DNP Group CSR Report 2008
April 2007 - March 2008

DNP GroupCSR Report 2008
April 2007-March 2008
CONTENTS

For more detailed information, please visit the DNP website.

Further information

Information marked with a * is posted on the DNP website (and has been omitted from this Report).

1

Editorial Policy

2

Top Message

4

2007 Financial Data/ DNP Corporate Profile/ Results of Each Segment

6First and Foremost, Acting with Integrity Creating New Values

8

Communication

10

FY2008 Goals

12

Corporate Governance

14

Compliance with Laws and Social Ethics

16

Management Supporting Value Creation

Further information

16

Information Security and Efforts to Guard Personal Information17

Social Responsibility in the Supply Chain

Further information

Further information

Research and development conducive to the realization of an emergently
evolving societyIntellectual property management efforts
Delivering products and services with the highest standard of quality in the world

18

Special Report: Solutions for Food24

For a Safe and Energetic Workplace

Further information

24

Roundtable Discussion: For an Inspiring Workplace28

For an Inspiring Workplace

Further information

34

Support for Employees Seeking Career Advancement

Further information

36

As a Good Corporate Citizen

42

For Environmental Conservation and a Sustainable Society

Further information

44

Global Warming Prevention Efforts

Further information

48

Building a Recycling Society

Further information

54

Our Environmental Management Foundation

Further information

63

Independent Review Report Comments by an Independent Institution

64

2007 CSR Awards and Evaluations

65

Third Party Opinion[About the Cover]

The artichoke is originally from the Mediterranean,
while the avocado, which comes from Mexico, recently is being used more and more in Japan. The
meeting between Europe and Central America has
become symbolic of borderless globalization becauseof the food diversification that resulted from it. Whilesocial problems such as the false labeling and safetyof food are getting serious attention, this is based on
concern about people and TAIWA (dialogue; see p.7),
so it may result in great gains in terms of "trust."
Ryohei Kojima: Born in 1939 in Iwate. Graduated in 1960
from Musashino Junior College of Art, with a degree inindustrial design. After working in San- Ai's publicity section,
he entered Light Publicity in 1963. In 1976, he established
the Ryohei Kojima Design Office. He has since been actively
engaged in the design field, advertising, as well as artistic,
public, environmental and packaging design, in particular. His
awards include the Tokyo Art Directors Club Prize, the Japan
Sign Design Award, the Mainichi Advertising Design AwardGrand Prix, and the New York Art Directors Club Merit Award.

Editorial Policy• The matters discussed in this Report are arranged• To ensure the reliability of the information in our "En-according to two categories, "Matters of Importancevironmental Performance" section, we submitted it toto Society" and "Matters of Importance to DNP." Thea third-party review conducted by the Shin Nihon En-

Report focuses on matters of strong importance bothvironmental and Quality Management Research Insti-

to society and to DNP.

tute Co., Ltd. Also, the report was granted the Envi-• Please refer to our website (http://www.dnp.co.jp/eng/ronmental Report Assurance and Registration Markcsr) for information about matters, management poli-according to the "Environmental Report Assurance

cies, numerical data, and other related information

and Registration Mark Standards" established by the

not contained in this report.

Association of Assurance Organizations for Sustainability Information.
• In compiling this report, we have referred to the Global<How to view related data>

Reporting Initiative's "Sustainability Reporting Guide-(1) The following mark is found in the upper right-hand portion oflines Version 3.0" and the Japanese Ministry of the

odd-numbered pages of this report. Entering the posted URL in

Environment's "Environmental Reporting Guidelines

your browser will take you to the relevant webpage.

(2007 edition)," and have sought to disclose the important environmental data necessary to environmen-

Further information

http://www.dnp.co.jp/csr/2008/37e.pdf

Please visit our Website for further information.
DNP Group Social Contribution Activity Policy.
DNP's own corporate support for the arts,
focusing on fine art.

tal report certification.
*GRI Guideline balance sheets are provided at the DNP website.

- Gallery, website

Enter this URL in your browser.

[Period covered by this report]
This report focuses on the period from April 1, 2007

(2) A link to a PDF edition of this report is found in the DNP website.
Clicking on the URL will open the PDF in your browser.

through March 31, 2008. In some instances, the reporting of information about important items not occurring
within that period may also be included.

Further information

http://www.dnp.co.jp/csr/2008/37e.pdf

Please visit our Website for further information.
DNP Group Social Contribution Activity Policy.
DNP's own corporate support for the arts,
focusing on fine art.
- Gallery, website

Enter this URL in your browser.

[Divisions Covered]This report covers the CSR efforts of all companies anddivisions in the DNP Group. The data in the environmental section is compiled from a total of 59 sites in 47of the companies included in the Group's consolidated
financial accounting, including all 45 of our domestic• With the goal of ensuring objectivity in the evaluation

manufacturing companies, one distribution company,of our activities, we have enlisted the comments of

one in-company food service company, and one equity-

Co-Chair Saburo Kato of the Japan Association of

method affiliate.

Environment and Society for the 21st Century concerning the content of this Report, as well his advice
concerning next year and beyond. In addition, we
have elicited third-party comments concerning individual matters.
• We have sought to provide a clearer picture of these
activities by including the words of those actually incharge of the various efforts.

Editorial Policy

DNP Seeks to Contribute to Society and
Maintain its Trust in Our Company
DNP's predecessor, "Shueisha," was founded in 1876
by men possessing a powerful drive "to bring the culture and technology of the Western powers to Japanand to contribute to our nation's modernization" bymeans of letterpress printing, which was the leadingedge printing technology at that time in Japan. Thisdrive is expressed in the Corporate motto establishedat the founding of Shueisha, which clearly states thatthe business of our company is "Running a Civilized
Business" While this may seem to have been an enormously ambitious goal for a just-founded venturecompany, I think it shows both the pride the founders
had in their work and the strong sense of challenge
they embraced in seeking to realize their goals.
As a part of our anniversary celebrations, we pubPresident

lished and distributed to our employees a pamphlet
entitled "The DNP Spirit," which summarizes the morethan 130 years of our company's history since its
founding. We then did a survey in which our employees
were asked, "How would you characterize DNP?", towhich the majority answered, "A spirit of challenge."
This reconfirms that our employees are imbued withboth "the drive of the DNP founders" and "the passion
to realize those goals." They possess as well a new
drive for realizing the "contribution to the emergently
evolving society of the 21st century,"which is expressedin our management concept and represents the continuation of our founding goals. It is, in fact, these efforts
themselves that comprise DNP's CSR.
While the "SR" in CSR is originally intended to mean
"Social Responsibilities," at DNP we believe that at thesame time it points to the importance of another "SR"the "Stakeholder Relationship" (i.e., the creation ofgood relations with our stakeholders). We build relationships with a wide variety of stakeholders throughour business activities, and at DNP we emphasize TAIWA (Japanese for "dialogue; see p.7") in our relations
with each of our stakeholders. TAIWA is indispensable
to gaining sensitivity with regard to others- sensitivity
about their aspirations, what they want for themselves,the changes in social values they might seek, etc. We
then base our considerations about our own obligations



DNP GROUP CSR REPORT 2008

Top Message

based on the understanding we gain through TAIWA,

Group employees. The DNP Group Code of Conducthelping us to engage in conduct that is fruitful and insets forth the standards of behavior to which all of us atline with the needs of society, and in so doing we gain

DNP must adhere at all times so as to ensure fairness

the trust and confidence of society.

and integrity in each of our business processes, andThe analysis and examination of individual phenom-

may be viewed as the foundation for the strong internal

ena from a number of different angles through thecontrols demanded in these times. Our Group Code of

deepening of TAIWA with a variety of clients and con-

Conduct is also fully compatible with the principles es-

sumers are of particular importance in business,

tablished by the Global Compact. We continue to strive

because it makes possible the provision of solutions

to ensure that all of our Group employees are thor-

that effectively make use of our technology, experience,

oughly versed in these Standards, and that they always

knowledge, and know-how. We believe that DNP canconduct their activities with integrity and thereby gain

play an even stronger role in the lives of our stakehold-society’s trust in DNP.

ers by challenging the issues faced by our clients,
consumers in general, and society as a whole.

"Realization of a ‘Universal Society’" is a newly-added
category in the DNP Group Code of Conduct. While up
to now DNP has been engaged Universal Design on a

DNP is making steady progress in dealing with environ-product basis, we now believe it necessary to engage inmental issues, such as the reduction of VOCs,

the serious promotion of the values that will contribute toachieving zero-emissions, and improving the environ-

realizing a ‘Universal Society’. We seek to make prog-

mental friendliness of our products. We currently areress in promoting the Universal Design concept throughalso challenging the difficulties of achieving sustainable

the newly-established UD Promotion Committee, and to

growth while at the same time reducing our energy use

take up the challenge of an early achievement of a Uni-

and greenhouse gas emissions.

versal Society by broadening our UD efforts beyond our

DNP's efforts to stop global warming had up to now

previously specialized efforts in certain business opera-

focused on environmental management based on thetions, so that our efforts include all business operations

establishment of per-unit targets for contrasting addedand divisions.

value from production output with environmental impact. In the current fiscal year we embarked on efforts

We are also thoroughly engaged in creating a "newto take our global warming prevention measures to theway of working" for our employees. The Joint Labor-

next level by establishing reduction targets for our total

Management Declaration issued in 2006 states that wevolume greenhouse gas emissions. Some of the actual

shall aim for the perpetual growth of society and thesteps we are taking to reduce such emissions include

DNP Group, and that by doing so each of our employ-switching to LNG, which is a low CO2-emissions fuel,ees shall realize spiritually enriched lives. The

and purchasing Certified Green Power.

company, employees, and unions are united in the pur-

It is important to engage in both short-term and mid-suit of these aims, and we are engaged in theto long-term (10~20 year) themes in efforts to resolve

challenge of creating systems that provide a lively andthe issues of global warming and climate change. DNP

vibrant workplace, where individuals can find fulfillment

is working to establish the appropriate themes andand at the same time realize their potential.

make progress in each, one by one.
DNP plays a variety of roles in society, and faces many
Last year, DNP established the DNP Group Code ofchallenges in seeking to play each of its roles to the

Conduct, which constitutes a revised and expanded

fullest. We at DNP shall strive to maintain our "spirit ofversion of the DNP Group Corporate Pledge (estab-challenge" at all times, while ensuring honesty in ourlished in 1992), and distributed copies to each of ourconduct and remaining a company that is trusted by all.

Top Message

2007 Financial Data/ DNP Corporate Profile/ Results of Each Segment
We have increased sales and profits by promoting reform.
The DNP Group--engaged in a wide range of businesses. Within a harsh business climate, we havepromoted reforms in both our operational and cost structures based on our vision of P&I Solutions,achieving record sales in the process.

The business of the DNP Group consists of its Printing

In addition to developing our business and offering

Operations and Beverages Operations.

products and services corresponding to customer

Printing encompasses a wide range of operations.

needs, in FY2007 we initiated Group-wide efforts to re-

These include the Information Communication segment,

duce costs through our "Manufacturing 21"activities,

made up of operations such as publishing/commercial

working hard to maintain our business results.

printing, Smart cards, and network businesses; the Life-As a result, consolidated sales for the term werestyle and Industrial Supplies segment, which includes¥1.6160 trillion, with consolidated revenues of ¥87.1

packaging, decorative interiors, information media sup-billion, consolidated profits of ¥86.5 billion, and consoli-

plies and industrial supplies; and the Electronics

dated term net profits of ¥45.1 billion.

segment, which includes display components and electronics devices.

DNP Group's Consolidated Business Results(FY ending March 2008)

Beverages operations involve the production andmarketing of Coca-Cola and juices, mainly through the
Hokkaido Coca-Cola Bottling.
At the base of our printing operations lies the vision

Net sales

1,616.0 billion yen(up 3.7% over the previous term)

Net operating Income

87.1 billion yen(down 9.4% over the previous term)

Ordinary Income

86.5 billion yen (down 14.6% over the previous term)

Net Income

45.1 billion yen (down 17.6% over the previous term)of P&I Solutions. DNP is working to provide customers
with solutions combining the printing technologies it has
cultivated since its founding with the information technologies that have advanced so rapidly in recent years.

Net sales
1,600
1,354.1(billions of yen)
1,424.9

1,507.5

1,557.8

1,616.0

Operating Income

Ordinary Income(billions of yen)

150
120.5

120

1,200

(billions of yen)

150
120.6

102.4

120.4

120
96.1

90

124.7
101.3

97.2

87.1

86.5

90

800

400

0

'03

'04

'05

Net Income

'06

60

30

30

0

'07

(billions of yen)

80

60

60

'03

'04

'05

Total assets/ROA*

59.9

65.1

1,600

(billions of yen)
10

1,662.3 1,700.2 1,601.1
1,513.7 1,600.1

54.8

52.9

45.1

20

'03

'04

'05

'06

'07

1,200 （6.6）（7.7） （7.6）

DNP GROUP CSR REPORT 20088（5.2） 4

400

2

'03

'04

'05

'06

'04

'05

'07

0

'06

'07

(billions of yen)

1,200
978.7

1,007.9

1,063.3

1,099.4

8
1,040.1

900

6
（5.5）

（6.0） （6.3）
（5.1）

600

800

0

'03

Total Stockholder's Equity/ROE*

6
（6.0）

*ROA is calculated using recurring profits.



0

'07

2,000

40

0

'06

（4.4）

300

0

4

2

'03

'04

'05

'06

'07

*ROE is calculated using current net profits.

0Company Name

Dai Nippon Printing Co., Ltd.

Head Office

1-1, Ichigaya-Kagacho 1-chome
Shinjuku-ku, Tokyo 162-8001, Japan

Segment Breakdown of Sales for
the March 2008 Fiscal Year
Employees

Beverages4.5%

38,657 (Consolidated)
Sales Offices

Information
Communication

52 locations in Japan

Tel: +81-3-3266-2111

21 locations overseas

URL http://www.dnp.co.jp/
E-mail: info@mail.dnp.co.jp

Electronics

9,396 (Non-consolidated)(including local affiliates)
Main Plants

19.9%

59 domestic plants

Established

October 1876

7 overseas plants

Capital114.464 billion yen(including affiliates)

41.7%
Lifestyle andIndustrial
Supplies
33.9%

R&D Facilities 12 locations in Japan

Personal mail[Information Communication]

Net sales (billions of yen)

800

Books and periodicals: Magazines, books, etc.
Commercial printing: Catalogs, pamphlets,

629.8

Mobile FeliCa

Business forms: Passbooks, various types of cards,

43.6

IPS (Contract service for personal printing andsending through data entry), etc.
Other: Multimedia planning and production, data-

640.6

679.8
60

50.9
40.0
43.0

400

40

200

20

0

Mobile content

Self-Service Photo
Booth "Ki-Re-i"[Lifestyle and Industrial Supplies]

51.0

49.3

668.8

Smart cards

base business, network business, etc.

'03

'04

'05

Net sales (billions of yen)

'06

'07

for food, beverage, confectionery, daily

80

600

necessities, medical and other products
Packaging
Color printer paper

426.0
400

ishing material for homes, furniture, etc.;
decorative sheet metal; etc.

0Operating Income (billions of yen)800

Packaging: Container packaging materials

Printing

80
662.4

600

posters, leaflets, etc.

Lifestyle Materials: Exterior and interior fin-

Operating Income (billions of yen)2007 Financial Data/ DNP Corporate Profile/ Results of Each Segment

DNP Corporate Profile (as of March 31, 2008)

324.
32.4

449.9

479.9

37.5

36.0

532.7

36.2

555.7

31.8

200

60

40

20

Industrial supplies: Optical film for displays,
printer ink ribbons, bar code ink ribbons,color printer paper, etc.

0Interior materials

Printer ink ribbons

'04

'05

Net sales (billions of yen)

[Electronics]
plays, back panels for plasma displays,etc.
Electronic devices: Semiconductor photo-

'06

'07

LCD Color filters

80
296.7

300

269.6

322.3
291.9

60

236.4

Printing substrate
200

masks, lead frames (semiconductor chipconnection terminals), etc.

39.6
33.0

40
37.8
19.8

100

0

Back panels for plasma
displays0

Operating Income (billions of yen)400

Display Products: Color filters for LCD dis-

Photomasks

14.8

'03

'04

Net sales (billions of yen)

[Beverages]

80
69.7

Production and marketing of beverages

Beverages'03

through Hokkaido Coca-Cola Bottling.

72.9

'05

'06

'07

20

0

Operating Income (billions of yen)

76.4

74.1

73.4

60

4

3

40

2

1.6
1.3
-1

20

0

Hokkaido Coca-Cola Bottling

Beverage products

1

0.6
6
0.2
2

-0.3
'03

0
'04

'05

'06

'07

2007 Financial Data/ DNP Corporate Profile/ Results of Each Segment

First and Foremost, Acting with Integrity
Creating New Values
Creating New Values Premised on Sincere
Conduct

Our Business Vision Is P&I Solutions

We believe that the 21st Century society is an emer-

Unforeseen phenomena are engendered within the

gently evolving society in which there is a diversity ofemergently evolving society. Many problems and is-values held by individuals, and as these values con-sues and challenges face our clients and consumers asverge they in turn create new values. We believe thatthey respond to these phenomena. DNP seeks to un-such an emergently evolving society will surely develop

cover any latent issues by fostering deeper TAIWA

into a society that will be more comfortable for human-(dialogue) in depth with our customers and other mem-kind. We are aware that the most important value of thebers of society, and thereby offering solutions thatDNP Group lies in our social mission, which consists ofmake use of the knowledge, experience, skill andour contribution to the development of the emergently

know-how that we have cultivated through our busi-

evolving society. This forms the basis of our Manage-

ness, especially our printing technologies (PT) andment Concept, which we define as “The DNP Group

information technologies (IT).

will contribute to the emergently evolving society of the
21st Century.”

This is our “P&I Solutions” business vision, and it isindicative of the direction we are taking for our contribution to the creation of an emergently evolving society.

The DNP Group will contributeto the emergently evolving
society of the 21st Century.

Management concept

We will identify and solve the problems
and issues that consumers andcorporate clients face within theemergently evolving society by fusing
our Printing Technologies (PT) andInformation Technology (IT)Business Vision<P&I Solutions>(1) Engage in TAIWA with all persons concerned(2) Work with an independent and collaborativemind-set in order to solve problems(3) Challenge courageously, even in the face ofdifficult issues(4) Act with integrity, fairness, and impartiality,
at all times(5) Be responsible for your own decisions andconduct

Guiding Principles<Five Principles>
Concept Phrase<P&I Solutions DNP>
DNP Group Code of Conduct
The Code of Conduct that underlies all activities undertaken for realizing our Management Concept.
This Code of Conduct is to be observed by all DNP Group employees.



1. Contribute to the development of society

6. Realization of a ‘universal society’

2. Social contribution as a good corporate citizen

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

3. Compliance with all laws and societal ethics

8. Ensuring information security

4. Respect for human dignity and diversity

9. Proper disclosure of information

5. Environmental conservation and the realization of a recycling-oriented society

10. Realization of a safe and vibrant workplace

DNP GROUP CSR REPORT 2008

Further information

http://www.dnp.co.jp/csr/2008/7e.pdf

Deepening the TAIWA

Integrity Always

The Guiding Principles establishes the standards of be-

DNP has established the DNP Group Code of Conducthavior for each of our employees as they engage inwith the goal of continuing to engage in our business,realizing our Business Vision. The core concept of ourwhich is predicated upon “contribute to the emergently

Guiding Principles is TAIWA (Japanese for "dialogue").

evolving society,” on a foundation of strong ethical prin-

As we see it, rather than simply meaning to have aciples in accordance with our own rules as well as theconversation, TAIWA means finding out about the is-law of the land. The Code of Conduct is built aroundsues and dreams of others, and giving careful

themes we consider to be of mutual importance to bothconsideration to finding ways to help resolve those is-the DNP Groupsues and realize those dreams.

and to society as

Creating new values premised on sincere conduct

Please visit our Website for further information.
DNP Group Code of Conduct

a whole.

The matters discussed in this year's Report are arranged ac-<Report Categories>

cording to two themes, "Matters of Importance to Society" andWe have determined that the follow-"Matters of Importance to DNP." The Report focuses on mat-ing categories contain matters ofters of strong importance both to society and to DNP.

mutual importance to both society

Please refer to our website (http://www.dnp.co.jp/eng/csr)

and to the DNP Group:

for information about matters, management policies, numerical
data, and other related information not covered by this Report.

Matters of Importance to Society

Themes of This Year's Report

10 question categories in the CSR Survey executed by media organizations and others * and SRI (Socially Responsible
Investment)* Sustainable Asset Management, Ethical Investment
Research Services, Carbon Disclosure Project, Center
for Public Resources Development, The Japan ResearchInstitute, Limited, The Good Bankers Co., Ltd., Integrex
Inc., Mitsubishi UFJ Research and Consulting Co., Ltd.,
Nikkei Inc.

The 10 Principles of the UN Global Compact
Social issues comprising the framework of ISO26000 (pending)Social issues listed in the GRI Guideline

Internet

Matters of Importance to DNP< Matters of Importance to Society >We examined the following in making our selection:

Pamphlet

DNP Management Concept/Vision for the 21st Century and the DNP Group
Code of conduct

p6-7

Communication with stakeholders

p8-9

Corporate governancep12-13Compliance with the law and social ethics

p14-15

Information security and personal information protection

p16-17

Promotion of social responsibility in the supply chain

p17

Business that contributes to the resolution of social issues

p18-23Creating a vibrant workplacep24-35(Human resource development, diversity, work/life balance, safety and hygiene)< Matters of Importance to DNP >These are items considered important based upon the DNPManagement Concept/Vision for the 21st Century and the
DNP Group Code of Conduct.

Social contribution as a corporate citizen

p36-41

Environmental conservation and realizing a sustainable society(Climate change and global warming prevention, resource recycling,pollution prevention)

p42-62Creating new values premised on sincere conductCommunication

Importance of TAIWA
with Stakeholders

Publication of "The DNP Spirit"and follow-up survey of employees

DNP places great emphasis on "TAIWA" with all

As a part of the DNP 130th Anniversary celebrations, we

stakeholders. In fact, TAIWA is at the core of our Guid-published a pamphlet entitled "The DNP Spirit,"which

ing Principles, which governs all of the activities weoutlines our history and corporate culture as it has devel-pursue with the goal of realizing our Business Vision.

oped so far, as well as the future direction of DNP. ThisEngaging in TAIWA with our many stakeholders pro-pamphlet was distributed to all DNP Group employees.

vides for an early identification of changes in consumer

Afterwards, upwards of 7,000 of our employees offeredvalues as well as new issues. We seek to realize atheir messages, expressions of their strong feelings, andsustainable society and environment by aggressively

even stern criticisms through a survey conducted in as-

challenging these issues.

sociation with the pamphlet.
In response to the question “How would you charac-

Corporate value improvement/
Information disclosure Shareholders

Customers Discover latent issues/(consumers) Offer solutions

TAIWA

TAIWA
TAIWA

Employees

Employees

DNP

TAIWA

Employees

Information sharing/
Customers
CSR cooperation and mutual (consumers)competitive strength Trading partners

comments such as “I would like to deepen my understanding of this DNP spirit and make it my own” and “I

Employees

want us to continue through to the next generation and

TAIWA

contribute to society.” This lends itself to a sense of unity

TAIWA

TAIWA

Taxation and employment/

Localcommunities Development of local communities/

Working toward a sustainable
society and environment

challenge,” “technological strength,” “expansion printing,”“meeting customer needs,” etc. Many responded with

TAIWA

Nurturing an emergently evolving
corporate culture through dialogueterize DNP?”, we received answers such as “a spirit of

Resolution of common issues

amongst all of our employees.

Q. What do you "Characteristic of DNP" and"the DNP Spirit" mean?

Example of Communications
with Stakeholders• Challenge (1,302)• Technology (1,143)• Expansion
printing (822)

We believe that building a relationship of trust withstakeholders by deepening our communication withthem and being fully accountable is of the utmost importance to effective TAIWA. Therefore, we offer
information matching the needs of our stakeholders
through a variety of media, and in addition aggressively
seek to create opportunities for exchanges of opinion
through conducting surveys and holding Q&A sessions
and forums.

Q. Give an example of an importantconcept that employees should have in common.
• An understanding that "bystanders are a problem"(Women in their 30's)• A sense of commonality in the DNP family(Men in their 30's)• That TAIWA is the most important factor in responding toenvironmental changes (Men in their 40's)



DNP GROUP CSR REPORT 2008

Further information

http://www.dnp.co.jp/csr/2008/9e.pdf

Disclosure of information

Communication

Please visit our Website for further information.
Examples of communications with different types of stakeholders
Disclosure Policy

4th Emergent Evolution Survey

to all shareholders and investors
DNP conducts information disclosure according to our

When DNP announced its vision for the 21st century inDisclosure Policy, so as to ensure timely and accurate

2001, we also began to monitor our employees anddisclosure of information to all shareholders and inves-customers. The survey was repeated in 2003 andtors based upon transparency, fairness, and continuity.

2005, so as to promote improvements that would en-

In addition to more than 200 individual meetings a year,

able it better to meet the needs of both groups. For ourwe also hold factory tours and strategic technology semi-

4th Emergent Evolution Survey, conducted in FY2007,

nars for our businesses and products with high interest

responses were elicited from 14,654 employees. We

among our shareholders and investors. We complimentalso conducted Q&A sessions with 18 of our client

this information by producing annual reports in bothcompanies in parallel with our em-

English and Japanese. We also established an Informa-ployee survey. The results aretion Disclosure Committee in May 2006, with the goal of

currently being tabulated and ana-

ensuring timely and accurate information disclosure. We

lyzed, and we plan to use theseek to meet the needs of our overseas investors by

results of the analysis to strength-

conducting information disclosure by means of confer-

en our management policies.

ence calls and teleconference meetings, as well as
through the Internet.
We create display panels and illustrations at our general shareholders meetings as a way of introducing ourcompany and our business to all shareholders, so as todeepen their understanding of DNP.

Recruiting Seminar: “Why CSR Now?”
We conducted an open seminar, entitled “CSR Seminarfor Job-Seeking Students,” for around 500 third-year
university students engaged in job hunting, with thegoal of reducing the kind of hiring mismatches that arebecoming a social problem (a total of 3 seminars in Tokyo and Osaka). In addition to providing a basic
explanation of CSR, the seminar also advised students
to look into a company’s CSR approach by thinking
about matters such as “What is the meaning of thework?”, “What is the role of the company?”, “Does thatrole contribute to the creation of a sustainable society?”, “Does the role of thatcompany make sense to me in terms ofCompany information display panels at our 113th Regular
General Shareholders Meeting

my own values?”, and “Will I be able togrow and realize my full potential at thatcompany?” when doing their institutional
research.

Communication

FY2008 Goals
Major categories
Contributing to the development of society

Reconfirmed course to be taken by all DNP Group employees so as to realize our Management Concept.
Monitoring of changes and signs in consumer society, and contribution to the development of society through the resolution of the issues of customers through application of P&I Solutions, which is DNP’s strength.

Social contribution as a good
corporate citizen

Began composition of an action plan for the support of social contribution activities by individual employees, through labor-management cooperation.
Continued with corporate art sponsorship, focusing on graphic arts. Graphic design exhibition at ggg/ddd/CCGA/LouvreDNP Museum Lab (23 times, 79,000 visitors); Exhibition touring 4 European countries (7 galleries, 147,500 visitors[2.2006~4,2008]); Website: “DNP Museum Information Japan-artscape” (1.3 million page views monthly), etc.

Compliance with the law andsocietal ethics

Companywide reconsideration of inventory and valuation risks, as well as priority risks, taking into account internal andexternal changes due to changes in laws and regulations, etc.
Newly established “DNP Group Code of Conduct” through the revision of the DNP Group Corporate Pledge and Employees
Code of Conduct, so as to ensure that conduct continues to based on own judgment at a level of ethics higher than that required by law.
Implemented continuous ethics training, both in programs conducted according to rank and self-directed programs, so as
to ensure firm adherence to and thorough understanding of corporate ethics (14,281 employees have received training).

Respect for human dignity anddiversity

Held Female Employee Active Support Meetings continuously, and expand participation eligibility to Group companies.
Produce a special project for male employees using the in-house reporting system for encouraging male employees to use
the childcare leave system.
Strengthened the various measures and policies for part-time, foreign, and physically-challenged employees. Constructionof system for part-timers and temporary staff to regular employee status; Promote employment of non-Japanese(FY2007~2008: Regular recruiting-2; irregular recruiting-1); Promote employment of the physically-challenged (Individualinterviews held 5 times).

Environmental conservation and therealization of a recycling-oriented society

Listed on pp 60~61

Realization of a ‘universal society’

Established the “DNP Group UD5 Principles” so as to contribute to the realization of a ‘Universal Society’ in which everyone can live comfortably.
Actively participated as a council member/corporate member of the “International Association for Universal Design.”
Won the 2007 Barrier-Free Performance Award/Special Cabinet Office Grand Prize issued by the Cabinet Office.

Ensuring the safety and quality ofour products and services

Established a BCP (Business Continuity Plan) for IPS Operations, the Information Systems Segment, and some of the Materials Supply segments, which will have a large effect on society in the event of crises such as large-scale natural disasters or fires. Developed
the BCPs already established for 5 Operations, including the Electronics Device Operations and Display Components Operations.
Established the “DNP Product Safety Regulations” for a rapid and appropriate response so as to prevent further damage inthe event of a product accident, for example by creating an Accident Response Division and publicizing information about
the problem.

Ensuring information security

Established common Group rules with the goal of responding to new threats and risks.
New acquisition by 1 operation of the Privacy Mark. Also, application as a company for Privacy Mark certification.
Implemented the following for improved employee awareness: (1)Personal information protection management systems
training (taken by approximately 41,000 employees in total); (2)Information security courses for technicians (350 participants in 5 times course was held); (3)Implement countrywide conferences and explanatory meetings for Information
Security Promotion Office Managers.
Continued to strengthen the security level at all bases, starting with computer offices handling personal information. Also,
concentrated functions and bases for “Campaign Bureau Representative Work” Data Entry Centers and Call Centers that require a high level of security.

Proper disclosure of information

Work for timely information disclosure on a basis of transparency, fairness, and continuity, as called for by the Disclosure
Policy; hold 232 IR Meetings annually.
Deliberation of the content, method of disclosure, and time frame of important disclosure information in the Information
Disclosure Committee; after approval, implement immediate disclosure.
Work for the rapid and active disclosure of important information that conforms to the Timely Disclosure Regulations, aswell any information that is important or useful to understanding the activities of DNP; also, participate in IR Seminars andconduct electronic product lectures.
Provision of IR information through the IR Corner on the company website.

Realization of a safe and vibrantworkplace

Promoting social responsibility
through the supply chain

10

FY2007 Results and topics

DNP GROUP CSR REPORT 2008

Beginning of application of new personnel system policies based on a “demonstration of desired role/desired results.”
Horizontal development of the new personnel system at 50 Group companies.
Implementation of the following for appropriate evaluation and working conditions: (1)Survey concerning a new personnel
system; (2)“Management by Objective Training” for managers; (3)“Goal-setting Training” for senior personnel (1,400 employees enrolled).
Implementation of efforts to create an atmosphere full of creativity and energy. (1)Overall maximization through participationby all employees; (2)Work optimization activities for the realization of desired work habits (“Work Optimization Management
Training” for executives, “Work Optimization Expert Seminar” for employees responsible for advancing work).
Promotion of Work Accident Prevention Measures and Risk Assessment. Worksites that by FY2007 had advanced to Levels II and III were 13.1% and 23.6%, respectively.
Began work on health guidelines that include specific exams and specific health insurance guidance. Examination of thesystem for improved promotion of health and health maintenance plans.
Monitoring of 1,900 suppliers based on responses to a survey on the DNP Group CSR Procurement Criteria compliance;
began a second survey.

FY2008 Goals

FY2008 Targets
Strengthen measures to improve employee awareness of the DNP Group 21st Century Vision, and improve the degree of its understanding by Group
employees both in Japan and other countries.

Strengthen measures for support of social contribution activities by individual employees, through labor-management cooperation.
Continue with corporate art sponsorship, focusing on graphic arts.

Engage the “DNP Group Code of Conduct” as a required topic for all corporate ethics training. Also, distribute the English version at overseas bases ofoperations, and foster awareness amongst all Group employees in Japan and in other countries.
Continue steadily with all current types of risk management and other training so as to ensure that corporate ethics efforts retain their meaning, as wellto increase their effectiveness.
Improve the internal controls required by the Financial Instruments and Exchange Law, and conduct strict checking, verification, and evaluation of theirapplication.

Promote horizontal development throughout the Group of Female Employee Active Support Meetings, and increase participation rates.
Continue to promote efforts toward acquisition of “Kurumin,” the next-generation certification mark, in the 2nd Action Plan, and establish measures forincreased realization of work/life balance.
Seek to increase the number of male employees taking childcare leave.
Increase the number of re-employees using Group Hello Work (Re-Work System, Senior Staff System).

Listed on pp 60~61
Focus on the following so as to speed up the companywide development of contributions to the realization of a society in which everyone can live comfortably and safely (Universal Society): (1)A UD Action Declaration in each business operation; (2)Improving data used in resolving the issues
confronted by consumers and clients; (3)Education and awareness activities; (4)Strengthen cooperation with NPOs and research institutes.

Promote the establishment of a BCP (Business Continuity Plan) within a total of 5 operations, including Packaging Operations, Lifestyle Materials Operations, and Central Operations; increase to 10 the number of business segments for which a BCP has been established.
Continue to reduce the rate of product claims.

Acquire Privacy Mark certification for Dai Nippon Printing as a company, and continue to promote the strengthening of information security control systems
for the Group overall.
Implement the PDCA cycle continuously to support and maintain a solid security system.
Continue with security training for all employees, and cultivate personnel for checking and inspection based on public specifications.
Continue to promote the introduction of our own company products, and strengthen the security level at each DNP Group operational base.

Aim for more substantial IR Meetings so as to enable quicker response to the requests of all of our shareholders and investors.
Maximize the use of IR tools, such as annual reports and shareholder notices, and seek to express market and technical trends in an easily understood

Promote efforts to improve better implementation of personnel systems (expand participation in “Target Setting and Evaluator Training,” distribute the“Work Efficiency Handbook” to all DNP Group employees, etc.)
Promote efforts to create an atmosphere full of creativity and energy. (Create a location for exchanges of opinion, efforts based on “Participation By All
Employees,” etc.)
Promote risk reduction efforts for improved safety that includes the goal of a reduction of the number of work accidents in 2012 by 15% in comparison
with 2007, based on the 11th Work Accident Prevention Plan.
Start implementation of a Health Improvement Plan.

Promote all measures concerning the DNP Group CSR Procurement Criteria. (1)2nd Regular Compliance Survey; (2)On-site inspection of main suppliers; (3)Convene “CSR Activity Promotion Explanatory Meetings” for suppliers who have just started CSR efforts; (4)Full application of identicalstandards for all Group suppliers both in Japan and in other countries.

FY2008 Goals

11

Corporate Governance

The Corporate Governance Systemefficiency. This Committee examines and deliberates
management policy, strategy, and other important management matters. The directors also meet at the

Our Basic Philosophy

Executive Committee Meetings held monthly to exchange information so that management decisions can

The DNP Group believes that the strengthening of cor-be made efficiently.

porate governance, including internal control systems,

Also, the corporate officers selected at the Board ofis a management issue of major importance in fulfilling

Directors meeting are in charge of executing the work

our social responsibility as a 21st century emergently

determined by at the Board of Directors meeting. Close

evolving company, as well as in gaining the trust of all

dialogue between the corporate officers and the direc-

of our stakeholders, including shareholders, customers,

tors allows for the opinions of those close to theconsumers, and our employees. We are working forworksites to be reflected in decision-making.

comprehensive corporate governance by creating andapplying the systems that allow appropriate and timely

Board of Statutory Auditors

business execution and the proper management decision-making upon which it is based, as well as enabling

DNP’s Board of Statutory Auditors is composed of five

their oversight and control. Comprehensive corporate

auditors, including three from outside the company.

governance also includes raising the compliance

Each auditor conducts audits of the business executed

awareness of individuals through thorough training andby the directors, according to the auditing standards

education.

and responsibilities determined by the auditors. The
auditors closely watch the execution of the company

Board of Directors Meetingbusiness; the independent auditor explains the auditing
plan to the auditors at the beginning of each term, while

DNP has established a system whereby its directors,

hearings concerning the auditing situation are conduct-

who each have a wealth of specialized knowledge anded as needed during the course of the term, and audit

experience spanning a broad array of business areas,

results are reported at the conclusion. The Audit unit

participate in management decisions, execute theirhas been established to provide assistance to the audi-

work duties, and in addition oversee the work of othertors, with a special support staff working under the

directors.

auditors direction.

Directors’ terms were shortened from 2 years to 1,
so as to make management responsibilities in the fiscal* The external directors and the independent auditors hold no stake inour company, including personal, asset, or trading relationships.

year more clear, and we have enhanced corporate governance and the management structure by appointing

Information Disclosure Committee and Insider Trading

the CEO as the president, with three vice-presidents.

Prevention Committee

The Board of Directors is composed of 28 directors,

12

including one outside director. It is normally convened

DNP established the Information Disclosure Committee

monthly, with directors overseeing the execution ofwith the goal of ensuring the reliability of our financial

each others’ work duties, so that proper supervisory

reports and information disclosure that is both timely

functions are maintained. In addition, a Management

and accurate. We have also enacted the Information

Committee made up of directors of the rank of Senior

Disclosure Rules clarifying those functions.

Managing Director and above was formed in Septem-

Also, in August 2007, the Insider Trading Prevention

ber 2007, so as to improve management speed andStandards were established so as to strengthen the

DNP GROUP CSR REPORT 2008

Diagram of the Corporate Governance and Internal Control Systems
General Meeting of Shareholders
Board of Directors

Audit

Corporate Governance

Audit

Management Committee

Representative Director

Business divisions

Group companies

Audit

Product Safety Committee
Complaint Handling Committee
Central Disaster Prevention Council
Legal and other main divisions(environmental safety division, labor division, technology
division, accounting division, management division, IP
division, legal affairs division)

Corporate Social Responsibility Committee(Autonomous implementation,
inspection, review, improvement)

Guidance

Environmental Committee

Guidance
Training

Audit

Audit

Information Security Committee

Audit
Guidance

Communications

Assistance

Audit unit

Corporate
officers

Insider Trading Prevention Committee

Auditors Office

Head office

Audit

Oversight of internal controls

Information Disclosure Committee

Operating units

Accounting Auditors

ReportingOpen Door Room

Board of Statutory Auditors

Corporate Ethics Committee

ReportingDirector in charge

Communications
Coordination

systems for stopping insider trading, and the Insider

Basic Policy Concerning Internal Control Systems

Trading Prevention Committee was also formed.
The DNP Board of Directors determines the basic policy
for "the creation of a system for ensuring proper business (internal control systems)" as stipulated by the
Corporate Law. The following is an outline of this policy.

Internal Control System Policy[A system for ensuring that the work executed by directors andemployees conforms to all laws, regulations, and articles ofincorporation.]

conducted by the Corporate Ethics Committee and other internal or-

1) The "DNP Group Basic Compliance Regulations" shall be estab-charged with prompt response to newly occurring risk shall be es-

lished, and the Corporate Ethics Committee designated as theorganization responsible for managing the DNP Group internal control system based upon these regulations.

ganizations, which shall work to prevent the occurrence of risks andrespond promptly when it does occur. Organizations and directors
tablished.
2) A structure shall be established under the overall management of the
Corporate Ethics Committee whereby the management of financial

2) The Product Safety Committee, Insider Trading Prevention Commit-

reporting risks (the preparation and operation of an internal control

tee, Information Security Committee, and other headquarters

system for ensuring the reliability of financial reports) is conducted byorganizations responsible up to now for legal, regulatory, and otherselecting for documentation the work processes and operations hav-

controls shall, under the overall management of the Corporate Ethics

ing a significant effect upon the consolidated financial statements,

Committee, conduct inspections, guidance, and training programs inwhile making necessary adjustments with the accounting auditors,

the areas under their control.

and which also enables the timely and accurate evaluation and disclo-

3) The heads of each organization within the DNP Group shall determine autonomously the necessary systems and procedures

sure of the efficacy of the said internal control system through the selfchecking of work and internal audit reports.

appropriate to the content of each organization, and shall execute,[Systems for ensuring proper business within corporate groups]

inspect, evaluate, and implement improvements for these systems

1) We shall strive for full compliance with the DNP Group Code of Con-and procedures.
4) The Auditing Department, which is independent of the business divisions, shall conduct the internal auditing, guidance, and educational
programs involved in the construction and operation of the systems

duct, which governs the conduct of all employees. In addition, allrelevant regulations shall be established and prepared based upon
the DNP Group Basic Compliance Regulations.
2) Each DNP Group company shall determine autonomously the neces-

necessary for ensuring the proper execution of DNP’s business.

sary systems and procedures appropriate to the content of each5) The “Open Door Room” shall function as the contact point for the re-organization, and shall execute, inspect, evaluate, and implement im-

porting of internal information within the DNP Group. The Open Door

provements for these systems and procedures, based upon 1) above.

Room shall be available to DNP Group employees for the reportingof legal infractions and other matters, and shall initiate the response[A system for reporting to the auditors, and a system for ensuringthat auditors can conduct audits effectively]

to these reports.

1) Directors and employees shall respond promptly when required by[Risk management regulations and other systems]

auditors to report on the execution of business.

1) The creation of regulations and the execution of training programs2) The Auditing Department and the Corporate Ethics Committee shalland other items pertaining to compliance, the environment, disas-

report to the auditors regularly concerning the audit content and theters, product safety, information security and other matters shall be

operation of the internal control system.

Corporate Governance13Compliance with Laws and Social Ethics

So as to Continue Being a Company
with Integrity

Efforts for the Propagation and ThoroughUnderstanding of Corporate Ethics

The DNP Group remains steadfast in its corporate eth-

(1) Corporate Ethics Committee

ics efforts so as to ensure further the trust of society

The Corporate Ethics Committee is composed of thethat we have continued to cultivate. This requires that

directors in charge of each division at headquarters,

we always seek improvement, rather than allowing ourand has been convened monthly since its establish-

efforts to fade.

ment in 1992. It works to promote propagation and a

Sincerity on the part of each and every one of ourthorough understanding of corporate ethics throughout

employees makes it possible to win the trust of society.

the DNP Group, follows up on those efforts and re-

We seek to impart a positive attitude toward corporate

sponds to new issues. In addition, Corporate Ethics

ethics on the part of our employees so as to encourageCommittees are also in place within each division, op-

self-initiative, because the sustained development oferation, and Group company, creating a structure forthe DNP Group begins with gaining the trust of society.

corporate ethics efforts in the entire Group.

Our basic approach toward corporate ethics at the

The Corporate Ethics Committee also handles the

DNP Group can easily be expressed in three key

overall management in the DNP Group of internal con-words: “Sustainability,” “Self-Initiative,” and ”Positive.”trols required of companies under the New Corporate

This approach is shared by everyone at DNP.

Code and the Financial Instruments and Exchange Law.
The Corporate Ethics Committee has taken particularactions in response to the “duty to ensure the reliabilityof financial reporting” stipulated in the Financial Instru-

Corporate ethics compliance efforts

ments and Exchange Law by launching a Project Teamin 2005 for the creation of an internal control system.

1991 Start of the first corporate ethics training

Preparations have been completed prior to the full-scale

1992 Establishment of the Corporate Ethics Committee

implementation beginning in April 2008.

Establishment of the DNP Group Corporate Pledge
1993 Establishment of the DNP Group Employees Code of Conduct
1994 Establishment of the Group Company Corporate Ethics
Committee at each Group company(2) Management by Objective System
Corporate ethics has been included as a factor in the1997 Introduction of self-inspection for the compliance system

Management by Objective System (See p.30), because

1998 Revision of the DNP Group Employees Code of Conduct

the active participation of each employee is vital to the1999 Inauguration of the Corporate Ethics Committee Secretariat
Conference

propagation and thorough understanding of corporate

2002 Revision of the DNP Group Corporate Pledge

ethics. During biannual interviews with superiors, each

Establishment of the Open Door Roomemployee discusses the meaning of fair and honest ac-

2003 Introduction of self-directed ethics training

tions, and confirms that he or she is conducting work in

2004 Priority execution plan adopted

that way.

2005 Introduction of the compliance evaluation system
Inauguration of the Internal Control Project Team2006 Establishment of the DNP Group Basic Compliance Regulations
Establishment of the Open Door Room Operating Standards
2007 "DNP Group Code of Conduct" established through a revisionof the DNP Group Corporate Pledge and the Employees Codeof Conduct(3) Self-inspection of Compliance with Laws and Rules
Beginning in 2004, the Priority Execution Plan system,by which each business division makes efforts according
to the priority of the issues considering that division’s
particular circumstances, has been implemented in addi-

14

DNP GROUP CSR REPORT 2008

Headquarters divisions

Business divisions(2) Management by Objective System(2) Management by Objective System

Examination
Guidance
Education(5) Corporate Ethics Training
Regular training according to rank
• Self-directed ethics training• Training according to individual categories•

Reporting••

Regular training according to rank
Self-directed ethics training

Compliance with Laws and Social Ethics(1) Corporate Ethics Committee(1) Corporate Ethics Committee(5) Corporate Ethics Training(4) Compliance Evaluation System(3) Self-inspection of compliancewith laws and rules
Plan

Do

ActionCheck(6) Open Door Roomtion to the Self-Inspections, by which each business

Recipients of corporate ethics training

division evaluates itself, that have been conducted once

15,000annually since 1997.
Self-Inspections and the Priority Execution Plan system were combined in 2007, after reconsideration of
inventory and valuation risks, as well as priority risks,
so as to respond to internal and external changes due

particular, and has resulted in an inspection systemthat produces clearer results.

14,281

In descending order:
Self-directed ethics training
12,35812,000
Division General Manager training
New management-level employee training
10,852
13,176
Entry-level education
9,000(new graduates/mid-career hires)

6,787
6,000

to changes in laws and regulations, etc. This has enabled a more effective response to priority risks in(Unit: Total attendance)

3,000
0

5,434

5,165
4,281

4,522

0
537
347

77
471
364
2003

5,815
57
477
438
2004

137
518
851
2005

25
510
570
2006

2007

(4) Compliance Evaluation System

Such programs include the following: Regular training ac-

In contrast with the Self-Inspections and the Priority

cording to rank, such as new employee training and new

Execution Plan, under the Compliance Evaluation Sys-

manager training; self-directed ethics training, in whichtem, which was inaugurated in 2005, the inspection

unit supervisors direct, through TAIWA, their subordinates

function is exercised by the Headquarters supervisors,

according to the specific issues of their own units; and in-

who perform an objective evaluation of the level of seri-

dividual category training aimed at deepening theous risk posed to the DNP Group in the operations ofknowledge of individual topics. Self-directed ethics train-each business unit.

ing, under the motto of “Guarding our own organization

The results of the evaluations are reported at theourselves,” has shown particularly steady results because

Executive Committee Meetings and announced to thethe training is personalized, with the supervisors of eachentire Group. Each unit is aware of their own evalua-organization determining the content of the training.

tion, and makes efforts to improve it. This contributes toa greater level of compliance within the Group overall.

(6) Open Door Room

Revisions for the sake of greater objectivity, such as

The “Open Door Room” was established in Octoberincreasing the number of evaluation categories and the2002 to handle companywide consultations and report-

weighting of evaluations based on numerical factors,

ing by employees with regard to questions or concerns

were also implemented in 2007.

they may have in regard to issues of corporate ethics.
The “DNP Group Open Door Room Operating Stan-(5) Corporate Ethics Training

dards” were established in 2006 in response to the

It is no exaggeration to say that our corporate ethics ef-

Whistleblower Protection Law. It performs an important

forts depend on each and every one of our employeesrole within the internal control system, and we havedeveloping a thorough compliance awareness. We cre-been working to improve employee awareness of it. As

ate opportunities for employees to gain that kind of

a result, there was an increase in the number of con-awareness through various training programs.

sultations made in FY2007, although there were none
which had an impact on our business.

Compliance with Laws and Social Ethics

15

Management Supporting Value Creation

Information Security and Efforts to Guard
Personal Information

document control, computer use, areas from which
non-DNP employees are restricted from entry, etc. We
rapidly send out notices and establish or revise ourrules accordingly in response to new threats and risks,
and we make sure that employees are thoroughly in-

Our company is entrusted with the storage of personal

formed about them.

information from a wide variety of companies and organizations, and we assist in the provision of many kinds(3) Establishment of a Management Systemof services and products offered to consumers. In addi-

DNP has been promoting the establishment of a man-tion, our company itself engages in the development of

agement system based on the Japanese Industrial

many kinds of services and products that use personalStandards, “Personal Information Protection Manage-

information effectively. Through such businesses wement System Requirements” (JISQ15001), which is ahave come to a thorough understanding of the impor-standard for thorough compliance with laws and thetance of personal information , and we believe that the

management of the protection of personal information

appropriate protection of information is as a matter ofat all offices which handle personal information. Also,

course our duty. Our company shall handle personal in-

we are actively making progress in acquiring the Priva-

formation properly in accordance with our Personalcy Mark* and ISO/IEC27001*. In addition, DNP has

Information Protection Policy.

applied as a company for Privacy Mark certification,

Personal Information Protection Policy http://www.dnp.co.jp/about/privacy.html

and plans to receive certification in FY2008.

Organizational Measures

Measures for Human Rresources(1) System Maintenance

We are engaged in awareness-raising efforts such as

Beginning with the establishment of the Office for the

pamphlet distribution, mass education, network learning

Protection of Personal Information in April 1999, weand other forms of training. In FY2007, we also imple-

have made changes in Japan and abroad, and con-mented the Personal Information Protection Management

ducted reviews for the purpose of further strengthening

System (PMS), the Information Security Course, andour information security measures. We established theheld nationwide conferences and explanatory meetings

Information Security Headquarters under the manage-

for Information Security Promotion Office Managers.

ment of the Headquarters DNP Group Information
Security Committee in April 2007. We have broadly in-

Physical Measurescreased the number of personnel, strengthening theauditing and guidance structure for the business opera-

Various measures are in place at the Data Processing

tions and Group companies.

Offices which handle personal information, so as toprevent information theft. These include entry/exit con-16(2) Maintaining Internal Procedures and Rules

trols using biometrics to ensure that unauthorized

Personal information protection efforts in 2007 included

persons cannot access the facilities, surveillance cam-the establishment of Group-wide rules concerning em-

eras that keep improper behavior in check, and pocket-

ployees, job applicants, and the handling of personal

free uniforms for on-site workers. We also haveinformation in data processing, notebook computers,

enhanced information controls by separating the loca-

and mobile phones. Also, 7 standards were establishedtions where information is written to media andconcerning information security, including those for

employing checks using metal detectors. We continued

DNP GROUP CSR REPORT 2008

* Privacy Mark* ISO/IEC27001

A certification system for contractors that haveestablished systems composed of appropriate personal
information security measures compliant with JISQ15001.

Information security control
standards

http://www.dnp.co.jp/csr/2008/17e.pdf
Please visit our Website for further information.
Efforts toward information security and personal information protection
Social responsibilities in the supply chain
Research and development conducive to the realization of an emergently
evolving societyIntellectual property management efforts
Delivering products and services with the highest standard of quality inthe world

to strengthen these measures and the enhance our facilities in fiscal 2007.

Social Responsibility in the Supply Chain

Also, the Data Entry Center and Call Center functions and bases that require a high level of security for

DNP is also working to enhance the compatibility withCampaign Bureau Representative Work have beensociety of the entire value chain. The existence of supe-concentrated. Regular DNP Group operational basesrior goods and services is pointless if the production or

also underwent various upgrades in FY2007.

procurement processes create social disharmony. We

Entry/exit controls using Smart cards for employee

are moving forward with a variety of management mea-

identification have been newly installed at 29 opera-sures with the goal of attaining high value creation

tional bases. Locking bags for the sole use of main

working in tandem with a strong compliance awareness.

Management Supporting Value Creation

Further information

operational bases have been introduced for the incompany transfer of confidential documents. We are

The Basic Procurement Policy and the DNP Group CSR

also proceeding with the fitting of PC screens with “An-Procurement Criteriati-Peeping Filters” to prevent information leaks.
In March 2006, DNP amended our Basic Procurement

Technology-related Measures

Policy, newly establishing our Group-wide DNP GroupCSR Procurement Criteria. We held explanatory meet-

Controls at Data Processing Offices where personal in-ings for suppliers and conducted CSR Procurement

formation is handled have been strengthened byCriteria surveys.

reducing the number of employees engaged in the

In FY2007, the efforts of 1,900 suppliers were moni-work of writing to recording media. Also, when the per-tored based on responses to the survey on DNP Groupsonal information of customers is transferred via

CSR Procurement Criteria compliance. The survey cat-

networks, the DNP-developed “Gendarme” systemegories were then revised to encourage more practicaluses the electronic certificates stored on both parties’

efforts, and we began the 2nd regular survey in March

Smart cards for verification, ensuring security. DNP

2008.

also developed and began selling its “Dreadnought”

We are proceeding with new efforts in FY2008, such

CD-R loaded with software that automatically encrypts

as getting feedback through Evaluation Sheets for alldata received on recording media. This is used for the

suppliers based upon the results of the 2nd survey, ex-encryption of important information by the customer.

ecuting on-site inspections of major suppliers, andAnti-virus software installation and OS vulnerability
prevention measures identical to those at domestic

holding “CSR Activity Promotion Explanatory Meetings”
for suppliers who have just started CSR efforts.

sites were implemented in PCs used at overseas bases
in 2007, where the construction of concentrated control
systems was also performed.

Personal Information Management System
Surveillance

Personal Information
Protection Handbook(English version)

Management Supporting Value Creation

17

Special Report: Solutions for FoodContributing to a Rich Food Culture
from a Consumer Perspective
New values appear one after another in the emergently evolving society, causing great changes to the foundation ofsociety. We see the provision of solutions to the companies and consumers adapting to these new ideas andstructures, and the contribution to the development of society, as DNP's vital mission- in other words, it is our "work."
In recent years a number of issues have emerged in respect to food, which has always been a topic of muchdiscussion. DNP is offering many solutions in this area as well.
This Special Report introduces the "work" in which DNP is engaged, alongwith our customers, from a consumer perspective,
with the goal of realizing safe diets anda rich food culture.

Saf
etDistribution and sales

Food companies

Group

Consumers

Enjo• CSR Procurement Criteria establishment
and compliance survey• The monitoring and control of chemicals infood ingredients• Promotion of Green Purchasing and theuse of Forest Certified paper andEco-Mark materials

Packaging supply
Traceability

18

DNP GROUP CSR REPORT 2008

Packaging R&D

ness
dli

DNP

Fri

y

en

Suppliers

Creatively contributing to safe and secure diets and food culture from a consumer perspective.

yment

DNP uses the “SHOKU-MAP® ” * system for marketing information, which explores the actual eating
habits and diet consciousness of consumers, in our development of products and customer support,with the goal of realizing safe diets and a rich food culture.

Environmental design

Information processing / design

Quality labeling

Universal Design* SHOKU-MAP®
Shoku-MAP® is a database system for the continuous, 365-day accumulation of information about"Who prepared and ate (menu) what (ingredients andproducts) in any house on any occasion (breakfast,
lunch, dinner)." Currently the database covers 2.76
million dining tables, 13 million menus, and 28 million
foodstuffs (results from 1998 through 2007).
The Shoku-MAP® system (with "shoku" meaning"food" in Japanese) was developed by NTT Data Lifescape Marketing Corporation, a DNP joint venture.

t

S af elin e s s

Supporting Dietary Safety

Enjoyment
Food is at the center of daily life, and is of the utmost importance as the basis of happy and healthyliving. Food safety is gaining more and more attention, and the DNP Group views the support ofdietary safety and security for consumers, who aresaying, “We want to purchase and use trustworthy
food products,” to be our important “work.”

Product Traceability
The BSE (bovine spongiform encephalitis) problem andSpecial Report: Solutions for Food

F ri endycases of the false labeling of food products havesparked strong demands for information supportingfood safety, which consumers rely upon in making foodproduct choices. The DNP Group’s IC tags and traceability systems enable tracing from ingredient procure-

Sterile Packaging System“Sterile packaging” refers to a continuum of sterilization- filling - packaging in facilities in a sterile environment
with zero contact by human hands. The record of thefood manufacturing process can also be recorded soment through production, distribution, and sale. This
provides a solution to the safety issue by making the
production and distribution process data transparent,
and allowing any accidents that might occur to be
traced. Also, it contributes to an increase in food product control efficiency.

as to ensure continuity and uniformity in all facilities.
The sterile filling system enables the provision of safe

Traceability systems

food products, and its ongoing use makes it possible tooffer safety to consumers, generating trust by consumers in food product manufacturers.
DNP conducted its sterile packaging research anddevelopment continuously for more than 30 years, resulting in the provision of a wide variety of products on

Production
Shipping
control

Distribution
Production
control

the market up to now. DNP will continue to support safe

Qualitycontrol
Distribution
controland secure eating habits as the leader in sterile packaging technology.
Traceability systems,
IC tag usage anddata management

Sales
supportRetailSafetyinformation
provision
Consumers

Bag in box (sterile fill)

Contributing to a Rich Food Culture from a Consumer Perspective

19

Special Report: Solutions for Food

F ri eMaking Eating Easierlin e s s

S af etndyEnjoymentof other information that consumers would like to know.

livery to consumers of most food products. We at

DNP puts particular emphasis on easily understood la-

DNP look at eating habits from a consumer per-beling for food products that require preparation by thespective, thinking about how to make packaging

consumer, checking to make sure that the design andeasier to use and understand, and how to incorpo-

directions are right so that the consumer can prepare therate Universal Design. We also seek to practice

food by following the instructions. We use the results ofenvironmental friendliness through R&D into envi-

convenience testing by our dedicated testing facility, theronmentally-friendly containers and packaging.

Packaging Usability Laboratory (PUL), in accordance

opwith the DNP Packaging Usability® principles, in our at-

le - F ri e ndly

PePackaging enables the shipping, storage, and de-Easy-to-understand labeling

tempts to create a package design that uses illustrations
matching the preparation instructions along with perfectly expressed directions.

In addition to the expiration dates and lists of ingredientsople - F ri e ndlyPerequired by law, food packaging labels also contain a lot

Easy-to-use packaging

Our 2L PET bottles provide for safe pouring because
their shape allows for a firm one-handed grip. Also,
cartons and lids, which are opened with the fingers, aredesigned to be large enough to be grasped. Our development of easy-to-use packaging for consumers relieson the design of
PUL (Packaging Usability Laboratory)

Employee Commentary

Taking a Consumer Perspective Making Eating EasierE

packaging containers using bodymeasurement database informationand measurementsof test subjects.
Development example: Blendy Caf Au Lait
Sticks (Ajinomoto General Foods)

ffective application of the Universal Design philosophy means making better

corporates Universal Design so that all consumers can access safe andople - F ri e ndlymore people. I would like to contribute to the provision of packaging that in-Pe

packaging that can be easily used by even

Easily Prepared Foods

secure products. DNP defines its “5 UD Principles” as “Expressing necessary information in an easily understood way,” “Simple and intuitive usability,” “Safety and flexibility of use,” “Appropriate volume and size,” “Usability

Microwave ovens are now found in more than 95% of

without unnecessary force or operation.” To these I would like to propose

homes, and there is great demand from consumers forthe addition of two items: “Form and expression that raise product attrac-

easily prepared, tasty dishes that can be warmed up in

tiveness,” and “ease of separation and disposability.”a microwave. The retort food packaging developed by

Manager, UD Planning Office
Haruko Furuta General
Packaging Operations

20

DNP GROUP CSR REPORT 2008

DNP Group consists of a bag that can be heated as isin the microwave, and is used for curries, hamburger

http://www.dnp.co.jp/csr/2008/21e.pdf

Further information

patties, soups, etc. This allows anyone to prepare food

distribution, and sale, in response to consumer demandeasily, irrespective of age, with no breakage or leaking

for readily available, tasty and safe beverages. Theof the bag during heating in the microwave. The superi-

DNP Group has developed lightweight plastic chilledority of this product in terms of hygiene and safety

beverage cups that use 17% less plastic than previous

expands the range

types. One focus of the Container and Packaging Re-

of food choices for

cycling Law (passed in 1997) is the obligation of

consumers.

packaging manufacturers to reduce the weight of con-Special Report: Solutions for Food

Please visit our Website for further information.
Making Eating Easier
Packaging Design Guideline ~ USE•FULL® Packing ~tainers. A 17% weight reduction amounts to 3 grams
per cup, so for example if 30 million cups are produced
annually the result is a reduction of plastic weight volume of 90 tons. Also, reducing the weight (by reducingmethe thickness) of the cups
means that the cardboard con-n t a lly-Fr ie

n d lyE n v ir o n“No-Touch Wing” retort type

tainers that used to hold 600“Ecocul” Tray

stacked cups now hold 720.
This improves transport effi-

The demand for containers and packaging that are

ciency and reduces the need foreasily separated after use is growing as consumers be-

storage space.
BeauBel Cup

come more aware of global environmental issues. The“Ecocul” tray developed by the DNP Group allows forn t a lly-Fn d lytray can be separated and recycled as a resource rath-

me

r ie

residue remains, so that the paper board of the actual

E n v ir o neasy separation of the interior film liner, on which food

Sterile PET Bottle Filling Systemer than disposed of as garbage. There is no need towash the container with water and then dry it, so there

PET bottles are mainly used for beverages because

is no waste of time or water. It is also easy to breakthey are light yet strong, as well as clear and hygienic.

down and crush, so the volume of the container is re-

They have become a part of everyday life. The sterile

duced and transport

PET bottle filling system developed by DNP fills sterileis made more effi-bottles with a sterilized beverage in an antiseptic room,

cient.

so there is no need to use high heat to kill bacteria.
This allows the bottle weight to be reduced to 42 gramsfrom 64 (our own comparison using 2-liter bottles).
Since the PET bottles, which had been shaped by the
manufacturer, are now shaped at the plant, their transEcocul Tray

port has become more efficient. A life-cycle analysis ofmedisposal (including recycling)n t a lly-Fr ie

n d lyE n v ir o n

the entire life cycle from resource extraction through

Reduced-Weight BeauBel Cup

shows that the new filling system has less environmental
impact than the previous one.

These cups are used for chilled drinks, such as milk
beverages and coffee drinks, that are kept in a refrigerated state throughout the entire process of production,
Sterile PET Bottle Filling System

Contributing to a Rich Food Culture from a Consumer Perspective

21

Special Report: Solutions for Food
F ri elin e s s

S af etndyBringing Enjoyment to Eating

Enjoyment
The DNP Group is engaged in a wide array of efforts involving food, beginning with packaging. In
recent years in particular we have been providing

Packaging Information Portal Site:
packaging.jp

various methods for getting in touch with consum-This is a portal site providing packaging informationers and bringing enjoyment to the experience of

product descriptions andeating, such as point-of-sale communications, theplanning. The “packaging.jp”

Internet, and mobile phone content.

site is where DNP offers a variety of information for the

At Table, Using Animation
for In-Store Recipes

support of “Safety and Security”for consumers, andfunctions as a new communications contact point for people involved in the planning

At Table uses LCD displays in supermarkets to informand development of packaging products to put their is-

shoppers of recipes that will bring joy to their dining ta-

sue resolution know-how to use broadly. Topics ofbles. A DNP venture project, At Table is a leading-edge,

interest to consumers are also offered, and anyone inter-

first of its kind information provision service that analyzes

ested in the latest information about packaging is

POS data and dietary habit data to find out what con-welcome to have a look.

sumers are interested in eating during a particularperiod, and then provides recipe information in stores.
Also, the provision of information through POP and

Direction to Mobile Websites

other means in stores can be conducted independently
by food manufacturers and retailers, and there are

Mobile phones, which have become indispensable inmany cases in which they are not doing so jointly. In

modern consumer life, can be used to get dietary infor-

addition to meeting the needs of consumers, At Table

mation from mobile websites. DNP has had the QR

also performs analysis and offers proposals matching

Code function for some time, and developed the “Color

the weekly sales promotion plans of food manufactur-Code” and “Jump-B!” technology, which adds colorfulers and retailers, providing a link between consumers,

fun to food packaging.

manufacturers, and retailers.

Examples of Use

The relevant product is displayed and recipes are shown on the monitor. This
is of interest to shoppers who think about the dishes they will prepare that evening while they are at the store. In addition, all of the necessary ingredientsare on display in one location.

22

DNP GROUP CSR REPORT 2008

Ace Cook’s “Chilled Noodle Campaign” offers campaign page sites through color codes, with theaccess serial number printed on the reverse side ofthe lid.

Color code (image)On March 11, 2008, Japanese astronaut food using packaging developed by DNP waslaunched along with Astronaut Doi in the Endeavor space shuttle. DNP was awarded theastronaut food packaging contract in its position as Japan’s top packaging manufacturer,
and began development and packaging specification work as the sole contractor for Japanese astronaut food in 2002. We succeeded in developing packaging materials allowing
for the preparation and consumption of Japanese food in the special environment of
space, and Japanese astronaut food was for the first time placed onboard the space
shuttle for the Japanese astronaut. A menu consisting not only of traditional Japanese
food, but also regular Japanesehome-style dishes such as rice,
Packaging for Japanese astronaut food
noodles, curry, fish, Japanese
beverages and snacks, is a candidate for inclusion as a choice for the astronauts who will man the International Space Station, which is to be completed
in 2010.
International Space Station(Source: JAXA)Special Report: Solutions for Food

DNP's Japanese Astronaut Food Goes Into Orbit

Friendship Lab "Kibo"(Source: JAXA)

Employee Commentary

Tasty Astronaut Food is Made Possible Through the
Combined Technologies of DNP
Astronaut food must be capable of long-term storage, compact and light. The shelf-life standard for astronaut fooddemands that a product be capable of being transported into space just as products are which are tested for themarket. Compactness and lightness are achieved through both packaging innovation and the freeze-drying of thefood, and a special needle is used to insert water into the container from the space shuttle’s water dispenser, so toensure that the hot water doesn’t float away when poured in a zero-gravity environment. The packaging must be made to match up exactlywith the water dispenser, but try as we might we couldn’t at first get NASA to supply a diagram of the water dispenser. Therefore, we obtainedsome astronaut food from NASA and used it for our research. The test models we produced were a result of the combined use of DNP’s barrier materials, silicon rubber shaping, retort packaging, molding, and other technologies, along with the cooperation of our partner companies.
Of the six test models we sent to NASA for compliance tests, five cleared all of the conditions.
The packaging had to be clear so as to make the food look palatable, so DNP’s IB Film, which uses our exclusive evaporation technology,
is used for the clear laminate film, which forms a strong barrier to oxygen and steam. We designed thin walls and other innovations in the silicon rubber so that it doesn’t leak when the needle is extracted, and achieved a seal performance superior to NASA’s own products. Althoughenjoying the soup solids together with the stock had previously not been possible, we made it so by using a large-diameter mouth for the liquid
packaging.

Product Planning by Vegetable & Fruit
Meisters

Kiyoshi Toda Packaging Operations

General Manager, Development Division

gather and analyze qualitative data about vegetables
and fruit from around the world, and monitor theimmediate needs of consumers. They work together withcustomers to develop new products, from basic concepts

Food products containing vegetables and fruit arethrough final product planning and sales promotion, so

getting a lot of attention these days as healththat a greater variety of vegetable and fruit products canconsciousness continues to increase. DNP’s Vegetablebe made available to consumers.

& Fruit Meisters are professional vegetable and fruit
product planners, certified by the Japan Vegetable &Fruit Meister Association; just like a sommelier is anexpert in wine, people with this certificate are experts invegetables and fruit. The Vegetable & Fruit Meisters

Contributing to a Rich Food Culture from a Consumer Perspective

23

Roundtable Discussion

For a Safe and Energetic Workplace

For an Inspiring
Workplace

From the left:

Shigenori Akeno
Labor Division

Kazuya Sugiura

Ichigaya Publication Printing Operations

Masao Taguchi

DNP Precision Device Manufacturing No. 2 Division

Ichiro Ishizuki

DNP Photo Marketing Domestic Business Division

Mayumi Shikida

Commercial Printing Operations

We gathered six representatives from divisions and operations throughout the DNP Group to talk about
the creation of a workplace environment in which people can really feel the "will to work" and a sensethat they can realize their individual potential. The discussion was moderated by Messrs. Akeno of theShuntaro Nakajima
C&I Operations

Miyuki Akazawa
MEMS Division

Kento Hara

Personnel Division

Labor Division and Hara of the Personnel Division.

A Corporate Culture that
Encourages Initiative

another. I feel a real inspiration to

Ishizuki: I became a member of thework when I get the sense that the

DNP Group in July 2006 through thecustomer views me as a trusted part-transfer of operations from Konica

Akeno: Our topic today is how wener. The promotional work that I am

Minolta. I can feel the spirit of chal-should be thinking about the “will toin charge of contributes to improving

lenge and the drive of the DNP

work” in our daily work, and I hopeproduct sales, and when I see con-founders here. I also feel encouraged

everyone will give their unreserved

sumers acquiring those products atby the way that my results improve

opinions. We have representatives

stores I am happy thinking to myself

as communications with my col-today from a variety of company

that “This is connected to my work.”

leagues get better and better. I’m

operations, including sales,

Most of my colleagues at the officealways thinking of what kind of pro-manufacturing, and planning. Also,

possess a spirit of challenge, andposals I can make, and when one ofeveryone here today is young or inthat inspires me to take a positive at-them turns out to show real results I

mid-career, having entered thetitude toward my work.

feel a strong sense of motivation.

company from 6 to 17 years ago.

Hara: Mr. Ishizuki, you have worked

Shikida: The evolution of sales pro-

There aren’t a lot of opportunities for

at DNP for three years now, right?

motion methods is really dramatic,such people to get together in thisway. How about we start with getting
opinions that make reference to yourown area of business?
Shikida: I have enjoyed working here
for the past 6 years, handling sales
and working with many customers ingrappling with new issues one after

24

DNP GROUP CSR REPORT 2008

making it necessary to come up with

IchiroIshizuki
DNP PhotoMarketing Domestic
Business Division.
Joined the DNPGroup in July 2006
through the transfer
of operations from
Konica Minolta.
Coordinator of sales
to volume retailersof home electronics.

new promotional methods all thetime. Thinking up new things constantly is hard.
Ishizuki: Recently I have been engaged in offering photocopiers tovolume retailers of home electronics,
and they are taking large quantities.

possible to increase the number ofhigh-quality, inexpensive copies
through projection printing. It was very
hard to work with technicians to deliv-

KazuyaSugiuraIchigaya Publication
Printing Operations,
Ichigaya Publication
Printing Division. In
charge of plate
processing at the
Kuki Plant.

with one’s superiors is indispensable,
and results depend on it.
Akeno: Mr. Sugiura, I heard that there
are hearing-impaired employees atyour plant.

er and set up 120 kg photocopiers

Sugiura: Yes, there are three. To beafter one of our customers closed, but

honest, at first we weren’t sure how

afterward I heard that people were

to communicate with them, but wehappy about making a lot of copies offrom the customer, and ending withare working on communication

weddings and other photos, so I felt

delivery by the Distribution Depart-through signing. They fit in at workthat it was good that we did so.

ment. There are many steps just

just like the able-bodied employees,

within the plant itself, from proof mak-and all three of them are part of ouring through plate processing, printing,team. All three are straightforward

and binding. It is really important forand serious workers, and are great

all of the members of the team in-assets to us.

Mayumi
ShikidaCommercial Printing
Operations,
Commercial Printing
Sales No. 1 Division.
In charge ofbusiness withbreweries. In her 6thyear at DNP.

volved in making that book to work
together as colleagues. I am incharge of plate processing, whichtakes place early in the printing pro-

Joining Together toAchieve the Same Goals

For a Safe and Energetic Workplace

Even without ink or other media it iscess. I try as much as possible to get
together with other departments, look

Masao
Taguchi
DNP Precision
DeviceManufacturing No. 2
Division. In charge offinal testing of LCD
color filters at the
Otone Plant. In his
16th year with DNP.

over the situation and talk with them,asking questions such as, “Why can’t

Hara: Mr. Nakajima, are you in

we do that?” and “What areas arecharge of coordinating projects at the

you having trouble with?” so as to get

Taguchi: There is also a physically-

Planning Office?

a clear picture of the overall process

challenged employee at our plant. At

Nakajima: Yes, I am. As a Project

and allow to us to follow up on eachfirst he seemed to have trouble deal-Manager my job is to coordinate joint

other’s work. Getting to know theing with changing into our work

approaches to specialized work

work of other departments makes

outfits, which are like space suits,among other departments and group

work more interesting for me, so frombut now he engages in work just likecompanies. We are involved in the

now in doing so I want to include myeveryone else, and handles the job

production of broadcast programs,

subordinates as well.

with no problem at all.

but it isn’t the case we that we are

Hara: How do you find the relation-

Akeno: One of our fundamental phi-told, “Make this program,” and thenship between superiors and workers?

losophies at DNP is “normalization.”

we make it. Rather, the important

Taguchi: Superiors and workers en-

We try to set up an environment inthing is the degree to which we incor-

gage in a lot of exchanges of opinion

which the physically-challenged canporate the image of the customer.

concerning the order of work andwork together with the able-bodied,

There is no way we can get the work

schedule creation at plants as col-but the awareness of their co-workers

from customers if we don’t create

leagues working toward the sameis of vital importance.

new things, so it is important that wegoal. In my case, I am fortunate to

get the support of the most talented

have a superior who tells me, “Trypeople. I really feel motivated when

what you think is best, and if it doesn’t

we accomplish a spirit of teamwork out I will help you.” This makes it

Akeno: Ms. Akazawa, you have chil-achievement.

possible for me to feel secure anddren don’t you?

Akeno: How about the ties among

positive in doing my work.

Akazawa: Yes, I have a 4-year-old.

the production divisions?

Ishizuki: There are a lot of cases inPreviously my life was focused on

Sugiura: The process by which a sin-which I have to respond right way towork and I spent a lot of time at thegle book is issued involves manycustomers about prices and cam-office, but since the birth of my child I

departments, beginning with thepaigns, so I communicate and meet

haven’t been able to avoid putting

Sales Department taking the orderwith my superiors frequently. Solidarity

some limits on my work. With theBalancing Work and Life

Roundtable Discussion: For an Inspiring Workplace25For a Safe and Energetic Workplace

help of my husband at home and theunderstanding of my superiors andcolleagues I am able to get throughtimes when meeting the deadlines
and other needs of customers is difficult. One needs the help of others,
both at home and at work. There are

Shuntaro
Nakajima
Media Division, C&I
Operations. In his
7th year at DNP
handling promotional
campaigns usingmass media andproducing programs.
Currently serving asa member of theLabor Union Central
Committee.

a lot of working women with children

Towards One's Own
GrowthHara: What do you think of personnel
systems, such as the Goal Challenge
System (see p.30)?
Nakjima: I think it is a good chance todeepen TAIWA with superiors. If pos-at my office, and raising children

about work as soon as I am away

sible, I think the award system should

while working is becoming a naturalfrom the company, so I can devote

be strengthened, so that people canthing to do.

myself to playing with my kids.

get a better sense of achievement.

Shikida: I thought before I got mar-

Hara: It is very important to strike aried that balancing life and workbalance between work and private life.

would be difficult, but right after I got
married I enrolled in a training course
just for women, in which they advised

Miyuki
Akazawa

Inheriting and Passing on
Technology

Device Development
Production Department,
MEMS Division.
Works in MEMS
product development.
Joined DNP 12 years
ago.

us that “It is better to not to worry,and if things get too hard in the future

Akeno: Do you get a sense of a “willdeal with it then.” One of DNP’s ad-

to work” in the inheriting of technolo-

vantages is that everyone seeks togy and skills from seniors at thework together as a team. Up to now

workplace, and in passing those on

there have been times when I haveto one’s subordinates?

Akazawa: The content of the work at

been feeling down and others gave

Taguchi: I am engaged in doing in-

my office changes rapidly, so dispari-me support, or conversely when I

spections of color filters, and amties between the time goals are set

was able to handle things myself andusing humans to judge flaws smaller

and the time of evaluation occur

give assistance to others. The teameven than 1 micron. I was given strict

when goals are set through the Goal

spirit is really great. Actually, I am

training by my seniors, and it was 2

Management System (see p.30). I

about to take maternity leave myself.

years until I got a “passing” grade as

think it is necessary to revise goals

At first I was thinking about quitting

a technician. I think that is where I re-during the term. Also, there are cases

work, but my boss said, “Please haveally came of age. I want to pass on toin which I am not sure where anda child to help fund our future pen-

my subordinates a strong will to

how evaluations are made. If theysions.” I really get the strong sense

guard the DNP brand, which has

say “If you do this you will get betterthat a lot of people are helping me

been 130 years in the making.

results,” even if negative aspects areout at work.

Sugiura: I also received really strict

pointed out the person being evaluat-

Akeno: How about the men? How aretraining from my seniors. The cre-

ed will think “I’m going to try.”

your family relations?

ation of good products depends on

Hara: Henceforth, is there anything

Nakajima: I think that a full family andthe upbringing of good personnel,

you would like to learn, and do you

personal life is the basis for giving my

but I think that nowadays it might behave experiences in which you werebest at work. I think it is essential that

better to take a different approach,able to put something you learned in

one make work/life balance adjust-so I try to work with my subordinatesa course to use?

ments for oneself. I am lucky in thatin my own way. When one of them

Ishizuki: I would like to study the con-my department allows individuals to

exceeds my anticipations I will com-ditions covering the entire field of ourdistribute working hours themselves.

pliment them in front of others, andbusiness, and expand the number ofIn that sense it is a good working en-

when talking about techniques or

new business methods. We havevironment.

knowledge I use concrete examples,large-scale customers, so if a pro-

Taguchi: I have two children. If mysaying “This is the way I have beenposal is accepted it turns into a big

personal life is not fulfilling I can’t dodoing it.” My subordinates are work-

project. I don’t think it is possible toa good job at work, so I avoid taking

place assets, and I am really glad

go too far, so rather than getting

work home.

when I see them grow.

stuck in a range I would like to have

Sugiura: I also try to completely forget

26

DNP GROUP CSR REPORT 2008

*MEMS=Micro
Electro Mechanical
Systems*MEMS=Micro Electro Mechanical Systems

perspectives from which a variety ofto have any accidents at work, so at

Nakjima: I would like find something

Akazawa: My department is like asuch times I sense that there is a

at DNP that only I can do. I think it isminiature operation, so development

particular emphasis on work safety

important to have pride in one’s work.

and sales people come together there

consciousness.

Akazawa: There are some usefulfrom a number of different places. In

Sugiura: I am in charge of workplacesystems in place already for working

my New Management-Level Employ-safety and health. I go around and in-women, but I think they still have aee Training studies I learned about

spect the plant facilities, and propose

way to go before they completely

the “Coordination of Personnel,” andimprovements, even when these en-permeate the company. It would be

have been able to put that to use.

tail costs, so that we can continue

good if we could make use of them in

Taguchi: I took CAPA (distanceworking safely. I get the sense thata less self-conscious way.

learning course). It is been useful inyounger people have a different sense

my daily work, and I have put it toof risk than what has been the caseuse in changing the workplace lay-

up to now, so I try to get them to pay

out, etc.

particular attention to that.

Akeno: What system would you like

Akazawa: We handle a lot of danger-

to use in the future?

ous chemicals in the lab, and there is

For a Safe and Energetic Workplace

proposals can be made.

Kento Hara
Personnel Division.
In charge ofestablishing andimproving thepersonnel evaluation
systems, andresearch. In his 6thyear at DNP.

tendency for the awareness of the

Shigenori
Akeno
In charge of hiring
and the operations of
the various personnel
systems in the Labor
Division. In his 7thyear at DNP

risk involved to diminish when they
are used on an everyday basis.
Safety is the number one concern, so
I try to get people who are new to the

Hara: Realizing a workplace in which

workplace to be especially careful.

there is a will to work has a synergis-

Shikida: DNP has its own healthtic effect on improving company

checkup facilities, doesn’t it? I think

results. Listening to everyone here

we have an environment in which wetoday I am reminded again of the im-

Nakajima: I would like to use the In-

can work with security, for example

portance of communication at theHouse Venture System and thethanks to our dental and health con-workplace.

Different Department In-House Learn-

sultation office.

Akeno: I would like more opportuni-

ing System in the future. Thoseties to be created in the future forCreating a More Energetic
Workplace

everyone to get together and talk.

has to travel a long way to get to the

Akeno: Is there anything anyone

then create them. I would like toproduction floor, so for example I

would like to add before we end thethank everyone for attending.

would like to hear directly from cus-

discussion?

tomers, as would a person in charge

Sugiura: I feel that my personal mis-of sales. By doing so I would be able

sion is to create a good working

to broaden the range of my current

environment for my subordinates.

work.

Taguchi: I think it would be good tosystems would help me gain a lot ofexperience and broaden my horizons.
Sugiura: Feedback from customers

We can get together and think about
better systems and measures, andhave opportunities for exchanges of

A Safe Work Environment

ideas, such as this roundtable dis-Akeno: A safe work environment andIshizuki: I would like society to be-

the physical and mental health ofcome more aware of the DNP brand.

employees seems to me to be impor-

Shikida: My superiors and the people

tant from the standpoint of sustaining

around me have created a workplace

work.

in which I feel the will to work. From

Taguchi: Members of the Plant Safety

now on I think we should work ag-

and Health Committee make thegressively to keep improving the workrounds once a month. We can’t affordenvironment.

cussion, with other departments.

Roundtable Discussion: For an Inspiring Workplace27

For a Safe and Energetic Workplace

For an Inspiring Workplace
The trust of society in DNP depends on the trust ineach individual employee. A diverse group ofindividuals works together at DNP, with new andvaluable things emerging from the novel thoughts thatbubble up as a result of their TAIWA. DNP respects
the diversity of its individual employees, and seeks to

Personnel Measuresfor Realizing Our Vision

create a workplace that is pleasant, free, andvigorous, so that each can develop their potential andcontribute to the future development of society.

The DNP Group believes that employees must be nurtured as self-reliant professionals and also that theymust work together so as to contribute to an emergently evolving society.
Free and vigorous TAIWA among employees is indispensable to making this concept a reality. TAIWA
means more than simply “conversation” or “sharing information”; it means talking over the problems andissues that arise from day to day, and discussing how
to resolve them. We are engaging in a variety of personnel measures so as to cultivate a free and vigorous
corporate culture that permits TAIWA to occur without
consciousness of hierarchical considerations.

Officer Comment

Our Challenge to Streamline Workand Reform Work Habits- Aspiring to create an energetic workplace -Results come from individual effort, consciousness, aggregate
motivation, and synergy, and an energetic workplace itself canof itself produce results. We have been placing a lot of effort intocreating structures and working environments that support each individual employee fulfilling his or her expected role while at thesame time realizing personal growth and self-actualization.
At the same time, it is necessary to strive for the work habits ofall employees to conform more closely to the value-creation model,
so as to spur our further development as a business that appropriately responds to the increasingly complex and sophisticatedproblems and issues of our customers. One way to do so is to restructure time resources through the streamlining of work. For
example, by revising one's work methods and methods of progress,
it is possible to expand activities for a new value creation while realizing greater fulfillment in one's personal life. The transformationof work habits to enable improved
work quality and the creation ofgreater value is the challenge
facing all of us, and is indeed the
key to our future.

Tokuji Kanda
Corporate Officer and General
Manager of the Labor Division

28

DNP GROUP CSR REPORT 2008

Further information

http://www.dnp.co.jp/csr/2008/29e.pdf

Creating a Creative andEnergetic Work Culture

perts in work streamlining we focus on efforts toward
resolving practical issues by selecting two or so personnel from each operation to function as promoterswithin their operation using VE (Value Engineering) and

DNP issued the Joint Labor-Management Declaration

IE (Industrial Engineering) methods.

in October 2006. It states that we shall aim for the “re-Henceforth, we will continue to monitor the progressalization of perpetual growth of the DNP Group and richconcerning the aims of the Labor-Management Produc-

and rewarding lives for our employees” through the fol-

tive Time Resource Project, so as to realize the “desir-lowing efforts to be engaged in by the company, theable work habits” of each and every employee throughunion, and all employees, each of whom shall be active

continuing to put efforts into the PDCA Cycle for work

participants in achieving these goals.

streamlining through full participation. In addition, we

For a Safe and Energetic Workplace

Please visit our Website for further information.
Realizing an Energetic Workplace (1)Policies for personnel measures
Personnel data
Transparent and Fair Hiring Practices

are considering creating a “Work Streamlining Hand-

Total Optimization Efforts Through “Full Participation”

book” for distribution to all employees, which will sum
up the joint philosophies concerning work streamlining.

The DNP Group has since 2007 recognized the Promotion of Total Optimization as indispensable to our de-

Enhancing Labor-Management Consultations:velopment, and implements full employee participation

Group Labor-Management Friendly Conferences,throughout the company in Total Optimization Efforts

and the Productive Time Resource Project

for the thorough elimination of latent waste in work, fomenting an attitude of “if this were changed in this way
it would eliminate waste” throughout the entire work
process, from landing the business through delivery.
Issues that arise at the workplace are taken up in
the labor-management relationship, through regular explanations provided to the union by the company about
the progress of the activities of each of the Group operations, as well as through reporting by the union of thestatus of its activities at each workplace.

Putting the Desired Work Habits into Practice:Work Streamlining Efforts

One effort unfolding as a result of the efforts that went into
the Joint Labor-Management Declaration is the Productive Time Resource Project, which is proceeding throughthe joint efforts of labor and management. By labor andmanagement both fulfilling their respective roles andworking cooperatively, time resources are generated foreach individual employee. These time resources can beused to develop new business or to improve personal life.
In 2007 we aimed to strengthen both the Central Productive Time Resource Project held throughout the company and the Operation Productive Time Resource Projects (Labor-Management Committee), which engage inactivities corresponding to the situation in each operation.

We are engaging in work streamlining efforts to elimi-

Also, labor-management relations activities included

nate the gap between the operational system we seek

the holding of two (in May and December) Group Labor-

to attain and the actual situation. Over roughly half ofManagement Friendly Conferences attended by company

2007 we sought to strengthen work streamlining

management and the officers of the DNP Group Labor

through Work Streamlining Management Training andUnion Association (DNP Group Union) for the exchange

by holding seminars by experts in work streamlining.

of opinions. We intend to continue using the Group Labor-

Work Streamlining Management Training focuses

Management Friendly Conferences as an opportunity foron management-level employees with the goal of shar-the effective sharing of information between labor anding philosophies and methods for the promotion of joint

management about Group management policies and theiractivities among the operations. In the seminars by ex-current status, and Group joint measures.

For an Inspiring Workplace29

For a Safe and Energetic Workplace

Fair Evaluation and Assignment

training using actual case studies of goals achieved at
the company was implemented in Fiscal 2008, with thetraining expanded to include the upper echelons of theDevelopment of New Personnel System Policies

general employee ranks.

in the Group Companies

Respecting Diversity

DNP restructured the basic personnel system so thateach individual employee can display his or her abilities
and help us realize our Vision. The new system (rating,

As stated in the DNP Group Code of Conduct, we con-wages, working hours, commendations) was inaugurat-

sider the dignity of the human race to be of unsurpassed

ed in March-April 2007. The new system is founded on

importance, and we shall respect diversity in the culture,

the Demonstration of the Desired Role/Desired Results

nationality, creed, race, ethnicity, language, religion,

concept, and applies new systems such as new work

gender, age, and ways of thinking of each individual.

organization categories and new rankings, including a

Our “efforts to create an energetic and inspiring work-

new wage system, application of a planned work-type

place” are founded on this principle.

discretionary labor system, and commendations fortimely work results.

Hiring of Foreign Nationals

The Demonstration of the Desired Role/Desired Results concept is shared by the entire Group as theWe actively seek to hire foreign nationals based upon

personnel system policy. The goal is for each Group

compliance, and hire them on two-year consecutive

company to rebuild its personnel system with the same

contracts or as mid-career hires. We have programs

core as that of DNP, while reflecting the individualsuch as having them stay in company dormitories orcharacteristics and personnel strategies the particularproviding guidance counselors so they can quickly getcompany.

used to the Japanese living environment. Our active
use of foreign nationals stimulates a sense of under-

Management by Objective Systemstanding of other cultures and improved communication
abilities on the part of many of our employees, and as

After introducing the new personnel system, DNP con-the globalization of the DNP Group continues we will

ducted the “Personnel System Execution Survey & Ques-

continue our active hiring of foreign nationals.

tionnaire” (Management by Objective System / Work habits based on the D-Work “Discretionary Labor System” /Hiring of Part-timers and Temporary Staff as Regular

Commendations for timely work results) in 2007, so as to

Employees

identify real issues and assess the degree of permeationand the implementation status of the new system.

30

DNP has for some time been hiring part-timers andOne of the efforts launched based on the results of

temporary staff as regular employees on an operational

the Survey was to start “Management by Objective

basis. In April 2008, we created a system providing op-

Training” beginning in January 2008 for management-

portunities based on established criteria for the hiringlevel employees, so as to improve the evaluation

as regular employees of superior part-timers and tem-system by deepening an understanding of evaluation

porary staff who are proactive toward their work andmethods and interview techniques. In addition, in con-fulfill an important function, so as to maximize the ef-

sideration of the conclusion in Fiscal 2007 of the Goal-

forts of each individual and exert our full organizationalsetting Training, which had been held since 2004, basic

strength. We want to increase ambition by creating an

DNP GROUP CSR REPORT 2008http://www.dnp.co.jp/csr/2008/31e.pdf

Further information

environment in which they can demonstrate the spe-

Senior Staff System

cialized knowledge and work experience they haveaccumulated, and thereby improve productivity.

In April 2006 we revised the Senior Staff System for hiring older workers, clarifying the necessary qualifications

Hiring the Physically-Challenged

for participation in this program and expanding the rehiring of employees past the mandatory retirement age. In

DNP is working to strengthen ties with public institutions

Fiscal 2007 about 80% of the employees at the manda-(in particular the Employment Service Agency) based

tory retirement age were rehired, allowing them to makeupon the philosophy of “Normalization.” We hold hiringuse of the knowledge and experience cultivated overconferences solely for DNP five times annually, and makemany years at the company in their work and in theactive efforts in the mid-career employment of the physi-

training and guidance of their successors.

For a Safe and Energetic Workplace

Please visit our Website for further information.
Realizing an Energetic Workplace (2)Fair Evaluation and Assignment
Flexible Work Habits
Respecting Diversity
Active Support of Female Employees

cally-challenged. We also are strengthening our ties withschools so as to increase regular hiring, and are working

Active Support of Female Employees

to expand and stabilize the annual hiring of the physicallychallenged by deepening our cooperation with the
National Rehabilitation Center and other organizations.

We began holding Female Employee Active Support

We conduct Normalization Seminars for workplace

Meetings (Kick-Off Meetings and Network Meetings) inmanagers and supervisors to make sure these programs

2006 with the goal of nurturing an organizational culture

take hold, and seek to create an environment in which thethat allows our female employees to display their skills tophysically-challenged and the able-bodied can work as a

the fullest. Kick-Off Meetings precede the Network Meet-team by holding whatever training is necessary at eachings held in the first and second half of the year, and are

given worksite, including, for example, signing classes.

attended by female employees and their superiors withThis is all part of our efforts to create workplaces in which

the aim of improving their understanding of company

everyone is active and feels the will to work.

policies and systems and their current status, as well as

Employee Commentary

Employee Commentary

I am working to cultivate mysuccessors, with the goal of“Total Optimization.”

I would like to teach subordinates who are seeking tobalance work and life.

I

I

worked for many years as a Printing Coordinator, in which my job was to communicate
customer intentions to the worksite. I have beenable to continue doing this work even after reaching the mandatory retirement age. For example, there are times when even though a job appears tobe the best, it can be at the graphic content stage, it may not be optimal interms of application. Therefore, we exert quality control and avoid risk during
each process. I don’t think that there is anything DNP cannot do to meet theneeds of the customer, but that may not be possible if we don’t know about
the technical skills and know-how of our company, and if communications
with the worksite are insufficient. Everyone must make mistakes on the way
to maturity. I hope to continue working to cultivate my successors, which is amajor role of the Senior Staff, with the goal of attaining Total Optimization.

Yoshio Yamazaki No. 1, DNP Media Create

Meister, Process Support Center Dept

felt encouraged when I heard the message ata Female Employee Active Support Meeting,from both male managers balancing work withnursing care or childcare and women with childcare leave experience, that
we should try to engage in productive work even when faced with time constraints. I also started thinking seriously about female management-level
work and self-realization for myself. I myself had been unsure as to whether
or not my own attempts at concentrating my work efforts and improving quality in my attempts to balance work with childrearing were sufficient, but I
learned that through work in which one gains trust it is possible to realize thelife one is aiming for. Anyone wrapped up in both work and life will face a variety of challenges. I would like to teach those of my subordinates, both maleand female, who are seeking to balance life and work in such circumstances.

Emi Takabayashi Control Division

Research & Development Center

For an Inspiring Workplace31For a Safe and Energetic Workplace

to make everyone conscious of the need for the active

We plan to expand our Childcare Leave System,

support of female employees. The company’s efforts

Family Care Leave System, and Part-Time Work Dur-and systems for supporting of female employees are ex-

ing Childcare System, and are also planning toplained, examples of how senior female employees took

implement programs such as a Bring Your Child toadvantage of these systems are shown, and talks areWork Day, so that children can get a better understand-given by lecturers from outside the company.

ing about what Mommy and Daddy do at work.

Network Meetings are on each occasion attended
by 30 female employees. The career paths of success-Promoting Childcare Leave for Fathers

ful role models within the company are introduced, anddiscussions are held concerning topics important to fe-

The promotion of the taking of childcare leave by male

male employees, such as career formation, work-life

employees is indispensable toward realizing a goodbalance, and others. In Fiscal 2007, 120 female em-

work-life balance. Male DNP employees have beenployees participated in meeting held in the first half,able to take childcare leave since 2005.

while 150 participated in the second half.

Neither women nor men can smoothly take leave or
return to the workplace without the understanding ofSupport for the Development of the Next
Generation

the people with whom they work. We have createdspecial reports in our in-house newsletters for the promotion of understanding at the workplace, in which weseek to raise consciousness about the taking of child-

2nd Action Plan Efforts

care leave by recounting the personal experiences ofmale employees who have taken childcare leave andWe were certified by the Tokyo Labor Bureau in April

letting readers know what female employees think

2007 as a “Business Proprietor Conforming With Stan-

about men getting to take childcare leave.

dards” in recognition of our support for education as
called for by the Law for Measures to Support the Development of the Next Generation. During the
2nd Action Plan period (April 2007-March 2012)
we shall continue to work to implement systems
and create an environment which will make iteasier for more of our employees to work easily,
while we seek to improve the understanding andfunctioning of our systems.
We get feedback from participants in our efforts to improve the Back-to Work from Childcare
Program, which supports employees so they canfeel secure about taking leave for childbirth orchildcare and smoothly return to the workplace
afterward, and the Kangaroo Club, which is forcommunication among participants about working
and making preparations for work after having
taken childcare leave. These programs get highmarks from our employees.

32

DNP GROUP CSR REPORT 2008

Employee Commentary

Irreplaceable Experience, and New Work
Perceptions

My wife and I discussed my taking
childcare leave before the baby
was born. My wife is a specialist who
takes a lot of business trips, so childcare leave was indispensable toraising our child. I started discussing my upcoming childcare leave
with my subordinates six months before it was to begin, so as to prepare them to take over for me. I had no experience as a bachelor
and was a complete novice even at cooking, so the six months witha child who at the start of my leave was only three-months old was
one surprise after another, and was really an irreplaceable experience. After returning to work I still had to pick up our child at daycare,and sometimes was called away suddenly to deal with fevers andother crises, so I became aware of the importance of handling workrelated risks thoroughly in advance.

Eiji Kumano DNP Digitalcom

Contact Center Solutions Divisionhttp://www.dnp.co.jp/csr/2008/33e.pdf

Further information

Health Maintenance Promotion

We are systematically moving forward with environment enhancement and information consolidation so as
to improve health in the Group overall.

We employ a Total Health System founded on the three

We engage in thorough education about mental

health maintenance pillars of prevention, examination,

health and are building our mental health consultationand treatment, with the goal of supporting the mainte-services, because we believe that mental health mustnance and improvement of the health of our employees

be maintained and improved in the same way as physi-

and their families. The Total Health System meets a

cal health.

broad array of needs, such as consultation about

We are engaging in continuous efforts to improvehealth, nutrition, exercise, nursing care, and mental

awareness and education about mental health, byhealth counseling, and provides a health clinic for ex-means such as distributing guidebooks, informationalamination/diagnosis, comprehensive health testing, etc.

magazines, and our original instructional DVDs, as well

Our corporate culture can be stated as, “Health itself,

as through mental health courses and lectures de-and an approach that values efforts toward maintaining

signed specifically for management-level staff andhealth,” and we focus on health from the long-term per-general employees. We also have increased the num-

spective, emphasizing lifestyle diseases and metabolic

ber of consulting and treatment services available both

syndrome prevention and measures for supporting

within and outside the company, centered on a number

mental and physical health. At the same time, we areof industrial health specialists. We seek to enable astrengthening support for health improvement thatsmooth response by offering prevention, early detec-

meets the individual needs of our employees and theirtion, and treatment opportunities.

For a Safe and Energetic Workplace

Please visit our Website for further information.
Realizing an Energetic Workplace (3)Support for the Development of the Next Generation (List of measures)
Maintaining and Improving Health (List of measures)
Ensuring Safety at the Workplace (List of measures)
Creating a Secure Working Environment

families.

Workplace Safety

Work began in 2007 on the health guidelines encompassing specific health examinations and specificinsurance guidance to be implemented from April 2008.

We engage in risk assessments for the prevention of
workplace accidents. We follow risk evalu-

Industrial Health Physician Commentary

Don’t overlook it, keep
after it, and don’t let up

ation standards based on the analyses wehave performed up to now, and ensure
safety in the course of daily safety activities
through a cycle based on accident riskI

identification, evaluation, and the establish-

seen in its strong support of physical and mental

ment of measures to reduce risk. Our basic

health, as well as in its "don't overlook it, keep after

safety maintenance philosophy is to “focus

it, and don't let up" stance toward employees taking

all knowledge on maintaining and enhanc-

think DNP's signature attitude as a company istheir own initiative regarding health. For example,
employees are notified with all speed of the results of health examinations, anding workplace safety, and always seek

the number of employees getting follow-up testing based upon such results is

improvement.” Operating from the perspec-

increasing. Such after-the-fact measures contribute to health awareness on thetive of safety specialists in addition to thatpart of employees. In addition, given that management during working hours isvery important, as an industrial physician I take particular interest in the "Don'tof our workers, we seek to eliminate risk

overlook it" notion. In addition to telephone and help desk consultation for mental

that has that not yet been rooted out, as

health, the company also works with industrial physicians to provide education forwell as to conduct thorough risk reduction

managers so they can notice signs of mental health concerns in others. Suchmeasures. We also seek to perfect our risk

measures help boost the quality of life of each individual employee.

Hiroshi Mitsuyama

Ichigaya Health Office
DNP Health Insurance Association

management through an analysis of thebasic risk generation factors.

For an Inspiring Workplace

33

For a Safe and Energetic Workplace

Support for Employees Seeking Career Advancement
The diversity of our individual employees is the source of DNP's
strength, by which we continue to grow significantly bychallenging new fields and expanding the stages on which we
perform. The experience cultivated by the individual increases
his/her value in new areas, and we can expect it to spreadthroughout the workplace. The DNP Group has established avariety of systems for matching the ambitions of eachindividual, which increases the energy of the Group.

Systems for Supporting Career Advancement
In-house Recruiting System
The In-house Recruiting System, Self-Reporting System,
In-house Venture System, and In-house Learning in a
Different Department System are designed to expand
the parameters of work and increase opportunities forthe independent selection of work.
In the In-house Recruiting System, personnel withspecialized skills capable of bringing about the realization of new solutions, business development,
technological development, or product development inline with the DNP Group’s business strategy are recruited from within the Group, so as to achieve the effective
use of personnel and the enlivening of organizations.
The employee is given the opportunity to choose his or
her workplace independently, which supports career formation. DNP has had this system in place for more than
10 years, and so far approximately 400 persons havebeen selected out of a total of 1500 applicants.

Self-Reporting System
In the Self-Reporting System, employees fill out a “SelfReporting Form” once annually, in which they describe
the form they would like their career to take and note thekind of self-realization steps and workplace transfers
they desire toward that end. That report is then submitted to the employee’s superiors, who can then offer
guidance and training to their subordinates throughcommunication, while hastening the building of the employee’s awareness in regard to the practice of proactive
self-realization. It also promotes a free and vigorous atmosphere and deepens the relationship of trust.

In-house Venture System
Shifts in business models continue apace in a management environment that is experiencing rapid changes,
such as digitalization, networking, personalization, andglobalization. The rapid creation of new business has

34

DNP GROUP CSR REPORT 2008

Further information

http://www.dnp.co.jp/csr/2008/35e.pdf

For a Safe and Energetic Workplace

Please visit our Website for further information.
Support for employees seeking career advancement
Systems for Supporting Career Advancement (List of measures)
Practical and Diversified Training Programs(Diagram of training systems)

Group companies established through the In-house Venture System
Company nameDate establishedType of business

CP Design Consulting

April 1, 2002

Personal information security consulting business

M's Communicate

September 12, 2003

Consulting business related to customer membership services

At Table

September 1, 2004

Sales promotion support for supermarkets

Mobile IMPULSE

January 11, 2005

Retail distribution through mobile phone shopping sites

YouTooJanuary 23, 2006

Mobile phone website operation featuring soccer and other sports content

been necessary for some time, and the In-House Venture System, which was inaugurated in 2000, is a

Practical and Diversified Training Programs

program we have implemented to unearth the seeds of
new businesses buried within our company and to
make active use of the ideas of our employees. Under
this system, an employee submits a new business idea,
and if it passes an in-house examination DNP provides
a variety of forms of support, such as funds, personnel,
and equipment, with the employee that came up with
the idea of running the business as a manager. Thissystem provides career formation opportunities for employees and enlivens the corporate culture. Fivecompanies which successfully underwent the examination process have been established since theintroduction of this system.

In-House Learning in a Different Department
Under this system, an employee can take the initiative inrequesting the opportunity to accumulate experience inanother department or office for a fixed term, after which
the employee returns to his or her original position andputs the new knowledge and skills into practice. Thissystem expands the range of work that the employee
can undertake, and also improves quality.
During the employee's tenure at the transfer department, the superiors there provide support for thevisiting employee’s goal attainment, and afterward boththe employee and the superiors at the employee’s original and transfer departments discuss the situation
thoroughly so as to ensure appropriate reassignment
after the employee has returned.

We aim to cultivate employees capable of creating theirown future vision and acquiring the skills to attain it, andwho can work with people both in and outside of thecompany as confident and responsible professionals
functioning independently in their field.
DNP offers a variety of practical and diversified training programs for acquiring the necessary basic skills andspecialized knowledge for each field, as well as for thedevelopment of human skills and conceptual skills, so as
to support the career designs of each individual.
DNP also conducts practical courses in communication skill enhancement for managers and leaders, so as
to deepen their understanding concerning the need for a
career development system that enables their subordinates to display their abilities to the fullest.

Employee Commentary

I am using the museum
curator degree I received atuniversity.

My previous job involved planning and sales
promotion for DM and brochure DB
creation, but I wanted to use the degree inmuseum curator studies I had acquired at art college in the field of corporate
art sponsorship, so I applied through the In-House Recruiting System.
My current work involves operating the Louvre - DNP Museum Lab,
which is part of DNP's overall corporate art sponsorship program. While thecontent of my current work is completely different from what I had been
doing, there are many connections with the experiences and human network
I had developed in my previous job, because both are within the same DNPGroup; it wasn't as if I was starting from scratch. By taking an interest in the
In-house Recruiting System one can be spurred to consider many careerformation possibilities, and I hope that many others will use that system
actively as a means of re-focusing on their careers.

Kyoko Ishibashi ICC Division

MF Promotion Office

Support for Employees Seeking Career Advancement35

As a Good Corporate Citizen

Social Contributions
DNP is making progress in our social contribution efforts
under the motto "Just Like DNP" in areas related to ourcore businesses, such as printing technology and graphic
arts, as well as through efforts rooted in local
communities. The DNP Group participates actively as agood corporate citizen in efforts to realize a rich society
and sustainable growth.

DNP's Corporate Philanthropy,
with a Focus on Art

Graphic Art Design Exhibitions and Gallery Talks
Graphic design is design that conveys information using printing as a medium, and exists as a collaboration
with printing. As such it is the form of art that is closest
to the business of DNP.
DNP opened “ggg” (Ginza Graphic Gallery) in Tokyo’s
Ginza in March 1986 as the first gallery dedicated tographic design, and it continues to function as the foundation of our cultural activities. The gallery holds design
exhibitions focusing on graphic design and printing

Third-Party Commentary

DNP's Corporate Philanthropy and
DesignT

he DNP Group's corporate philanthropy has made great contributions to those of us in the graphic design world through the
Ginza Graphic Gallery (ggg), which was launched in March 1986,
and the Osaka ddd Gallery, which opened in 1991. The ggg was
proposed by the late Ikkou Tanaka, and DNP President Yoshitoshi
Kitajima made the bold decision to open the gallery in a prime location in Ginza. It is currently hosting its 262nd graphic arts exhibition,and the exhibitions it holds have improved the status of graphic designers both in Japan and throughout the world. There have up to
now been 84 volumes, published by gggBooks, of collections of theworks of the graphic designers exhibiting at the gallery. In addition,
the DNP Graphic Design Archive continues to grow, and its exhibitions at 7 locations worldwide have prompted tremendous
responses. These activities have deepened awareness of graphic
arts immeasurably and are agreat credit to DNP.

Kazumasa Nagai
Graphic Designer

36

DNP GROUP CSR REPORT 2008

Further information

http://www.dnp.co.jp/csr/2008/37e.pdf

themes on a monthly basis, introducing the creative

International Exchange Through Archived Graphic

works of artists and designer groups from Japan and

Artworks

As a Good Corporate Citizen

Please visit our Website for further information.
The DNP Group Social Contribution Policy
DNP’s Corporate Philanthropy, With a Focus on Art
Galleries and Websites

throughout the world. The gallery also holds lectures(Gallery Talks) by graphic designers, art directors, andThe DGA (DNP Graphic Design Archive) was estab-others for the general public as well as for students.

lished in 2000 with the goal of accumulating, storing,

Up to now a total of 464 design exhibitions havemaintaining, and providing information about works ofbeen held at the three galleries- the ggg, the ddd ingraphic design. The “Exhibition of Today's Japanese

Osaka, and the Fukushima/Sukagawa CCGA (Center

Posters,” which consists of works kept at the DGA,

for Contemporary Graphic Art)- and these have attract-

toured Germany, Switzerland, the Czech Republic, anded more than 1.15 million visitors.

Poland from February 2006 through April 2008. A total

In 2008, we received the Special Jury Prize in the “De-of 147,500 visitors viewed the exhibition at 7 major

sign Books” category at the 6th Takeo Awards for ourvenues, which included national galleries and muse-efforts and meritorious service in publishing gggBooks (84ums.

volumes in publication) over the
20-year history of the ggg, as
well as other design-related
books.

ggg

ddd Gallery~ Digital Pen Oil Painting Creation ~COLUMNWorkshop: "16th Century Venetian Artists Workshop"

CCGA

W

e held a workshop aimed at helping local children become acquainted with paintings,
consisting of actual Louvre Museum children's activities modified for use by the Louvre DNP Museum Lab (see p.38). After learning about 16th Century oil painting techniques andequipment through a high-definition theater presentation, the children were able to get to know
oil painting by using digital pens incorporating the latest in IT technology.

Social Contributions

37

As a Good Corporate Citizen

Artscapeby 21,000 visitors, have been held so far, along with 27
lectures and events attended by 889 visitors.

The DNP Museum Information Japan- Artscape website

In addition, workshops and lectures for local children

was created in 1995 to provide a wide variety of infor-

and educational institutions were held in Fiscal 2007,

mation about art museums and art, primarily

with the goal of promoting communications with local

concerning exhibitions throughout Japan. Each monthcommunities via the arts. We intend to continue operat-

the Japanese version is updated twice, and the interna-

ing the Lab as a museum that is open to everyone.

tional (English) version once. The site is very popularwith art fans, receiving around 130 million page views
monthly. In November 2005 it received the “2005 Japan
Mecenat Award- Award for Art Information and Culture”(Industrial Philanthropy Association) for continuous efforts at the forefront of art information.

Louvre - DNP Museum Lab
The Louvre - DNP Museum Lab, a joint project of DNP
and the Louvre Art Museum, was inaugurated in October 2006 at the DNP Gotanda Building in Tokyo. The
Lab exhibits works from the Louvre, and in addition
provides a variety of information about them throughmultifaceted presentations employing DNP’s imaging
and information technologies, the goal of which is to of-

COLUMNfer new ways of viewing art. Three exhibitions, attended

3rd Exhibition: The Madonna of the Rabbit - A Sacred PoemThe Students of the Lycée Franco-Japonais de Tokyo
Visited the DNP's Lab

A

s part of their school studies, students of the Lycée Franco-Japonais de Tokyo came to the
Lab to view the famous painting, the Madonna of the Rabbit, from the Louvre collection in
their home country. The students were able to deepen their appreciation of the painting while
enjoying the latest in art appreciation systems and very interesting digital content. In addition,
after the viewing Louvre Director Loyrette was invited to provide a wide-ranging Q&A session
about what it is like to work in a museum, how to enjoy paintings, etc.

The Madonna of the Rabbit and a Christmas Concert

E

mployees, their families, and local residents were invited to enjoy Christmas with a viewingof the Louvre - DNP Museum Lab's 3rd Exhibition, The Madonna of the Rabbit by Titan, as
well as concert. The concert was performed by the DNP Group Philharmonic Ensemble, which
was formed in 1999 and is composed of DNP Group employees and their families, and thejoyous music echoed through the office building in the December night.

38

DNP GROUP CSR REPORT 2008

As a Good Corporate Citizen

Domestic Social Contribution

Environmental Conservation Support for the Shiretoko
World Natural Heritage Site

Donation of Tableware to Disaster Relief Organizations

Hokkaido Coca-Cola Bottling has in-after the Niigata Earthquake

troduced environmentally-friendly
and scenery-appropriate vending

DNP Techno Polymer, which manufactures molded plas-machines and delivery vehicles intic goods, donated 60 sets of plastic tableware madesupport of environmental conserva-

from recycled PET bottles as relief supplies in the after-tion activities in Shiretoko, which has

math of the Niigata-Chuetsu Offshore Earthquake in Julybeen designated a World Naturalof last year. This tableware, developed and produced by

Heritage Site. In addition, the com-

DNP Techno Polymer, has superior heat-resistance, in-pany concluded an agreement withsulation, and impact-resistance qualities, and was sent

Sharichou by which a portion of the proceeds from vend-

through the offices of our partner, the Sawayaka Welfare

ing machines in Sharichou will be donated toward

Foundation of Tokyo, to Yoshikawa-Tasukeai, an NPO

environmental conservation activities in the Shiretoko re-handling health and welfare activities and town revital-gion. In May 2007, a donation in the amount ofization in stricken areas of Niigata-Chuetsu. The NPO

JPY1,082,575, which was taken from the money depos-

used the tableware in its meals-on-wheels service.

ited in vending machines by users (approximately 1.08

Donation to Sharichou

million people) was donated to Sharichou. This money is
being used for conservation of the environment of theShiretoko World Natural Heritage Site.
Hokkaido Coca-Cola Bottling then went on to enter
into a similar agreement with the town of Rausucho,
which contains Shiretoko, in May 2007. These efforts
comprise part of our contribution toward protecting the
Donated tableware made fromrecycled PET bottles

natural environment of Shiretoko, and living in harmony
with nature.

Third-Party Commentary

Rapid Support Continues to Impress
We of the Sawayaka Welfare Foundation (Chikara Horita, President) have been putting all of our efforts in tocreating "a society in which every person communicates and helps each other actively" since the founding of ourorganization in 1991, and have been receiving a great deal of support from DNP Techno Polymer since the time of
President Kawajiri.
In spring of last year we were told that plastic tableware made from recycled PET bottles with superior heatresistance, insulation, and impact-resistance qualities had been developed, and that they would like to try out its use by senior citizens at
welfare facilities. When we introduced it to organizations affiliated with Sawayaka we got a bigger response than anticipated. We had juststarted trying to get more of it when the Niigata Chuetsu Offshore Earthquake struck on July 16. We were getting damage information fromeverywhere in the vicinity, and we heard from Yoshikawa-Tasukeai, which handles meals-on-wheels in Joetsu City, that all of their tableware
had been broken in the earthquake. As soon as we asked for support, taking precedence over other organizations, they immediately got theirinventory together and sent an express shipment of 60 sets.
The ability to continue the meals-on-wheels service for senior citizens in the stricken area was a source of great relief to both the people
receiving the service and their families, not to mention being able to get the meals with good tableware. People are still impressed with thesupport they received.

Yoshio Takano Sawayaka Welfare Foundation
Director

Social Contributions

39

As a Good Corporate Citizen

Social Contribution Overseas
Participating in a Meal Delivery Service

Participating in the Region Contribution Programat Industrial Estates
DNP Indonesia has for some time supported local programs, such as providing scholarships for middle andTien Wah Press, located in Singapore, decided that nothigh school students and distributing notebooks to pri-

only would they donate funds, they would do actual

mary school students, as a member of the Karawang

physical work in contributing to society. 31 of Tien Wah’s

International Industrial City Community Association.

employees take part in the “Meals on Wheels” efforts of

Now they are trying to contribute to increasing local

Touch Community Services (TCS), delivering meals tofarm productivity, which is the main local industry, andseniors and physically-challenged people living alone.

toward helping the local community become self-suffi-

Once a week, over a six-month period, the employees

cient through a new program called the “Desa Telagatake around 2.5 of their working hours to deliver meals,

Agro-Enviro Education Park.”

using their own cars and paying for fuel themselves.

With the help of Bogor Agricultural University, thisIn addition, when during the preliminary test run the

program provides technical guidance and technology

employees saw the conditions in which the recipientstransfers to support farming, aquaculture, animal hus-of the program were living, they collected S$2,000 frombandry, forestry, and similar activities. DNP Indonesia isthe company and S$1,509 in employee con-taking the lead, throughtributions and donated it to TCS to help pay

tree-planting and otherfor beds and mattresses.

programs, among Japanese companies in lending its support to thisprogram.

Tien Wah employees delivering meals.

Planting a rare tree in commemorating
the start of the program.

Employee Commentary

We want to be useful in helping local communities develop
sound self-sufficiency.

The mission of DNP Indonesia since its founding in 1972 has been to spread our packaging culture and todevelop along with the economy of Indonesia. During that time we have been able to offer better packaging in
the region, and we are proud to have helped create a safer, healthier, and more convenient living environment.
While the rich natural environment and abundant natural resources of Indonesia have supported economic growth,
in recent years there have been many occurrences of serious droughts and major floods due to climate change brought on by deforestationand global warming. This causes a lot of trouble to local communities every year, and is now clearly seen as a cause of the gap between richand poor which has accompanied economic development as well as an social injustice. DNP Indonesia seeks co-prosperity and co-existencewith the region, and we want to contribute as best we can to helping local communities develop sound self-sufficiency; therefore, we chose toparticipate in the Regional Contribution Program. We shall continue to seize every opportunity to participate actively in regional contribution
activities, so as to leave a rich society for coming generations.

Shuuichi Kobayashi DNP Indonesia
President

40

DNP GROUP CSR REPORT 2008

As a Good Corporate Citizen

Development of a Bioreactor for the Stable Supply of

Social Contribution Through Our Business

Viable Fertilized Eggs in Animal Husbandry

The World's First Commercialized Cell Pattern Culture

In recent years there have been an increasing number of

Substrate, an Invaluable Tool in Cell Therapy

attempts to transplant fertilized eggs extracted from beef
cattle into dairy cattle, so as to increase beef cattle pro-

Our Biomaterials Lab, which engages in joint researchduction (in particular that of high-quality indigenous

with the leading biology research institutes, has im-

Japanese Black Cattle). Nonetheless, one issue that has

proved the capillary formation technology that wasarisen is the stable supply of viable fertilized eggs. DNP

developed by the Nanomedicine DNP program en-

has been engaged in the research and development of a

dowed by DNP and established at the Tokyo Medicalbioreactor-based cultivation system capable of the effi-

and Dental University in 2005. We now have developed

cient mass production of high-quality fertilized eggs fromsurface patterning technology that allows the place-

Japanese Black Cattle and other breeds. We are now atment, propagation, and control of non-capillary cells as

the stage where the cultivation and stable supply of high-well. All of the basic conditions necessary to the com-quality fertilized eggs nearly the same of those produced

mercialization of this patterning technology as anaturally can be anticipated, because we possess a struc-product, such as cultures, storage stability, and the ste-ture that mimics the microenvironment that exists within arility of the various types of cell used at medical

cow’s body. This provides for new possibilities for a fresh

research institutions, have been fulfilled. Exhibitions

meat industry that is considering exports, and at the sameand samples of the product have received favorable

time contributes to food safety by permitting traceability

evaluations, so the world’s first commercialized cellthrough the individual control of fertilized eggs.
Construction of the bioreactor employs DNP’s own

TMpattern culture substrate, the “CytoGraph ,” went on

microprocessing technology, while the quality of thesale in May 2008.
This cell pattern culture substrate is a tool that al-

fertilized eggs is monitored through image processing

lows the highly efficient growing and evaluation of cells,

using our IT technology. Each of DNP’s operations con-and is an invaluable instrument for applied research fortributed its own technology, with design and production

cell and tissue therapy. There is a strong possibility thatof the bioreactor handled by the R&D Center, configu-

it will also be used in the future in the growth and eval-ration of the cultivation system handled by theuation of human stem cells and iPS cells (induced

Technology Development Center’s Production Technol-

pluripotent stem cells) used in regenerative medicine.

ogy Lab, and image processing software development
handled by the Media Technology Research Center.
This research was adopted in Fiscal 2007 as a 5-year
project by the Agriculture, Forestry and Fisheries Ministry,
and is being implemented by a consortium consisting of

CytoGraphTM

the Institute of Industrial Science, the University of Tokyo,

Culture area

the National Livestock Breading Center, and DNP.
Cells do not adhere to this area.

Beef Cattle Production Progression
Obtain eggs
Obtain fertilized
eggs

In vitro fertilization
Fertilized egg
incubation

Transplant into a surrogate
mother Delivery of calf

DNP Bioreactor Cultivation System

Fattening

Delivery as
fresh meat

Fertilized egg incubation compartment• High quality fertilized eggs
• Individual control• Automation• Imaging analysis

Fertilized eggs

Can be used in separate experiments.

*CytoGraph TM: Our trademark combines "Cyto" (cell)with "Graphic."

Incubation fluid

cells from the uterine lining
or fallopian tube epithelial cells

on

ll

Ce

d

tro

in

ti
uc

Incubation fluid perfusion supply compartment

Social Contributions

41

For Environmental Conservation and a Sustainable Society

For Environmental Conservation
and a Sustainable Society
As a manufacturer we are constantly thinking about how to coexist with the global environment. The gifts of nature are precious,
and we seek to coexist with nature so we can pass its gifts on to the next generation. Our efforts to do so are of primary importanceto us now in the 21st Century, which is referred to as the "Environmental Century."
We continue to do what we can for the environment day in and day out, as required by our DNP Group Code of Conduct, whichstates that "We shall strive to use resources effectively without destroying or polluting the global environment, so as to pass on abeautiful planet to the generations that follow."
We shall endeavor to lead the way in ensuring the future prosperity of mankind.

42

DNP GROUP CSR REPORT 2008

Response to
global warming

Elimination of
toxic substances

Consideration of
biodiversity

Provision ofenvironmentallyconscious products

DNP Group
Reduction of emissions of
PRTR-listed substances

Reduction of air
and water pollutants

Reduction ofenvironmental impact

Switch to low-CO2
emissions energy

Response to chemical
substance (RoHS, REACH)

Reduction of greenhousegas emissions

Reduction of atmosphericemissions of VOCs

Introduction ofrenewable energy

Rational use of energy

Introduction of
hybrid vehicles

Environmental conservation
management based onvoluntary standards

Promoting modal shift

Distribution efficiency

Materials

Production
Division

Distribution
DivisionControl of chemicals
in materials

Research
Division

MarketingSales
Promotion
Division

Installation andimprovement of
low-environmental
impact facilities

Development ofenvironmentallyconscious productsINwastewater
treatment facilities,
odor reduction equipment,
solvent collection
equipment

Practicing LCA

Use of recovered heat

Soil

Undesiredmaterials

Separation and collectionof office paper

Re-useUse of recovered solvent

OUT

Promote sales ofenvironmentally conscious
products and improved
environmental awareness

Water

Offering value to society

Reduced production ofundesired materials throughimproved production efficiency

Promoting green purchasing

Energy/Water

Air

Environmentally conscious products

Environmental
conservation

Recycling

Effective useof resources

For Environmental Conservation and a Sustainable Society

Sustainable for Society

Promoting zero emissions

Use of recycled water

Waste
Environmental accounting

Establishment of voluntary plans

DNP Group’s Own Environmental Management System
Eco-report System• Eco-report • Site Eco-reports • Internal environmental audit (Eco-Audit) • Environmental education

For Environmental Conservation and a Sustainable Society

43For Environmental Conservation and a Sustainable Society

Global Warming Prevention Efforts
People throughout the world are applying their knowledge
and efforts to guarding our irreplaceable Earth, while efforts
to prevent global warming are taking placing in all thecountries of the world.
We at the DNP Group are making efforts in all areas,
including planning, design, purchasing, production, andGreenhouse Gas Emissions Reduction

distribution, to reduce greenhouse gas emissions. One of
DNP's most important missions is protecting the health ofpeople and contributing to a safe and secure society.

Switching to low CO 2 emissions fuels
The DNP Group is making progress in the switch to
low-CO2 emissions fuels so as to reduce emissions ofgreenhouse gases such as CO2. We have been making
the switch from diesel, kerosene, and similar high-CO2
emissions petroleum fuels into low-CO2 emissions utility
gas and LPG (liquefied petroleum gas) since 1990. In
2007 we continued with
our efforts in this regard,
switching the Okayama
plant from LPG to LNG(liquefied natural gas),
which causes even fewer
CO2 emissions. The
Okayama plant had beenusing 14,000 tons of LPG
annually, so we expect thisLNG tank of Okayama Plant

switch to result in an annu-

Changes in fuel compositiona15%
FY1990g
285,000kl
67%(Unit: kl (converted to crude oil))

a 2%

b
2%
c
13%

FY2000b 0.2%
c29%g455,000kl
64%

d 5%

d
3%

a 0.5%

b 0.4%

FY2005a 1.8%

c31%g
517,000kl
62%

FY2007d 6%

44

DNP GROUP CSR REPORT 2008

fuel oil

d)

LPG

b)

kerosene e)

LNG

c)

utility gas f)

steam

c
27%

g 563,000kl
64%

d 4.5%
f
2%

f
0.9%
a)

b 0.2%g)

e 0.9%

electricity* Greenhouse gas emissions volume
Electricity use, fuel use/combustion, burning of waste, atmospheric emissions of
HFC / PFC / SF6 from plants, as well as greenhouse gas emissions due to the fueluse and running of DNP Logistics trucks are calculated according to the "Greenhouse gas emissions calculation and reporting manual Ver. 2.1" (Published June

Greenhouse gas emissions volume and per-unit CO2

involved in making the switch has been progressing on

emissionsschedule since last autumn, and was completed by the
beginning of the year. CO2 emissions were reduced by

The DNP Group’s overall greenhouse gas emissions*more than 2,000 tons in FY2007.

in FY2007 were 1,025,000 tons. This breaks down as

At the same time, our use of fuel oil increased due

follows: Energy source CO2 emissions, 983,000 tons;

to the increase in our aggregate accounting range due

non-energy source CO2 emissions 36,000 tons; meth-to our M&A activities. While some of the new acquisi-

ane converted to CO2 emissions equivalent, 60 tons;

tions have already been switched to electric, we will

CO1 emissions, 890 tons; SF6 emissions, 5,290 tons.

continue to make the switch to gas.

There were no emissions of HFCs or PFCs.
Per-unit* CO 2 emissions in FY2007 amounted to24.6 tons-CO 2 /1 billion yen, a reduction of 2.3% incomparison to fiscal 1990. We continued to make efforts in FY2007 to reduce CO2 emissions by using less

For Environmental Conservation and a Sustainable Society

al emissions reduction of 7,000 tons of CO2. The work

energy for air conditioning and power, switching to lowemissions fuels, improving production line operations,efficient co-generation, etc. In FY2008 we will continue

Oil and Kerosene Usage(Unit: kl (converted to crude oil))sions by continuing with the switch to low-emission

60,00050,000

our aggressive efforts to limit greenhouse gas emis-

In descending order:
Kerosene
Fuel oil

48,400

fuels, introducing energy-saving equipment such as inverters, and improving production efficiency.

40,00030,00018,90020,00011,60010,40010,000

Employee Commentary

4,300 3,300
0

1990

1995

2000

2005 2006 2007

We have switched to lowCO2 emissions liquefied
natural gas (LNG).
We had been using LPG (liquefied petroleum gas) to run the boilers, ventilation and other equipment at our Okayama plant, but by switching to lowCO 2 emissions LNG (liquefied natural gas) we were able to cut CO 2
emissions by 2,100 tons (CO2) in the first term of 2008. This is helping us
reduce our environmental impact.
The problem of global warming became a big issue worldwide last year,
and we have made it our mission to make the fuel switch as quickly as
possible. We have put a lot of effort into reducing the time it takes to convert our entire operation. From now on we will work to reduce our energy
usage (absolute amount), and will keep trying to reduce CO2.

Green Power Certification

Hiroshi Sugita Technology Department

DNP IMS, Okayama Plant No. 1, Production

We have started using Green Power (1 million kWh annually). The printing of
this Report was powered by "natural" energy (930kWh).

29, 2007; Ministry of the Environment and Ministry of Economy, Trade and Industry). Electricity emissions coefficients for 2006 and 2007 are according to
FY2006 values published by the Ministry of the Environment on September 27,
2007; for other years those published in the environmental reports of the electriccompanies are used. All emissions volumes are converted to CO2. Also, the“Guideline for Greenhouse Gas Emissions Calculation for Businesses(Draft Ver. 1.6)” (July 28, 2005, partially revised; Ministry of the Environment) is followed in recalculating the greenhouse gas emissions amountstandards, etc., in regard to the changes in the calculation range due to
Global Warming Prevention Efforts
the change in our aggregate accounting range resulting from M&A.

45

For Environmental Conservation and a Sustainable Society

Greenhouse gas emissions volume

1,200

1
37

1,000
1
44

800
600
400

(Unit: 1,000tons-CO2)

In descending order:
Other
Non-energy source CO2 emissions
Energy source CO2 emissions

In FY2007 the Group’s overall shipping volume was
388 million ton-kilometers. The Group used 32,000
16 1,057
34

865

6

1,025

kiloliters of energy (converted to crude oil), with CO 2
emissions of 81,000 tons. Per unit fuel use for transport(amount of fuel used/sales) was 1.98 kiloliters/JPY100

36

million, a reduction of 7.9% over the previous year.
We continued to implement distribution-related envi-

517

0
0

1,069

Efforts in Shipping

1,030

820

1,007

983

ronmental impact reduction measures such as the
optimization of transport routes, improved efficiency

517

through digital tachometer installations, an idling-stop

200

campaign, a modal shift to rail transport, and the intro0

1990

2000

2005

Per-unit CO2 emissions

2006

2007

(Unit: tons-CO2/1billion yen)

duction of hybrid vehicles.

Anti-global warming measures at offices and homes

300

252

250

220

227

232

246

The DNP Group has participated in “Team Minus 6%,”a program encouraging CO2 emissions reduction efforts both at the office and at home, since 2005. Nine200

of our facilities participated in the “CO 2 Reduction/
150

Lights Down Campaign” in FY2008 as well.
The DNP Group also participated in the “Refuse

100

Shopping Bags” campaign initiated by the Green Pur50

COLUMN0chasing Network in October last year. Employees
shopping at company shops participated in “No Shop1990

2000

2005

2006

2007

The DNP Gotanda Building Wins the Greening Grand PrizeThe DNP Gotanda Building, which was completed in 2006 and is the first skyscraper in the
DNP Group, won the "Green Grand Prize" in the Shinagawa-ku "Green Award System."This system awards buildings incorporating the best greening measures, and the Gotanda
Building won this time for having the best design while maintaining a large area of greenery,
and for creating a common space for the local citizens to feel refreshed. The building was given
special mention for creating an abundant green space in the community.
C Photo Tom Fox, SWA Group

Tsuruse Plant Awarded a PRTR Honorable Mention

T

he Tsuruse Plant was awarded a PRTR Honorable Mention in the 4th Chemical Management and Risk Communication "PRTR 2007 Awards" held at the Center for Environmental
Information Science. The plant was recognized for its aggressive efforts in chemical management, such as the installation of solvent collection equipment and non-toluene construction
materials, as well as for its communications with Saitama Prefecture and the local citizenry.

46

DNP GROUP CSR REPORT 2008

* Per-unit CO2 emissions: This is direct CO2 emissions volume from plants throughenergy use divided by production output. Production output indicates businessactivity, and added value is distributed to the direct amount according to the ratio of
the energy amount for direct emissions and the energy amount for indirect emissions.

Further information

http://www.dnp.co.jp/csr/2008/47e.pdf

ping Bags” efforts, broadly reducing the use ofcounting of plants still using fuel oil. Also, nitrogen

shopping bags from 90% to just 10%. This was byoxide emissions, which are caused by the burning ofMarch equivalent to a reduction of a total of around 6.4

fuel, are being reduced through our efforts to install low

tons of CO2.

NOx burners, but these emissions have increased because of an increase in energy usage in comparison tolast year.

Reducing Environmental Pollutants
Reducing air pollutants

Reducing VOC emissions
The Revised Air Pollution Control Law, which was enacted in April 2006, strengthened emissions controls on

The Air Pollution Control Law specifies substances

VOCs (Volatile Organic Chemicals) emitted from print-

such as toxic air pollutants and ozone depleting sub-ing processes and other processes. Printing processes

stances, including sulfur oxide (SOx) and nitrous oxideuse VOC-containing materials such as ink, solvents,(NOx), as well as volatile organic compounds (VOC),

adhesives, and cleaners, and the DNP Group is mak-as air pollutants. These substances have an impact on

ing efforts not only to regulate concentrations but also

health and the global environment, causing problems

to reduce emissions overall. We have been switchingsuch as urban ozone formation and ozone layer deple-

to substitute products with a lower environmental im-tion. We at the DNP Group are working hard to monitor

pact and installing equipment for VOC treatment andand reduce emissions of such substances.

collection. These efforts have resulted in a 52.1% re-

We are making progress in our switch from dichloro-

duction, to 11,104 tons, in comparison with 2002, whichmethane to water-based cleaners in our printing

is used as the yardstick for performance. This emis-

process, and in FY2007 our total atmospheric emis-

sions total breaks down to 890 tons of substances

sions fell from the 2001 level of 53 tons to just 1 ton.

regulated by the PRTR Law, and 10,214 tons of sub-Also, dioxin emissions, which are created by the burn-stances not covered by that law.

For Environmental Conservation and a Sustainable Society

Please visit our Website for further information.
Reducing Environmental Pollutants
Dichloromethane emissions trend/Dioxin emissions trend/CFC
substitute emissions trend/SOx emissions trend/NOx emissions
trend/VOC emissions trend
COD emissions trend/Nitrogen emissions trend/Phosphorous
emissions trend
Chemical Substances subject to the PRTR Law

ing of waste, were completed eliminated in small
furnaces due to strict burning controls. Currently, atmo-

Reducing water pollutants

spheric emissions from large furnaces, which havebeen brought up to the 2002 control standards, were

We detoxify and reduce the pollution load of the waste-

6.9 mg-TEQ in FY2007 for the 6 furnaces currently inwater from our industrial processes and dining halls by

operation.

using purification tanks and wastewater treatment

While we do still use some of the ozone-depleting

equipment. We implemented reduction measures, suchchemical HCFC-141b (1,1-dichloro-1-fluoroethane) as

as changing out the filtration membranes and absorb-a cleaner, our FY2007 emissions fell to 5.3 tons, a 47%

ing agents in wastewater processing equipment,

reduction over the previous year.

improving the wastewater treatment in the kitchens,

Sulfuric acid emissions result from burning fuel oil

and reducing the organic materials in rain runoff, but

and kerosene containing sulfur. The switch to low-sulfur

the volume of wastewater still increased, accompanied

utility gas from high-sulfur fuel oil and kerosene for fir-by an increase in COD*, nitrogen, and phosphorous

ing our boilers has resulted in a reduction of sulfuric

emissions.

acid emissions, but due to our M&A activities we have
had an overall increase in atmospheric emissions to85.3 tons due to the inclusion in our aggregate ac-* COD: Chemical Oxygen Demand

Global Warming Prevention Efforts

47

For Environmental Conservation and a Sustainable Society

Building a Recycling Society
We seek the effective reduction of environmental impact by selecting and purchasing materials according to our Green Purchasing
Policy, and by working to reduce undesired material output throughthe effective use of resources in our production processes. DNP is
taking part in the production of more and more environmentallyconscious products as the demand for such products increases; weare engaged in designing easily recyclable products, making more
use of biomass materials, etc.

Offering Environmentally-conscious Products
Development and Sales of Environmentally Conscious
Products
The DNP Group created the Environmentally-Conscious products Development Guidelines to direct fromthe design stage to the creation of environmentallyconscious products, so as to reduce the environmental
impact of our products throughout the lifecycle. We offer solutions, such as reduced environmental impact
products, in each area of business so as to realize asustainable recycling society.
Our sales of environmentally-conscious products
reached JPY315.4 billion in FY2007 (JPY265.8 billion
in FY2006). In particular, we have seen increased salesof Resin BM Color Filters (LCD color filters using a resin black matrix instead of metal), PET-G cards (cards
made of non-PVC “PET-G” material), and printed materials using Forest Certified paper (paper certified ashaving originated in forests that aremanaged according to environmentally sound practices).

PET-G card

Sales of environmentally conscious products(Unit: 1 billion yen)

350
300

In descending order

315.4

Other
Electronics

250

Lifestyle and Industrial Supplies
Information Communication

49.2

265.8

256.6
38.4

44.2

113.1

110.3

89.0

86.2

200
150

30.1

27.4
100

49.4

35.6

50
0

144.9

164.0

140.4

69.9

67.7
2004

2005

28.1

25.1

16.1

14.6

9.7
2003

93.1

2006

2007

* Categorization of the 4 operations was changed, and sales are listed foreach FY according to the new classification.

48

DNP GROUP CSR REPORT 2008

Further information

http://www.dnp.co.jp/csr/2008/49e.pdf
Please visit our Website for further information.
Offering environmentally-conscious products
Environmentally-Conscious Product Development Guideline

Up until now, BMs have used metal, such a single thinmetallic chrome layer or a chrome/chrome oxide thincomposite layer, but the formation of these thin layers

Resin BM Color Filter

requires a vacuum process, making for high production
costs. In addition, these BMs pose environmental con-

The color LCD panels used in LCD TVs and other equip-

cerns because the chrome has to be disposed ofment create color images by the passage of light throughproperly in order to avoid environmental impact.

a color filter (CF) which lines up with the red, green, andIn response to this, DNP has been leading the way

blue minute pixels. Contrast is improved and a vivid im-in developing resin BM color filters that use no chrome.

age is created through the use of a black matrix that

We have developed a product in which a film onto

shields the light between each of the CF color pixels.

which nanosized light-blocking particles are dispersedon photosensitive resin is patternedon the substrate. This both
reduces environmental im-

Composition of a color LCD panel

For Environmental Conservation and a Sustainable Society

Environmentally-Conscious Product Example

pact and cuts costs.
Color filter portion
RED
BLUE
GREEN

Colored layerBlack matrix(light shielding layer)
ITO (transparent electrode)Liquid crystal layer

Color filter for use with LCD displays

TFT array substrate

Active terminal(transistor)
Scan signal line
Light (Backlight)

Black matrix

Data signal line

Employee Commentary

We have attained reactivity even to weak lighton a light-shielding BMT

he resin BM uses technology similar to that of photo engraving. We harden the required portions of thematerial with light (UV), and the unneeded portions are removed through developing. The role of the black
matrix is to block 1/10,000 of the light. Because it is a film through which light cannot pass, the middle of the film is not hardened by the UV
light because the light does not reach it. We had been searching together with materials manufacturers for everyday materials with the qualityof reactivity even to extremely weak light, so as to gain compatibility between the conflicting characteristics. We developed a method by which
we devised a way to use developing equipment for mild and even developing that leaves a slightly hardened portion.
During the development period (beginning over 10 years ago), only DNP successfully produced such a BM. We created a 24-hour system
so as not to cause difficulties with our customers' product development, and poured a variety of efforts into it so as to pass the strictest testing
standards. At this point it is indispensable technology for IPS-type LCD panels, and provides support for the current golden age of LCD
television.

Keizou Ishikawa Display Components Operations
Production Department No. 1

Building a Recycling Society

49For Environmental Conservation and a Sustainable Society

Development of products using LCA

Environmental Label Certification

Society now strongly demands the reduction of environmental impact. DNP has introduced LCA (Life Cycle

Proper disclosure of environmental information about

Assessment), which evaluates the form and degree of

products

the environmental impact of a single product over its
entire life cycle, and seeks ways to make improve-

We have acquired environmental labeling, such as

ments. The LCA system has been incorporated into

Eco-Mark, CoC certification, and EPD, and are working

product development.

to expand the number of such products. The Eco-Mark

The LCA is a method for quantitatively evaluating

is granted to products that are valuable in terms of en-

the resource investment and environmental impact, as

vironmental conservation, and our “S-mail recycled

well as the effect on the planet or the ecosystem, that apaper type” (pressure-bonded postcard). CoC certifica-

certain product or service exerts over the course of its

tion guarantees that the pulp used in making thelife cycle. “Life cycle” here encompasses everything

printed materials is Forest Certified, meaning it origi-

that takes place during the existence of the product ornated in forests that are managed according toservice, from resource extraction through manufacture,environmentally sound practices. CoC certification has

transport, use, and the return of all waste to the Earth.

been acquired by a total of 13 divisions as the systemfor certifying that the printed materials are made fromsuch pulp. In May of this year, the IPS Operations andTien Wah Press (PTE) Ltd. (Singapore) also acquired
this system. EPD is an environmental declaration prog r a m d e v e l o p e d b y S w e d e n ’s E n v i r o n m e n t a lManagement Committee for the disclosure of LCA data
reviewed by a third party. DNP has acquired EPD certification fused thermal transfer materials and dyesublimation transfer materials.

Third-Party Commentary

Paper Promotes Periodic Forest ThinningT

he DNP Group CSR Report is printed on "Morino Chonai-Kai - Forest
Thinning Support Paper." The "Morino Chonai-Kai" (Forest Neighborhood
Association), which since its founding in 1991 has been working with 1,100
member companies as well its partner in used office paper, the environmental
NPO "Office Chonai-Kai", in 2005 began its "new forest conservation efforts
promoting forest thinning through the use of paper from thinned forests." DNP, a major industry leader
deeply involved in paper selection by users, is pursuing a truly encouraging course in its stance and activities, which give important consideration to the global environment, by contributing to the cultivation ofsound forests through actively seeking to use paper made from thinned forest pulp. We hope that Morino
Chonai-Kai can continue to play a central role making consideration of the forests a factor when users
make their choice of paper.

Photo provided by Office ChonaiKai, an environmental NPO

50

DNP GROUP CSR REPORT 2008

Eiju Hangai (Environmental NPO)

Secretary, Office Chonai-Kai

Further information

http://www.dnp.co.jp/csr/2008/51e.pdf
Please visit our Website for further information.
Environmental Label Certification
Acquisition status of CoC and EPD Certification

Consideration of environmental and product safety
As part of DNP’s efforts to improve product safety, in
response to the RoHS Directive adopted by the EU and

We choose and prioritize for purchase materials withvarious environmental conservation regulations, as well

the lowest possible environmental impact, so as to offer

as client demand, the DNP Group monitors and man-goods and services that are both valuable for society

ages chemicals contained in the materials weand can be used with confidence. We also seek to con-purchase.

trol and reduce the chemical substances contained in

We conducted a study of the amounts of chemicals
contained in materials we purchase from suppliers, andmaterials.

in 2004 we completed a chemical content database.

Promoting Green PurchasingThis has allowed us to monitor the chemicals used in

DNP employs Green Purchasing in selecting and buy-

addition, it has created a mechanism for the manufac-

ing parts, materials, provisions and equipment, andture of products according to established standards.

each product, thereby strengthening our controls. In

office supplies that cause the least possible environ-

We require a report from the supplier in the form ofmental impact, so as to reduce the environmental

an examination slip with every new purchase; in addi-

impact of upstream production processes and of ourtion, when we start trading with a new supplier webusiness overall, and to reduce the environmental im-

explain the use of the chemical content examination

pact of DNP’s products. We also give priority inslip when the trading account is opened, and request

materials and equipment purchasing to suppliers thatthat one be submitted with each delivery.

For Environmental Conservation and a Sustainable Society

We Consider the Environment at the Materials
Purchase Stage as Well.

take environmental conservation seriously.

Purchasing rate for environmentally conscious products
(%)

47.0

50
Raw materials

General supplies 41.6

43.3

40
30.6
30

26.1

20

24.3

37.4

39.3

27.5
23.6

10

0

Certificate of non-use of chemical substances/
Chemical substance content examination slip

2003

2004

2005

2006

2007

Building a Recycling Society

51

For Environmental Conservation and a Sustainable Societysions (E + F) / production volume*) and the undesired

Use of Recycled Materials

materials production ratio (volume of undesired materials*/materials input volume) as productivity indicators,

Reduction of undesired materials in production

and incorporate it in “Manufacturing 21”. Waste per unit

processes and the use of recycled materials

of production in FY2007 was 0.180, which represents
an improvement since 2006, when it was 0.189. This is

The DNP Group is working to “improve resource pro-mostly due a shift to shadowmasks and color filters byductivity” and “promote the reuse of undesired

the Electronics Division, and a decrease in waste fluid

materials” so as to contribute to the building of a recy-

generation. At the same time, the undesired materials

cling society. These efforts require that the materials

production ratio was 12.9%, which is worse than the

input in production processes are used without waste,

12.6% in 2006.

and that resources are used effectively by reusing to

We use the recycling rate as the indicator for unde-the greatest extent possible any undesired materials

sired materials reuse promotion, with the goal beingthat are produced.

zero emissions. Zero emissions means efforts to bring

We use waste per unit of production (waste emis-

the landfill waste amount (J + K)/ undesired materials

Breakdown of undesired materials production volumea)paper wasteb)

waste plastic f )e)sludgemetalc)liquid wasteg)

Residued)waste oil

h)

other

f 1%

Waste

B 175,500t

e50%(38.7%)

f 2%

A

Undesired materials
production volume453,300t(100%)

d 4%
c 4%

a 11%

b
22%
c 5%

h 2%

e
19%

h 4%

d 7%

D
a
57%

Volume of waste
subject to on-site
interim processing

103,600t

a 5%
h 3%

b 11%

e
81%

(22.9%)

b 12%

f 3%
d 2%
c 3%

h 1%

Valuable waste b 5%

C 277,800t(61.3%)* Production output
This shows the output from our businessactivities, and uses added values.

52

DNP GROUP CSR REPORT 2008a86%

* Waste generation rate
Waste originating from the main materials of theElectronics Division and Data Techno is input into
calculation of the waste generation rate.

http://www.dnp.co.jp/csr/2008/53e.pdf

Further information

production volume (A) to 0.5% or less, and while thetion for some time. Data was gathered at 30 sites inrate for the Group overall is 1.7%, 43 sites havefiscal 2007.

achieved zero emissions, with 7 sites added since last

Use of recycled water

year. We have also achieved a recycling rate of 99%,
despite low rates for waste plastic (95.8%) and glass
waste (75.7%).

We are working hard to conserve water resources byrecycling the water we use in cleaning our products,

Collection of paper for recycling from offices

heating and cooling our production equipment, and air
conditioning our buildings. We used 517 million m3 of

We make serious efforts to separate and recycle paper

recycled water* in FY2007. Our water usage ratio was

discarded from offices. Our rate of office paper recy-

29.4-fold.

cling* was 76.7% in fiscal 2007, meaning that we are

We are also making effective use of rainwater in ourcontinuing to meet our targets. The business of theoffice buildings. We used 5,700 m 3 of rainwater in

DNP Group is deeply connected to paper, and we have

FY2007 for toilet flushing and watering our grounds.

For Environmental Conservation and a Sustainable Society

Please visit our Website for further information.
Reuse of undesired materials
Waste emissions trend/Total waste generation trend/Wastepaper
collection and wastepaper collection rate/Trend in recycled water
volume/Trend in the amount of rainwater used/Water Input-Output

been collecting data about paper separation and collec-

Waste not subject toE on-site interim
processing

Materials recycled as resources

G 60,500th11%eMaterials recycled 7%(15.8%)

as thermal

H 9,300tF

f 2%(13.5%)

72,000t

d
15%

b
38%

(2.1%)

Waste after on-site
interim processing

a
18%

c 9%
H + G

12,700t(2.8%)

I
g 3%
h
10%

Interim waste
processing outsourced

a
16%

F + E

h
9%

8,100t
(1.8%)

e
13%
b
d
33%
14% c
11%

f 3%

e
17%
d
17%

a 2%
b 14%

K

Final disposal volume(indirect)

1,100t(0.2%)

c
38%

a 1%
b 4%

h 7%

c 5%

g
16%

Final disposal volume (direct)

J 6,800te67%(1.5%)

Volume outsourced* Wastepaper collection rate
Waste paper collection/ {wastepaper collection+ general waste amount (excluding cans,bottles, and garbage)} x 100

J + K* Recycled Water
As water is mainly used for heating or cooling the manufacturing equipment, air conditioning inbuildings, and in product cleaning, the majority of plants are starting to use recycled water
through a closed system. The amount of recycled water is the total amount that flows throughheat exchangers and cleaning equipments in these closed systems in one year.

Building a Recycling Society

53

For Environmental Conservation and a Sustainable Society

Our Environmental Management Foundation
We practice environmental management based on the
DNP Group's unique environmental management
system- the Eco-Report System. We have compiled theresults for fiscal 2007 and the issues and targets fromthe next year onward.

Environmental Management Structure
The DNP Group emphasizes environmental conservation and the efficient use of resources throughout theentire company.
Our environmental management system consists of
the DNP Group Environmental Committee, which is incharge of the management of the entire Group, andOperations Group Environmental Committees for eacharea of business. Each committee has its own promotional office. The DNP Group Environmental Committee, which is made up of the directors in charge of thebasic organizations at company headquarters, deliberates and decides on environmental policy, objectives
and plans for the entire Group, and monitors the progress of the plans and the status of the achievement of
those objectives. The decisions made by the DNPGroup Environmental Committee are further developedby the Operations Group Environmental Committees
with consideration paid to the characteristic features ofeach particular sphere of business.

54

DNP GROUP CSR REPORT 2008

Further information

http://www.dnp.co.jp/csr/2008/55e.pdf
Please visit our Website for further information.
Please visit our Website for further information.
Environmental Policies
Sites for Environmental Disclosure
Environmental Accounting
ISO14001 Certification Acquisition /Eco Action 21 Certificate Acquisition
Environmental Education Chart
Achievements in Environmental Issues

President
DNP Environmental Committee
11 members(1) Deliberate and decide on environmental policies, targets and plans of the DNP Group(2) Approve environmental policies, targets and plans of the Operations Environmental Committee(3) Check and follow up on the progress being made in the plans of the Operations Environmental Committee, and the status of the achievement of those objectives

Promotion Office
28 members
Environmental Committee
in Each Operation
292 members(1) Propose the DNP Group Environmental policies, targets, planning, and submit reports to the committee(2) Convey the environmental policies, targets, and plans of the DNP Group to all Operations Environmental Committees, check its progress, and support activities(3) Report to the Environmental Committee regarding the progress (results, progress of the measures, etc.) achieved by the Operations Environmental
Committee(1) Deliberate and decide on the environmental policies, targets and plans of each operation(2) Check and follow up on the progress of plans by the Operations Environmental Committee, and the progress being made towards the targets(3) Periodically hold committee meetings

Promotion Office
169 members(1) Submit the environmental policies, targets, planning, and report to the Operations Environmental Committee(2) Convey environmental policies, targets, and plans of divisional groups decided by committee to all sites, check and follow up on its progress(3) Report to the committee regarding the progress (results, progress of the measures, etc.) being achieved by all of the sites

Technical and Manufacturing Group

Environmentally Conscious Products Development GroupRegional Measures Group

Environmental Conservation and VOC Group

Office and Work Environment Group

Environmental Conservation and VOC GroupFor Environmental Conservation and a Sustainable Society

DNP Group Environmental Management Structure

833 members

Energy Conservation Group

Each Site of the Operations

59 sites

Comments of the Director in Charge of the Environment

We are getting results from our own environmental management system.

T

he DNP Group operates its own Environmental Management System, which we call the "Eco-Report System," so as to fulfill our contribution toward environmental conservation and the realization of recycling-orientation as called for in our Code of Conduct. The Eco-Report
System is made up of Site Eco-Reports, Eco-Reports, and Environmental Guidelines, as well as Eco-Audits and Eco-Report Training. Of
these, the Eco-Report Training best characterizes our System. Under this program, representatives from the Promotion Office visit individualsites to explain the environmental issues we are grappling with as a company and our Group policies, as well as to exchange ideas about theindividual environmental issues facing each site. Through the TAIWA between the representatives from the Promotion Office and each site,
we can achieve efficient and effective environmental performance. We have already seen results in the areas of atmospheric VOC emissions
reduction, a reduced rate of landfill waste, and green purchasing.
Our environmental policy commits us to making constant improvements while at the same time giving consideration to the environment ineach of our businesses. Quantifiable goals include expanding our sales of environmentally conscious products, global warming prevention, reduction of industrial waste, cutting VOCs, and promoting green purchasing. Our most pressing issue right now is the prevention of global
warming. We are already making progress in areas such as making the switch to low CO2 emissions liquid natural gas (LNG) and making effective use of nighttime electrical power by using NAS batteries. We are also dealing with this by holding energy conservation conferences
covering all of our plants, establishing usage reduction goals, and developing energy conservation technology evenly at all plants.
We have been working up to now to establish goals for the reduction of per-unit CO2 emissions, but weare also aware that the reduction of total greenhouse gas emissions is vital. Therefore, beginning in
FY2008 we will work to establish total greenhouse gas reduction goals. The DNP Group will continue towork to contribute to society as a corporate leader in environmental efforts in the 21st Century.

Yoshiki Nozaka Group Environmental Committee

Director and Chairman of the DNPOur Environmental Management Foundation

55

For Environmental Conservation and a Sustainable Societysite involved, and the response report must get the ap-

DNP’s Unique Environmental
Management Systemproval of the DNP Group Environmental Committee.
We conducted Eco-Audits at 62 sites. While there
were areas needing improvement indicated in some

The Eco-Report System and Eco-Audits

cases, such as insufficient reporting at specific sites
and other legal violations, we confirmed that the neces-

The Eco-Report System is DNP’s own environmentalsary improvement measures are being taken in eachmanagement system created in 1993 with the goal of at-case.

taining the DNP Group environmental targets. It forms

The areas indicated as requiring improvement are

the basis of our environmental management efforts.

analyzed and actions are decided upon, and follow-up

In 1996 we also began implementing ”Eco-Audits,”

Eco-Audits will be carried out in fiscal 2008.

which are internal management audits aimed at making
the Eco-Report System more effective. When an audit
discovers that corrective measures are necessary, a2007 Eco-Audit Performance

Correction Measures Performed Sheet is issued to the

Number of sites audited
Number of attendees at sites
Cumulative auditor numbers
Cumulative auditing hours

Eco-Report System

62 sites
499 persons
125 persons
580 hours

Management Concept
DNP Group Code of Conduct

DNP Group Environmental Policies

DNP Group Environmental Targets
This publication describe s various
standards and guidelines (such as industrial
waste processing standards, energy
conservation standards, voluntary
inspection standards for environmental
conservation, standards for office wastesorting and collection, and Eco-Audit
checklists) for establishing the Eco-Report
System.

(DNP Environmental Committee)
Promotion Office

Operations Environmental Targets(Operations Environmental Committee)
Promotion Office

DNP Group
Eco-Report
Biannual issue

Environmental Guidelines

DNP Group
CSR Report
Annual issue

Environmental policies
of each site
Environmental organization
and responsibility
PLAN

DO

ACT

Environmental Guidelines

CHECK

Internal environmental audit(Eco-Audit)
This report serves as a registry of environmental management activities. Each DNPbusiness site must submit it twice a year
(April and October).

56

DNP GROUP CSR REPORT 2008

Site Eco-Reports
Biannual issue

Based on the Site Eco-Report, weconsolidate and summarize the semi
annual environmental activities of theentire Group, and in light of trends inJapan and abroad regarding environmental issues, as well as the status of theachievement of our group objectives, we
indicate policy for our activities over the
next half year. These reports are issued
twice a year (in May and November).

Further information

http://www.dnp.co.jp/csr/2008/57e.pdf
Please visit our Website for further information.
DNP’s own environmental management system
Eco-Audit flow, characteristics of the specialization and independenceof Eco-Audits, categories of items indicated in Eco-Audits andrequests for correction
Environmental Management
Compliance status

PCB storage
PCBs are currently in storage at 28 sites, with a total ofEnvironmental Conservation Measures

318 condensers and 325 transformers.

The DNP Group monitors trends in environmental regu-

was used in substation facilities in our plants. The

lations and publishes regular Eco-Reports so as to

PCBs are stored in special containers in special stor-

ensure full compliance. Our compliance efforts also in-age rooms, and are managed under the strictest ofclude the establishment and strict adherence to ourconditions in accordance with applicable regulations to

own voluntary standards (air, water, noise, vibration,

ensure prevention of leakage or loss. All PCB currentlyodor) and voluntary guidelines (chemical substancein storage with be disposed of as required by law ac-

management, soil contamination measures), which ex-cording to the disposal plans for each region.

The PCBs were contained in electric equipment thatceed what is legally required.

Legal Compliance Situation

For Environmental Conservation and a Sustainable Society

Environmental Risk Management

Chemical Substance Management
While we make all efforts to comply with environmental
The DNP Group handles a wide variety of chemicals inlaws and regulations, over the past three years we haveits production processes. We have drawn up a Chemical

experienced 4 incidents of water quality abnormalities in

Substance Management Guide for chemical substancewastewater, 1 case of inadequacy of qualified personnel,

handling, and have set up levees and shut-off systems

and 1 case of odor in excess of standards. There are noto prevent liquids from over-flowing and installed two-tierongoing legal disputes involving environmental issues.

storage tanks for the prevention of accidents at plants

We have unfortunately had some complaints from areas

handling chemicals. Furthermore, we stock up on mate-neighboring our plants concerning noise and odors.

rials that can be used during emergencies and hold

Whenever we receive such complaints, we respondemergency response drills.

promptly by launching a thorough investigation into thecause of the problem and working to make improvements.

Soil and Groundwater Contamination
The DNP Group conducts soil inspections based upon
the guidelines we have established. When soil contamination is discovered through our inspection, we file areport with the office of the governor or mayor in chargeof that prefecture or city, and upon receiving instructions
from the local authorities, we implement appropriate
measures for removing the contamination. In addition to

Gas leak response drill

continuing the purification of pump water at one site in
FY2007, we also implemented updating of tank equipment, leak inspections, and levee building so as toprevent soil contamination.

Ink leak response drill

Our Environmental Management Foundation

57

For Environmental Conservation and a Sustainable Society

Current Status of Environmental Impact

Main materials
2006

2007

Paper

2,269,900 tons

2,191,600 tons

(3.4% decrease)

The DNP Group manufactures a variety of differentFilm

136,300 tons

130,900 tons

(4.0% decrease)products closely related to the everyday lives of con-Plastic

80,400 tons

83,100 tons

(3.4% increase)sumers, with main materials such as paper, film,

Metal

71,800 tons

59,900 tons (16.6% decrease)plastic, metal (iron, aluminum, etc.) and ink, as well as

Ink

54,900 tons

58,300 tons

(6.2% increase)

Others118,500 tons

138,000 tons

(16.5% increase)

electronics.

Percentage distribution by individual
segment for main materials (paper)

The Information Communications Segment, whichmainly manufactures magazines and other printed ma-

d18%

terial through offset printing, uses a great amount ofb
9%paper.

d
19%
2006

b
11%

a
73%

a
70%

2007

The Lifestyle and Industrial Supplies Segment, is
one of the biggest users of solvents in the DNP Group
as it manufactures packaging, construction and other

Main secondary materials
2006

2007

Solvent

21,200 tons

25,200 tons

Acid and alkaline

31,600 tons

19,700 tons (37.7% decrease)industrial materials and uses solvents for its gravure
printing, coating and lamination.
The Electronics Segment uses and discharges a(18.9% increase)

Percentage distribution by individual segment
for main secondary materials (solvent)great amount of water in proportion to the rest of theGroup for its color filters and lead frames.

d
7%

a 1%

d 9%

a 1%

2006

2007

b
92%

b
90%

Utilities
2006

2007

Electricity

1,367.4 million kWh

1,410.6 million kWh(3.2% increase)

City gas151.3 million m3

145.3 million m3(4.0% decrease)

3.8 million kg

(−)

LNG

—

LPG

24.3 million kg

19.5 million kg (19.8% decrease)

Fuel oil

2,000 kl

Steam

398 TJ

441 TJ (10.8% increase)

Kerosene

1,300 kl

1,500 kl (15.4% increase)

Water

17.1 million m

3

10,100 kl

18.2 million m3(405% increase)(6.3% increase)

Percentage distribution by individual
segment for utilities (water)

58

DNP GROUP CSR REPORT 2008da
11% 9% b10%ad11% 8%

2006

2007

c
70%

c
66%

b
15%

a:

Information Communicationc:Electronicsb:

Lifestyle and Industriald:brother companies

Further information

http://www.dnp.co.jp/csr/2008/59e.pdf

Emissions into the air
2006

2007

GHG* emissions 1,057,000 tons-CO2 1,025,000 tons-CO2 (3.0% decrease)NOx emissions

774 tons

794 tons (2.6% increase)

SOx emissions

17 tons

85 tons (400% increase)

VOC emissions

11,227 tons

11,100 tons (1.1% decrease)

Percentage distribution by individual
segment for GHG emission amounts

Product Manufacturing Process

d
10%
c
36%

Information Communication

2006

c
34%

b
31%

Books and periodicals, commercial printing, business forms

a
21%

2007
b
35%

Emissions into bodies of water

Lifestyle and Industrial Supplies
Packaging, decorative materials, industrial supplies

Electronics

OUTPUT

Displays, electronic devices

INPUT

d
10%

a
23%

BC (brother companies)
Ink, beverages, etc.

2006

2007

Water discharged

3

14.0 million m

15.2 million m3(8.7% increase)

COD* emissions

54.3 tons

56.7 tons(4.4% increase)

Nitrogen emissions

14.0 tons

18.8 tons (34.3% increase)

Phosphoric emissions

0.3 tons

0.7 tons (133.3% increase)

For Environmental Conservation and a Sustainable Society

Please visit our Website for further information.
Actual environmental impact situation
JEPIX Environmental Efficiency Trend

Percentage distribution by each segment for water discharge
a 8%
b 8%

d
11%

a 6%
b 13%

d
10%

2006

2007

c
73%

c
71%

Current Status of Recycling in the DNP Group
2006

2007

5,100 tons
(usage ratio*1.24)

5,700 tons
(usage ratio*1.23)

26,100 tons
Recycled acid and(usage ratio 1.83)
alkaline

9,000 tons
(usage ratio 1.46)

559.7 million m3(usage ratio 33.8)

517.0 million m3(usage ratio 29.4)

Vapor generated from
192,800 tons
waste heat recovery

192,960 tons

Recycledsolvent

Recycled water

Undesired Materials Generated
2006

2007

Total amount of
undesired materials

482,100 tons

453,300 tons

Waste emissions

92,300 tons

84,700 tons

(8.2% decrease)

Landfill waste amount

9,100 tons

7,900 tons

(13.2% decrease)

Percentage distribution by each segment
for undesired substances
d
12%
c
30%

2006

a
38%

d
13%
c
25%

b
20%

* Usage Ratio
This is a calculation of (input+ recovery and recycling)/input. It does not include vapor or solvents in ink. Figures
for water are calculated by the same method at page 53.

(6.0% decrease)* GHG
Green House Gases

2007

a
39%

b
23%

a:

Information Communicationc:Electronicsb:

Lifestyle and Industriald:brother companies* COD, nitrogen and phosphoric emission
This covers water discharge channels which
apply to the Water Pollution Control Law.
Our Environmental Management Foundation

59

For Environmental Conservation and a Sustainable Society

2007 Targets and Results

Targets through 2007

2007 results

Globalwarmingprevention

To reduce per unit CO2 emissions by 15% from the 1990 level (fiscal 2010).

Reduction ofenvironmental
impact incurred
during transport

Per unit in 1990: 25.2 tons/1 billion

To reduce per unit fuel use for transport (amount of fuel used/sales) at 1% perannum, and 4% by fiscal 2010 compared to fiscal 2006.

Per unit in 2007: 24.6 tons/1 billion
2.3% decrease from that in 1990
Per unit fuel use for transport in 2006: 0.215 kl/1 billion
Per unit fuel use for transport in 2007: 0.198 kl/1 billion
7.9% decrease from that in 2006

VOC

Emissions in 2002: 21,312 tons
To reduce emissions of VOCs by 70% compared to 2002 (fiscal 2008).

Emissions in 2007: 11,104 tons
47.9% reduction from that in 2002
Per unit in 2000: 0.312 tons/million yen

Reduction of industrial waste

To reduce per unit waste emissions (waste emissions/production) by 50% fromthe 2000 level (fiscal 2010).

42.3% decrease from that in 2000
To reduce undesired material generation by ratio (undesired material generation/
total material input) at all sites by more than 3%, 35% less than the 2000 level(fiscal 2010).

To achieve a 98% recycling ratio (recycled amount/total amount of undesired
material generation) in disposing main raw materials (fiscal 2010).

Development andsales ofenvironmentallyconscious
products

To achieve zero emissions for the entire DNP Group (fiscal 2010).

Generation rate of undesired materials in 2000: 17.7%
Generation rate of undesired materials in 2007: 12.9%
27.1% decrease from that in 2000
Recycling rate in 2006
paper 99.9%, plastic 94.5%, metal 99.2%, glass 76.1%
Recycling rate in 2007
paper 99.8%, plastic 95.8%, metal 99.2%, glass 75.7%
Landfill waste rate in 2006: 1.9%
Landfill waste rate in 2007: 1.7%
Sales of 265.8 billion yen in 2006

To increase the level each year by 10% (over the previous year), and achieve 300
billion yen (fiscal 2010).

Sales of 315.4 billion yen in 2007
18.6% increase over that in 2006
37.4% green purchasing rate for materials in 2006

To increase the purchase rate of environmentally certified products, such as thoselabeled with the Eco-Mark, of the total supplies (office supplies and equipment) to
50% (fiscal 2010).

43.3% green purchasing rate for materials in 2006

To keep the maximum concentration of air emissions subject to emissions regulations at 70% of
the required standard or less.
To keep the maximum concentration of wastewater discharges subject to wastewater regulations at
70% of the required standard or less.
To keep the maximum concentration of odors at our site perimeters at 70% of the required standard
or less.

95% achievement rate of targets for 2007 (voluntary target)

To keep the maximum level of noise at our site perimeters at 95% of the required standard or less.

61% achievement rate of targets for 2007 (voluntary target)

To keep the maximum level of vibration at our site perimeters at 95% of the required standard orless.

100% achievement rate of targets for 2007 (voluntary target)

Officeenvironment

To increase the rate of the fractional recovery of waste paper to 70% of that for general waste.

76.7% rate wastepaper separation in 2007

Environmental
management
systemTo perform Eco-Audits at all sites.

Eco-Audits conducted at all sites in 2007

Green
purchasing

To increase the rate of the products purchased according to the green purchasing
standards of DNP, to 40% (fiscal 2010).

Environmental
conservation60

Per unit in 2007: 0.180 tons/million yen

DNP GROUP CSR REPORT 200839.3% green purchasing rate for materials in 2007

47.0% green purchasing rate for materials in 2007

97% achievement rate of targets for 2007 (voluntary target)
95% achievement rate of targets for 2007 (voluntary target)

Evaluation

Described inthis report45, 46

Targets from fiscal 2008

• To reduce per unit CO2 emissions by 15% from the 1990 level (fiscal 2010).
• To reduce GHG emissions by 10% from the 2005 level (fiscal 2020).

46

To reduce per unit fuel use for transport (amount of fuel used/sales) at 1% per annum, and 4% by fiscal 2010
compared to fiscal 2006.

47

To reduce emissions of VOCs by 70% compared to 2002 by fiscal 2008.

For Environmental Conservation and a Sustainable Society: Conducted activities but target not achieved: Target broadly achieved: No sufficient activities: Achieved target or in steady progress toward target

52, 5352, 5352, 53

We aim to achieve the following targets by 2010:• To reduce per unit waste emissions (waste emissions/production) by 50% from the 2000 level.
• To reduce undesired material generation by ratio (undesired material generation/total material input) at all sites bymore than 3%, 35% from the 2000 level.
• To achieve a 98% recycling ratio (recycled amount/total amount of undesired material generation) in thedisposing of main raw materials.
• To achieve zero emissions for the entire DNP Group.

52, 5348, 49

51

51
57
57
57
57
57

To increase the level each year by 10% (over the previous year), and achieve 300 billion yen (fiscal 2010).

• To increase the rate of the products purchased according to the green purchasing standards of DNP, to 40% by
2010.
• To increase the purchase rate of environmentally certified products, such as those labeled with the Eco-Mark, ofthe total supplies (office supplies and equipment) to 50% by 2010.

• To keep the maximum concentration of air emissions subject to emissions regulations at 70% of the required
standard or less.
• To keep the maximum concentration of wastewater discharges subject to wastewater regulations at 70% of therequired standard or less.
• To keep the maximum concentration of odors at our site perimeters at 70% of the required standard or less.
• To keep the maximum level of noise and vibration at our site perimeters at 95% of the required standard or less.

53

To increase the rate of the fractional recovery of waste paper to 70% of that for general waste.

56• To promote Eco-Audits at all sites.

Our Environmental Management Foundation

61

For Environmental Conservation and a Sustainable Society

from FY2006, we plan to conduct onsite surveillance at

Integrity at Our Overseas Operations

all overseas manufacturing sites and offices this year.
We promote compliance with all local laws and reg-

We implemented the Eco-Report System (see p.56) at

ulations at our overseas manufacturing sites, as well as

our overseas sites as well in 2005. We will continue toenvironmental conservation measures such as setting

work to enhance our environmental management. Our

targets for energy conservation, waste reduction, andHeadquarters Promotion Office also visits all overseas

recycling. We also promote the setting and achieve-

manufacturing sites and offices under our Overseas

ment of targets for items such as energy conservation,

Surveillance program, checking on the environmental

reduced use of copier paper, and recycling at our over-management situation and giving guidance. Continuingseas offices.

2
1
4

6

3

Overseas Manufacturing Sites

57

1. DNP Photomask Europe
3. DNP IMS America 		
5. Tien Wah Press (Singapore)
7. DNP Indonesia (Progadon)8

2. DNP Denmark
4. DNP Electronics America
6. Tien Wah Press (Johor Bahru)
8. DNP Indonesia (Karawan)

Overseas Offices
Dusseldorf, London, Paris, New York, Dallas, Los Angeles, Santa Clara
San Francisco, San Marcos, Seoul, Shanghai, Taipei, Singapore, Sydney

Current situation of environmental impact(1-6 tabulated between April 2007 and March 2008; 7-8 was tabulated between January 2007 and December 2007)
CO2 emissions

1
2
3
4
5
6
7
8

DNP Photomask Europe S.p.A
Agrate, Italy; manufacturing photomasks
DNP Denmark A/S
Carlslund, Denmark; manufacturing projection television screens
DNP IMS America Corporation
Concorde, North Carolina; manufacturing information media supplies
DNP Electronics America, LLC
Chula Vista, California; manufacturing projection television screens
Tien Wah Press (Pte.) Ltd. (Singapore)
Singapore; offset printing and binding
Tien Wah Press (Pte.) (Johor Bahru)
Johor Bahru, Malaysia; offset printing and binding
DNP Indonesia (Progadon)
Progadon, Indonesia; Gravure printing and offset printing
DNP Indonesia (Karawang)
Karawan, Indonesia; Gravure printing and offset printing

Final amount of waste disposals

VOC emissions

4,820 ton-CO2

36 tons

less than 1 ton

820 ton-CO2

0 ton

less than 1 ton

1,710 ton-CO2

439 tons

less than 1 ton

1,470 ton-CO2

2 tonsless than 1 ton

15,890 ton-CO2

347 tons

129 tons

4,280 ton-CO2

339 tons

92 tons

19,830 ton-CO2

2,224 tons

2,515 tons

18,230 ton-CO2

627 tons

3,848 tons

* The results were calculated using GHG protocol indexes based on the CO2 emissions and energy consumption.

62

DNP GROUP CSR REPORT 2008

Independent Review Report Comments by an Independent Institution(Shin Nihon Environmental and Quality Management Research Institute Co., Ltd.)

Site audit: IPS Operations, Warabi Plant

Site audit: Information Media Supplies Operations,
Sayama Plant

Independent Review Report Comments by an Independent Institution

63

2007 CSR Awards and Evaluations
DNP has received high marks for its CSR efforts, from the media and business world as well
as from various organizations and institutions. Our CSR efforts will continue to improve.

Date
April 2007
May 2007June 2007
July 2007
August 2007
September 2007
October 2007
November 2007
November 2007

- Awards received for 16 products (awards presented to the customers for each)• 31st Kinoshita Award- R&D Category: “Development of PET bottle for sterile poured hot beverage sales” / Packaging Technology Award: “Reduction ofweight of in-mold cup for chilled beverages”

Japan Packaging Institute• 2006 Environmental Ratings

Deloitte Tohmatsu Evaluation andCertification Organization Co., Ltd.

- Overall: A (9 ratings with AAA being the top, and A being third from the top)

- Grand Prize: Distribution control traceability system using “Trace Catch” active-type RF tags with built-in heat sensors

Japan Automatic identification
Systems Association• 2007 "Great Place to Work" ranking, 16th out of 399 companies

Nikkei Inc.

• 9th Automatic Identification System Grand Prize• 10th Japan Food Superior Vending Machine Materials and Ingredients Prize- Materials Category: “Development of PET bottle for sterile poured hot beverage sales” *Together with Kirin Beverage and Japan Crown
Cork Co., Ltd.

Japan Food Journal Co., Ltd.

• 3rd Quality Management Survey Ranking

Union of Japanese Scientists andEngineers- 6th place out of 215 companies• 49th All-Japan Catalog / Poster- Keizai Sangyo Grand Prize: “EXHIBITIONS: Graphic Messages from Ginza Graphic Gallery’ ddd Gallery 1996 - 2006” others• 2007 Recommended Company Magazine- Recommended Company Magazine: Visual Prize

The Japan Federation of Printing Industries
Japan Printing & Publishing InstituteNippon Keidanren• 2007 Service citation for promotion of a change to a barrier-free society Special Cabinet Grand Prize

Cabinet Office

December 2007

• Japan Environmental Management Ranking: 39th overall/1,752 manufacturing companies

Nikkei Inc.

January 2008

• PRTR Grand Prize 2007
- PRTR Honorable Mention, Tsuruse Plant

Center for Environmental Information
ScienceJanuary 2008

• 4th Industrial Ability Ranking: 19th/297 companies

THE NIKKAN KOGYO SHIMBUN, LTD.

• Sustainability Leaders 2007/2008

Sustainable Asset Management(Switzerland)

March 2008
March 2008
March 2008
March 2008
March 2008
March 2008

- Media: Silver Class (at 4th level, second from the top)

• MCPC award 2008
- Honorable Mention: “Trace Catch”• Shinagawa-ku “Green Award System”- Greening Grand Prize: DNP Gotanda Bldg.

• 13th AMD Award- Multi-Use Image Category: Innovative Company Award• 22nd All-Japan DM Grand Prize- Gold Medal Special Jury Prize Strategy Category (Production Coordinator)• 7th CSR Survey- Companies listed in the first section of the Tokyo Stock Exchange: 3rd/709 companies• 2007 Japan Aluminum Association Awards- Technology Prize (Development of an electrodeposited aluminum separator for fuel cell batteries)

President Yoshitoshi Kitajima Presented the Légion
d'Honneur Medal by the Republic of FranceP

resident Yoshitoshi Kitajima was presented with L'Ordre National de la Légion d'Honneur(Commandeur) by the Republic of France, in recognition for his contributions over many
years both to the development of French industry and to cultural exchanges between Japan andFrance. The Légion d'Honneur was established in 1802 by Napoleon Bonaparte as France's
highest decoration, and is bestowed by order of the French president and government foroutstanding contributions to France in areas such as culture, science, industry, commerce, andcreation. The order is divided into five degrees, with Grand-Croix (1st) Grand Officier (2nd) as
Premier class, and Commandeur (3rd) as Minister class. The award constitutes recognition of
President Kitajima's service to Franco-Japanese economic and cultural relations.

64

Sponsor / Examining Organization
The Japan Federation of Printing
Industries

December 2007

January 2008

COLUMNAward Name
• 46th 2007 JAPAN PACKAGING COMPETITION (JPC)DNP GROUP CSR REPORT 2008

Mobile Computing Promotion
Consortium (MCPC) Secretariat
Shinagawa-ku
Association of Media in Digital
Japan Pose Service Co., Ltd.
Integrex Inc.
Japan Aluminum Association

Third Party Opinion
Saburo Kato
Chairman, Japan Association of Environment and Society for the 21st Century
President, Research Institute for Environment and Society
Upon graduating from the Faculty of Engineering of the University of Tokyo in 1966, joins the Ministry of
Health and Welfare. Takes charge of Pollution and Environmental Administration at the Environmental
Agency after its establishment. Appointed as the first Head of the Global Environmental Department in1990. After participating in the Global Summit and the creation of the Basic Law for the Environment,
leaves office in 1993. Establishes Research Institute for Environment and Society in the same year, of
which he is currently President. Serves concurrently as Chairman of the Japan Association of Environment
and Society for the 21st Century (formerly, Association for the Study of Environment and Society in the
21st Century). Major published works include The Power of the Environment to Create Wealth (2005,
Goma Shobo); The Power of the Environment (2003, Goma Shobo); The Environmental Century (2001,
Mainichi Shinbunsha); Conditions for Creating the Recycling Society (1998, Nikkan Kogyo Shinbunsha).

2008 witnessed the Hokkaido Toyako G8 Summit, andThird, I think it is excellent that this report devotes a

as such we can think of 2008 as a turning point year

lot of space to the work habits of employees. DNP iswith meaning not only for people with an interest in theadmirable for the great concern it shows toward theenvironment, but for Japanese society as a whole. In

work habits of employees, especially when Japanese

times such as these it is encouraging to read in thiscorporate society faces so many serious difficulties,

Report of the efforts engaged in by everyone in thesuch as death from overwork, non-regular employees,

DNP Group, led by President Yoshitoshi Kitajima. I

childrearing, etc. I think the coverage in the report

would like to examine five areas of particular interest

would be more effective were there more stories aboutfrom the standpoint of the ongoing development of theactual cases of male employees taking leave for child-

DNP Group’s CSR activities.

care, as well as about non-regular employees being

First, I would like to discuss the “Spirit of Challenge,”

hired on as full-timers.

which as noted in the Top Message is what the em-

The fourth item I would like to mention is the Special

ployees consider best characterizes DNP. I believe that

Report about food. When I first saw it I wondered tospirit is most evident in the company’s efforts to combat

myself, “Why are they talking about food?”, but upon

global warming. While it is excellent that the company

reading it I learned that DNP does have a deep rela-has established reduction targets for the total of green-

tionship with food. It makes sense, because in fact

house gas emissions, “a goal of 10% reduction by 2020sterile packaging is vital to providing safety and security

in comparison to 2005” is I feel somewhat insufficient.

to consumers, and the technology developed in that

While the total CO2 emissions for the DNP Group havefield is also being used to package Japanese food forrecently been decreasing slightly, per-unit emissions

use in outer space. Issues involving food will become

have increased over the past three years. I would likemore and more important, and I hope DNP will continue

to see DNP establish more ambitious targets andto distinguish itself in those technologies.

strengthen their measures, taking into consideration
the Toyako Summit and other new developments.

Finally, I’d like to say something about the company’s
finances. Just a glance at the data shows that while con-

My second point concerns the TAIWA with stake-solidated sales are continuing to grow, operating profits

holders into which DNP puts so much effort. I give DNP

and ordinary profits have declined for two consecutive

high marks for engaging in mutual exchanges of ideas

years. This strikes me as a cause for concern. I believewith a diversity of stakeholders, and putting those ideasthat “The Power of the Environment” is a power that af-

to work in the actions of the company. Nonetheless, I

fects not only environmental departments, but is also a

get the impression that it would be good for them toforce for improving the quality of management overall.

have a more robust policy, by which they not only con-Therefore, as a layman it seems to me that if the goals

nect with customers, trading partners, local

are set for high for global warming and other measures,

communities, and shareholders, but also actively en-

and the executives and employees work as one togage in dialogue with parties such as NPOs,

achieve them, there should also be a positive effect onknowledgeable people from outside the company, andprofits. This is an area in which I hope to see an im-others, even if they say something management doesn’t

provement in next year’s DNP Group CSR Report.

want to hear.

Third Party Opinion

65

SRI indices in which DNP is included:

http://www.ftse.com/ftse4good/index.jsp

http://www.ethibel.org/

http://www.sustainability-index.com※

http://www.sam-group.com/htmle/main.cfm

http://www.morningstar.co.jp/sri/index.htm* The Morningstar Socially Responsible Investment Index, developed by Morningstar Japan K.K., tracks the share performance of 150 selected Japanese companies based on their commitment to CSR.

Created with Care for the Environment and Color Universal Design.

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The printing of this Report was
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Approach to Color Universal Design: This report
was designed using a color scheme that the
majority of readers will find easy to understand.
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The Japanese-version of DNP Group CSR Report 2008 is printed in environmentally conscious manners on FSC certified papers.

Corporate Social Responsibility Office
1-1, Ichigaya Kagacho 1-chome, Shinjuku-ku, Tokyo 162-8001, Japan
http://www.dnp.co.jp
Next issue scheduled for release in June 2009.

Tel: +81-3-3266-2111 Fax: +81-3-5225-8083
Published: June 2008
© 2008. DNP