2023 P62-63

413-2 Operations with signiﬁcant actual andー

potential negative impacts on local communities−

GRI 414: Supplier Social Assessment 2016

DISCLOSURE
414-1 New suppliers that were screened using social criteria

LOCATION
Responsible Procurement(DNP's Main Initiatives)
DNP Integrated Reports 2023 P62-63

414-2 Negative social impacts in the supply chain andResponsible Procurement(DNP's Main Initiatives)
DNP Integrated Reports 2023 P62-63

actions taken−

GRI 415: Public Policy 2016

DISCLOSURE
415-1 Political contributions

LOCATION
Fair Operating Practices(DNP's Main Initiatives)

103

Sustainability

Message from the President

Identifying Materiality

Sustainability Management

CSR "Three Corporate
Responsibilities"

Environment

SocialGovernance

Recognition from Society

GRI content index−

GRI 416: Customer Health and Safety 2016

DISCLOSURE
416-1 Assessment of the health and safety impacts ofproduct and service categories
416-2 Incidents of non-compliance concerning the healthand safety impacts of products and services

LOCATION
Product Safety and Quality
DNP Integrated Reports 2023 P62-63
Product Safety and Quality
DNP Integrated Reports 2023 P62-63−

GRI 417: Marketing and Labeling 2016

DISCLOSURE
417-1 Requirements for product and service information

LOCATIONDNP Environmental Report 2023 P20

and labeling417-2 Incidents of non-compliance concerning productーand service information and labeling417-3 Incidents of non-compliance concerning marketingーcommunications−

GRI 418: Customer Privacy 2016

DISCLOSURE
418-1 Substantiated complaints concerning breaches

LOCATIONーof customer privacy and losses of customer data

10 4