CSR Report 2023
Corporate Social Responsibility

CaMISHELL is our term for paper which is blended
with eggshells, primarily disposed of as industrial
waste, as a raw material.
The use of eggshells also contributes to the reductionof carbon dioxide emissions when incinerated.
The cover artwork is from Paralym Art, which is supported by
Shinsei Pulp & Paper Company.

3%

1%

Businesses related topaper processing, etc.

Contents
2

SPP’s Value Creation

4

Business Overview

6

Message from the President

8

Pursuit of Added Value
12

Special Feature 2:
16

Activity Report Section
Environmental

18

Human Resources

22

Corporate Governance24

Social Contribution Activities

27

Data Section

28

Corporate Overview

30

Message to SPP

31

Editorial Policy
The editorial policy of the CSR Report is communicating
our CSR activities in an easy-to-understand manner
to our stakeholders. This report is an annual reportcovering the period of fiscal 2022 (April 2022–March
2023), but some of the latest initiatives that began after
March 2023 are also referenced. In the creation of thisreport, internal and external surveys were conductedon last year’s CSR Report, and thoughts and views
from these were reflected in this report’s planning andcomposition. We would like as many people as possible
to learn about our CSR activities through this report.
Business activities covered by this report:
Compiled mainly from social andenvironmental activities at domestic
sales bases.
Guidelines: Environmental Reporting Guidelines(Fiscal Year 2018 Version) published by
the Japanese Ministry of theEnvironment; ISO 26000
Publication: October 2023

About the Cover
The front cover is decorated with artwork from
Paralym Art, which is supported by SPP. Paralym Art
is an activity carried out by the Shougaisha Jiritsu
Suishin Kikou Association to support the social
participation and economic independence of people
with disabilities through art. The artwork featured on
the front cover is “The Fruitful Tree of Creation” byMichiru Kanki. From the author: “Thank you for using‘The Fruitful Tree of Creation!’ This piece is based on
the work of other Paralym Art artists, but also draws
on my own ideas. I am very happy to see that the useof my art by companies enables participation in andcontribution to society. Thank you so much.”
2

SHINSEI PULP & PAPER COMPANY LIMITED

solutions for paper, paperboard, and film. As
a trading company, we reliably deliverproducts to customers. But our role doesn’t
end there. We accurately identify theSpecial Feature 1:“1% for Present Tree” Activities

44.4%

We are a trading company that provides

Profilein the Post-COVID-19 Era

Businesses related toreal estate leasing

96%

Consolidated
equity ratio

248.6 bn yen
In consolidated sales

Businesses related to
the wholesaling of paper,
paperboard, chemical
products, etc.

challenges faced by our customers and1889

society as they change with the times andproduce added value that supports sustained

Establishedcustomer growth and development.

848

Employees(consolidated)

Philosophy

We respond to the changing
times with a firm
commitment to“innovation and challenges”
and continue to growwith society.

67%
Male

33%

25

FemaleGroup companies

544

Employees(non-consolidated)

Management Policies
1. We will continue to meet our
responsibilities to create a rich society
through eco-friendly corporate activities.
2. We will continue to grow as a company thatis supported, needed, and chosen.
3. We will continue to pursue the infinite
possibilities of wood-based natural
materials starting with paper.
4. We will each maintain high aspirations anddisplay our talents as professionals.

-231t-CO2

CO2 reductions fromsolar power generation

13,116
Pulp andothers-18.6t-CO

1% for Present TreeNo. of trees planted(cumulative total)

6%

2

CO2 reductions fromtree planting activities

22%
Chemical products

18%

54%
Paper

235.4 bn yen

Product sales (non-consolidated)

Paperboard

CSR REPORT 2023

3

SPP’s Value Creation

SPP provides added value to both our customers and supplier manufacturers, emphasizing the creation of solid relationships oftrust. Respecting business practices cultivated over many years, we provide solutions that are of value to society.

Contributing
to the SDGs

Social Issues

Supplier manufacturers

Global Warming
Strengthened initiatives toachieve carbon neutrality by 2050

Accelerating Paceof IT Utilization
Elimination of paper with theadvancement of digitalization

Changes in Demand
Structure
Changes in life and working styles
brought about by the COVID-19
pandemic

Customers

Paper
manufacturers

Wholesalers

Paper

Publishers

Solutionprovision
Filmmanufacturers

Since our establishment, we havecontributed to culture and education
through the sale of paper. In recent
years, we have touted the value of
paper materials that leverage theenvironmental
friendlinessofwood-based natural materials, aiming
to realize a sustainable society.

Working with a wide
variety of suppliers, we
contribute to the reductionof food waste by proposing
high value-added highbarrier films.

IT is becoming more andmore common in the field of
education, but we arecontributing to better
learning by raising awarenessof the learning benefits ofactually writing on paper.

Printing companies
Newspapercompanies
Advertising
agencies
Public agencies

Variouschallenges
Processing
manufacturers

Value Creation (Solutions)

Trading companies
Food companies

Paperboard

Precision
instrument
manufacturers
Etc.

Chemicalproducts

In response to rising needs for theelimination and reduction of plastic
due to the issue of ocean pollution, weare actively offering paper materials
that can be used as substitutes. In
addition, we are pouring our efforts
into the development of new materials
that recycle industrial waste.

Aiming to resolve the increasingly
serious issue of food waste, we areoffering solutions such as high barrier
films. In addition, we are focusing on
trends in the development of
bioplastics as sustainable substitutematerials.

As professionals in the field ofmaterials proposals,
positioned between
manufacturers and businesses,
we engage in activities that
contribute to sustainableconsumption and production.

We will contribute to
mitigating climate change
and its effects by proposing
environmentally-conscious
products that contribute to
the formation of arecycling-oriented society.

By undertaking tree-planting
activities together with ourcustomers and promoting
reforestation, we willcontribute to thepreservation of sustainableoceans and marine resources.

4

SHINSEI PULP & PAPER COMPANY LIMITEDCSR REPORT 2023

5

Business Overview

We have strengthened cooperation among the five fields of printing paper, special paper, data processing paper, packaging, andchemical products, and have been working to sustainably expand corporate value and improve business efficiency in order to
respond to changes in the social environment and structural declines in demand.

Changes in Sales and Ordinary Income■ Sales (left axis)(Million yen)

Ordinary income (right axis)(Million yen)

350,000

8,000

294,935

300,000

7,000

285,887
266,573

264,022

263,186

256,659

250,000

5,294

200,000

4,067

4,981

4,775

4,455

230,406

231,237
5,625

248,635
5,990

5,000

4,846

3,693

150,000

100,000

Existing
Businesses

New businesses

Sales activities basedon market trends
by fieldMarket cultivation
Application development
Product development

Proposal activities via
Leveraging of the combinedleveraging of capabilities
strength of the SPP
as a tradinggroup
Overseascompany

4,000

Businesses

3,000

Strategic businessexpansion

FY2014FY2015FY2016FY2017FY2018Main Products and Businesses
Paper• Printing paper (books, magazines, flyers, etc.)• Data processing paper (copy paper, sales slips, receipts, etc.)• Functional and special paper (paper carrier tape,separators, non-woven fabric, etc.)• Packaging paper (heavy duty bags, wrapping paper,envelopes, shopping bags, etc.)

Paperboard• Containerboard (cardboard cases, etc.)• Boxboard (high-grade packaging, etc.)• Other paperboard (colored paperboard, chipboard,
account book covers, packages, etc.)

Chemicalproducts

Others

FY2019FY2020

FY2021

FY2022

Review of FY2022 Performance(Non-consolidated)
Due to a further decline in demand for printing paper caused bystructural factors such as digitization and declining numbers ofchildren, domestic shipments fell below the previous year’s level.
The volume of overseas sales fell below the previous year’s level
due to a decline in demand resulting from surging prices toward
the latter half of the fiscal year. Sales increased due to a revisionof printing paper prices.
Although sales of containerboard were robust, especially forbeverage and food products, shipments slowed down due tohigher product prices, and sales volume was lower than theprevious year. Sales volume of boxboard increased due to signsof increased demand for souvenirs and medical products, aresult of a recovery in demand from inbound travelers. Sales
were higher than the previous year due to price revisions.
Shipments, mainly for food products, remained steady, but turned
downward in the second half of the fiscal year, reflecting cutbacks
on personal consumption, such as refraining from purchases
following successive price hikes for food products and daily
necessities. Sales volume for the entire year exceeded that of theprevious year, and price revisions due to rising crude oil prices andother factors contributed to an increase in sales revenue.

• Affiliated companies businesses (processing andwholesaling of paper, paperboard, and chemical
products, warehousing and transportation)

In the paper processing and other related businesses, sales
increased due to sales price revisions in response to surging raw
material prices and rising utility costs. In the real estateleasing-related business, we worked to effectively utilize andmaintain our real estate holdings, but rental income declined
due to tenant cancellations, and expenses increased due tofactors such as rising utility costs.

• Others (solar power generation, insurance agency, etc.)

SHINSEI PULP & PAPER COMPANY LIMITED

Respond to changes in the demand structure under the keyword“sustainability” in the paper, paperboard, and chemical products
markets, as well as changes in the living environment due to the
COVID-19 pandemic, and aim for sustainable growth through market
cultivation, new product development, and application development
while maintaining a mindset of transformation and taking on new
challenges without being bound by preconceived notions.

0• Packaging film (food, miscellaneous goods, medicine,biomass film, etc.)• Industrial and optical film (adhesive film, etc.)• Food waste-reducing film
• Accessibility-conscious film
• Special functional film (reduced volume film, etc.)• Real estate (building leasing)Taking on the challenge of cultivating markets anddeveloping products and applications through theleveraging of the combined strength of the SPP group

Basic Policy

1,000

0

Slogan1) Promote activities based on strategies for each businessfield in accordance with market trends
2) Secure revenue through activities adapted to changes
in industry business structure3) Expand businesses through revitalization of groupmanagement resources

Management resources
investment

2,000

50,00066,000

Growth 2024 6th Three-year
Mid-term Management Plan

Network

In order to respond promptly to customer requests in any location, SPP has established a sales andlogistics system that links every corner of Japan. We are also developing a framework to expand oursales channels overseas.

Domestic bases and primarybusiness segments

Overseas Bases and the Types of Products
They Carry

●Head office and branches

Shinsei Pulp & Paper (USA) Corp.

Data processing paper, packaging paper, special paper,and sanitary paper sales• Paper, paperboard, film,
and processed products sales
Head Office/Tokyo Main Branch
Osaka Branch
Nagoya Branch
Kyushu Branch
Sapporo Branch
Sendai Branch
Toyama Branch

Okura Pulp & Paper (Shanghai) Ltd.

Functional materials (electronic materials, industrial materials,
chemicals), and paper and paper products (printing paper,
packaging paper, data processing paper, special paper) sales(Joint venture) Totaku (Shanghai) ElectricMaterials Co., Ltd.

Carrier tape for precision electronic components, etc. sales

Okura (Shanghai) Ltd.

Printing paper, packaging paper, data processing paper,and special paper sales
Shanghai Branch
Guangzhou Branch* Please see page 30 for information
on group companies.

●Head office and branches●Distribution bases●Distribution bases• Storage and transportation of
paper products, etc.
Wakasu Distribution Center
Adachi Logistics
Niiza Distribution Center
Asaka Warehouse
Nagata Warehouse

Higashiosaka Warehouse
Nagoya Distribution Center(management contracted out to:
Marusuzu Unyu K.K.)
Sapporo OS Distribution
Kosugi Warehouse

Shinsei Pulp & Paper Taiwan Co., Ltd.
Industrial materials, chemicals, general paper, and packaging paper,
etc. sales
Shinsei Pulp & Paper (Thailand) Co., Ltd.
Printing paper, packaging paper, data processing paper,
special paper, industrial materials, and chemicals sales
Shinsei Pulp & Paper (M) Sdn. Bhd.
Printing paper, packaging paper, data processing
paper, special paper, industrial materials,
and chemicals sales
Shinsei Pulp & Paper Australia Pty. Ltd.
Printing paper, packaging paper, data processing paper,
synthetic paper, and special paper sales

CSR REPORT 2023

7

Message from the President

Demonstrating our capabilities as a trading company

With ‘sustainable’ as our

Fiscal 2022 was a year of continuous price revisions and a renewed
awareness of the inherent value of commercial products.

keyword, we will harness
the intrinsic value of our
products and drive socialchange.

President, CEO

Due to the global surge in energy prices, the paper
and plastic film industries have been raising prices
continuously since last year. In fiscal 2022, we havebeen diligently explaining these circumstances tocustomers and the market and, as the first year of our
6th three-year mid-term management plan, “Growth2024,” we have been working to strengthen groupmanagement. As a cross-cutting initiative, we are
acquiring new customers for the commercial productsof our cardboard-related subsidiaries by conducting
needs assessments that take full advantage of thegroup’s network. Initiatives like this provide an
impetus for our sales staff to become more aware of
the intrinsic value and structure of products they do
not normally handle, and also offer an opportunity tolearn more about existing customers from a different
angle. In addition, in order to demonstrate the group’s
all-round capabilities, we are promoting the creationof a database related to commercial products andcreating an environment that allows for the automatic

output of product options. On the logistics side, we
are working to establish a system to propose
transportation options from the perspective of
visualizing supply chain CO2 emissions and BCP.
As times change, the shape of commercial
products and services are constantly changing. For
paper in particular, it is important to correctly
understand structural changes in demand and to
explain the necessity of a return to paper. For
example, the benefits of paper in the early childhood
educational environment are being reevaluated. It
has been found that children who read more tend tohave higher levels of awareness, non-cognitive skills,
and cognitive functioning. It has been reported that
adults also experience increased brain activity related
to memory when using a notebook rather than asmartphone. I believe that our role and greatest
strength is to develop these kinds of value
propositions by viewing the market from a broader
perspective.

Changes in Domestic Demand for Paper and Paperboard(In thousands of tons)

35,00030,00025,00020,00015,00010,000

5,000

0

2000

2005

2010

2013

2014

2015

■Other paper■Sanitary paper■Packaging paper■Paperboard for containers■Containerboard

2016

2017

2018

■Printing/data processing paper

2019■Newsprint

2020

2021

2022

■Other paperboard

Source: Japan Paper Association

8

SHINSEI PULP & PAPER COMPANY LIMITEDCSR REPORT 2023

9

Message from the President

Pursuing Sustainable Value

Our sustainability management means expanding our products’sustainable value and supporting social change.
Paper is increasingly being regarded as a material
with high environmental value. In particular, it isattracting attention as a material for food packaging
and tableware, and is demonstrating new added
value through such applications as reducing plastic
use by replacing plastic containers with paper trays. It
is a little-known fact that paper and paperboard arehighly biodegradable and decompose in the ocean.
Furthermore, since trees, the raw material for paper,
absorb and fix CO2 during the growth process, CO2
generated from biomass combustion is not includedin national greenhouse gas emissions, making paper
an environmentally conscious material that helps
drive the push toward carbon neutrality.
In addition, paper has characteristics that makeit highly conducive to the “circular economy.” Blended
paper is attracting particular attention as anupcycling solution for waste and unwanted materials.
This paper is made by mixing pulp, the raw material
for paper, with other materials. In terms of thecommercial products we have developed, as

environmental awareness rises, more and morecompanies are adopting circular cotton paper, whichuses 50% recovered cotton, and “CaMISHELL,” which
is made using eggshells. In addition, we are seeing an
increasing number of customers recycling waste
generated within their companies into paperboard asa closed recycling process. In the cosmetics andapparel industries, this improves brand image, and it
also serves as one step toward achieving a recyclingoriented society.
As part of our sustainability management, in
addition to promoting the development of applications
and commercial products, we have been putting agreat deal of work into logistics reform for a numberof years. For more than 10 years, we have been
involved in joint logistics with other companies in thesame industry, and going forward, we intend to stepup our collaboration with other industries as well. In
addition to our activities proposing paper products,
we believe that it is very valuable for us to contributeto sustainability as a trading company.

How the Paper Industry Works as a Recycling-Oriented Industry

O2

Wood from forest thinning andlow-quality timber
Planted wood for pulp
BoardsTree planting(overseas)
Harvested andreplanted in 8–9 year
cyclesCO 2

Digestion

Paper
products
Recovery

Paper manufacturing
Chips

Black
liquorFossil fuels

Biomass
fuels

Energy

Pulp

Used
paper

35%

65%

Used p
paper
p

Waste
fuels

Difficult-to-recycle waste paper

Produced by SPP based on data from the Japan Paper Association

10

SHINSEI PULP & PAPER COMPANY LIMITED

Demonstrating our Capabilities in Human Resources and Proposal-Making

We will further promote human resource
cultivation and cross-sectional sales activities
to meet the underlying needs of our customers and society.
According to the Japan Paper Association, overall
demand for paper and paperboard in 2023 is expected
to see a year-on-year decline of 2.1% due to adecrease in domestic demand for graphic paper.
Recently, changes in consumer behavior, such as
refraining from purchases due to surging prices, havealso affected demand for packaging paper, which had
been relatively steady. At the same time, we recognizethat the trend toward paper accompanying the shift
away from plastics will continue its strong progress,
and that demand for paper and paperboard asenvironmentally conscious materials will further
increase.
Our strength is that in addition to paper andpaperboard, we also possess expertise in chemical
products. Until now, our organization has been
structured by industry and business category, but tofurther accelerate cross-sector sales activities, we are
actively conducting personnel exchanges and job
rotations on a daily basis. This is because in the pursuitof sustainable value for society, it is important topropose solutions that recognize the characteristics ofboth paper and film. Meanwhile, in terms of careerdevelopment for each of our employees, we see it as
one of our strengths that they can experience thepaper, paperboard, and chemical products businesses
at a single company, and we intend to take advantageof this going forward. In addition to training for new
employees, we have focused on “visiting instructorbased training” for newly appointed section managers
and for department managers, but are now considering
the introduction of “open topic-specific training” forall employees to gain awareness of various issues indifferent industries.
We will continue to leverage our strengths andadvantages to propose high value-added solutions
that use the fundamental seeds of our products tomeet the underlying needs of society and ourcustomers, with “sustainability” as our keyword. To
this end, we intend to hone our ability to imagine
business ideas that are not bound by conventional
wisdom or fixed preconceptions.

CSR REPORT 2023

11

Special Feature 1: Pursuit of Added Value in the Post-COVID-19 Era
With socioeconomic activity having returned to normal following the COVID-19 pandemic, structural changes in demand havegathered pace. Under the three-year mid-term management plan, “Growth 2024,” SPP aims to enhance its value to society
through proposal activities that go back to the basics and initiatives in growth fields, with “sustainability” as the keyword.

Risks and Opportunities Regarding Social Issues
Strengthened
initiatives to achievecarbon neutrality
by 2050

Elimination of
paper with theadvancement ofdigitalization

Risks

Opportunities

Paper

Paper Accelerated shift toward paper

Insufficient supply of raw
materials for papermaking due
to increased demand forbiomass fuel made from raw
materials such as thinned
wood and waste wood

products due to reduction of plastic
usage
Paperboard Switch to paper products
Chemical Popularization and expansion of
productsbiomass film products

Paper Paperboard Chemical
products

Propose solutions forswitching to paper
products withfunctionality throughcoordination between thethree departments

Risks

Opportunities

Paper Rise of digital native

Paper Re-recognition of the added

Paper

generation
Paper Elimination of paper ininternal business
operations

value of paper
Paper A return to paper due to“digital fatigue”

Strengthen response to changes
in demand, creation of new
demandRisks

Changes in life andworking styles
brought about by
the COVID-19
pandemic

Direction of Response

Paper Paperboard

Chemicalproducts

Reduced packaging andswitch to simplified
packaging due to changes
in packaging styles

Direction of Response

Opportunities

Direction of Response

Paper Increase hygiene awareness

Paper Response to demand fordue to COVID-19 pandemic
Paperboard Expansion of online shoppingand other forms of e-commerce
Chemical Growth in markets
products
connected to food,cosmetics, and healthindividual packaging
Paperboard Response to regional and small
Chemicalproducts

lot containerboard demand
Proposal of functional films
matched to needs andchallenges

Logistics Solutions

Masayoshi
hi Suzuki

By steadily improving logistics efficiency through DX,
we will establish a system that can properly cope withthe “2024 problem.”
We are stepping up our efforts in “white logistics” to improve
the working environment for truck drivers. Specifically, theorder cutoff time is set at 3 p.m. two days in advance as arule, with 3 p.m. the day before as the final limit, so thatorders are almost always received by the deadline. To reduce
waiting times for goods, the Logistics Committee of theJapan Paper Merchants Association conducted a survey lastNovember and asked warehouses with long waiting times tomake improvements, which they did by arranging goods forloading in advance. We will also continue to request
improvements from our suppliers to reduce additional work
such as loading and unloading by drivers.
Following the introduction of a DX-based warehousereservation system and a dynamic management system,
Shinsei Distribution is introducing an automated vehicle
allocation system in order to achieve efficient vehicle
dispatching and operational improvements.
With regard to collaborative delivery with agents, inorder to improve effectiveness, we are promoting thesharing of warehouses, as well working to consolidate
inventories of products with the same delivery destination

General Manager,
ager,
Operations Division,n
Sales Divisionand to allocate them to warehouses with the shortest
delivery distances. In addition, we proactively utilize
return trips* in order to make effective use of trucks.
Over the past three years, while the total number ofdeliveries has declined, the number of return trips has
increased, contributing to an improvement in the loadingrate. In April, we newly started reciprocal carrying ofreturn cargo with other industries, aiming to improve theloading rate and reduce CO2 emissions through the use ofround trips.
We recognize that addressing the “2024 problem” isa top priority issue that must be solved across the supply
chain as a whole, and that it is particularly important toimprove delivery efficiency by moving up the order cutoff
time and reducing small-lot deliveries. In terms ofpromoting DX in logistics, after introducing an automatedallocation system, we will implement a system thatenables us to ascertain the what is loaded on eachvehicle, aiming to improve operational efficiency bymaking delivery status more visible.

Cutting waiting times for incoming trucks (Shinsei Distribution Company Adachi Sales Office)In September 2021, Shinsei Distribution’s Adachi Sales Office introduced an incoming truck reservation system. After the introduction of the system, the percentage of trucks waiting more than twohours was reduced from about 30% to about 2%.
（%）■ 2 hours or more

■ 1–2 hours■ Less than 1 hour

100
90
80

Promotion of DX

Yasuyuki Nonaka
Yas
General Manager,Gen
DX Department

70

Database use is expected to facilitate company-wide
information sharing and demand creation.

60
50
40
30

I believe that the role of our DX Department is toexpedite the creation and provision of new services
by building databases that can be shared across SPP
to meet increasingly diverse customer needs.
Currently, we are working to build a database by
consolidating siloed-off information, such as perspectives
and ideas for new business development and new
product sales. We expect that sharing and utilizing
the database will lead to the creation of demand in
untapped areas, equalization of ICT skills and growthamong employees, and improved competitivenessfor SPP as a whole. I believe that if, in the future, we
can link various types of data and use this to matchcustomers with commercial products and to generateorder forms, there is the potential to create greatvalue in terms of both supply and demand, such as

12

SHINSEI PULP & PAPER COMPANY LIMITED

improving the efficiency of accepting and making
orders.
In addition, we are continuously collecting informationand considering the implementation of schemes thatare necessary in light of social conditions, and one of
the services we have introduced as part of this process
is a cloud service for calculating CO2 emissions. This
enables us to calculate emissions by year and by item,
disclose data to customers, and plan and verify our
CO2 reduction plans.
The experience of the COVID-19 pandemic has
led to ongoing changes in corporate activities,
including changes in work schedules, and the DX
Department is committed to using IT tools to provide
new services that not only solve problems, but also
contribute to enhancing SPP’s corporate value.

20
10
0

July
2021

August2021

September
2021

October
2021

November December
2021
2021

January2022

February
2022

March
2022

Effective use of return trips (indexed at 100 for the first half of 2020)
180
160■No. of return trips

Total deliveries

140
120
100
80
60
40
20

1H 2020

2H 2020

1H 2021

2H 2021

1H 2022

2H 2022＊ A “return trip” refers to
the use of an empty
truck that has finishedcarrying a load and isreturning to thecompany to carryanother load. Effective
use of return trips
reduces the number ofunused vehicles andimproves delivery
efficiency.

CSR REPORT 2023

1
13

Yukimasa Susami
sami

Printing Paper

Manager, Printing
ng PaperSales Division

Printing paper is one of our core products, but weare facing the challenge of a structural decline indemand. To address this issue, the Printing Paper
Sales Division was newly established in April 2023
as a specialized organization for developing
markets, applications, and products. Our current
activities are focused on making multifaceted
proposals in response to requests and inquiries fromexisting customers, as well as market research andeducational activities to cultivate new users.
As the move toward decarbonization gathers
pace throughout society, we are engaged in proposal
and sales activities for blended paper that makes
effective use of waste and unused resources, whichhave become a social issue, as raw materials for paper,
while explaining that paper itself is an environmentallyconscious material. For example, one of our recently
developed products is a blended paper made byupcycling textile waste, discarded eggshells, burlap
sacks, coffee grounds, and other waste materials into
paper and paperboard, helping to realize a circular
economy. In addition, we are actively collaboratingwith paper manufacturers to develop paper blending

solutions to meet the needs of various waste materials
that companies generate.
Going forward, paper with high social value willcontinue to be in high demand to help realize asustainable society. While remaining sensitive tosocial change, we will aim to create new demandand new businesses through alliances and M&As.

The circular system that Circular Cotton
Factory aims to create
Reuse

Reuse
Clothes

Paper

Industrial waste fromproduction processes
Clothes waste
Consumers’ homeresources

Building
materials,
etc.
Reuse

Yasushi Ueno

Packaging

Aiming to maximize the potential of paper and create
new demand and new businesses that contribute to social change.

We are stepping up information sharing and proposal
activities that cut across departments in order to detectchanges in public demand and respond to underlying needs.
The Packaging Division, consisting of the Paperboard
Department, the Packaging Paper Department, andthe Cardboard Department, provides the raw
materials needed to manufacture a wide variety of
packaging. There are many packaged products in ourdaily lives, and the COVID-19 pandemic has increased
demand for takeout paper containers, reaffirming its
importance as a packaging material. Cardboard cases
have also been supported by the robust EC market,
but the pandemic has increased the number ofdeliveries to mailboxes and parcel delivery boxes,
resulting in a rapid shift to bags and smaller boxes.
In response to these changes in the businessenvironment, the division is willing to go beyond theboundaries between departments and take on the challengeof entering new fields through information sharing, thereby

Reuse(100 million yen)
180,000■ B to C-EC market size (left axis)
EC conversion rate (right axis) in the goods sales sector
150,000

Source: Circular Cotton Factory

90,000Mana
Manager,
1st Chemical
Business Department,
Busin
ChemicalChem Business Division

Functional Films

In pursuit of a sustainable society, we will step up our
proposals from the perspective of the superiority offunctional films and consideration for the environment.

Against the backdrop of the marine plastic problem
and stricter regulations on waste imports, thedevelopment of products that reduce environmental
impact is gathering pace, and an increasing numberof film products are being made with higher
proportions of biomass and recycled raw materials.
In addition, thin but quality-retaining films haveemerged and efforts to reduce container weight areprogressing, while high-barrier films that can
extend shelf life are also growing as a way to reducefood waste.
In recent years, inquiries for biomass films andrecycled films have increased rapidly due to
growing environmental awareness, while the needfor microwavable foods that can be easily andconveniently cooked in a short time is increasing
due to the increase in the number of single-person

14

SHINSEI PULP & PAPER COMPANY LIMITED

contributing to a recycling-oriented society.
Currently, the recovery rate of recovered
cardboard in Japan is more than 95%. However, thetrend toward smaller boxes is making it more difficult
to recover used packaging, as more and more of it isdisposed of as general waste. Furthermore, with thedecrease in recovered newspapers and magazines,
the dependence on cardboard as a raw material
resource is increasing, and there are concerns about
the impact on the production of the base materials for
cardboard. Because used paper is a valuable resource,
maintaining a paper recycling system is truly an urgent
issue. We will continue to provide a stable supply of
the packaging materials handled by this division to ourcustomers, thereby contributing to solving social
issues and realizing a sustainable society.
Used
cardboard
recovery rate

B to C-EC market size and EC conversion rate in the goods sales sector

Energy120,000

Keiji Sugitani
KeijGeneral Manager,
anager,Packaging andCardboard,,
Sales Divisionionhouseholds and dual-income households. Meanwhile,
inquiries about switching from film to paper are
also increasing. Many paper-based packages havedesigns that state “this packaging is made of paper,”indicating that it is a good material for appealing
to consumers as environmentally friendly.
To address these issues, we have invested in
Taibo Co., Ltd., a plastic recycling company. We
have also acquired ISCC PLUS certification, acertification system that manages and guarantees
the supply chain for products made from biomass
materials and recycled materials produced by themass balance method.
We will continue to work with manufacturers
and customers to realize a recycling-oriented
society.

60,0003.85
59,931

4.37
68,043

4.75
72,3985.43
80,043

5.79
86,0086.22
92,992

6.76

8.08
122,333

100,515

9.00

or over

8.00
7.00
6.00
5.00
4.00
3.00
2.00

30,000
0

95%

（%）

Used
cardboard reuse
rate

90%
or over

1.00
2013

2014

2015

2016

2017

2018

2019

2020

0

Source: “FY2020 Market Survey on E-Commerce” (Ministry of Economy, Trade and Industry)

Developments in the Soft Packaging Market
Functional packaging materials, packaging
materials, and markets attracting attention

Domestic environmental topics● Increasing diversity of forms of soft packaging
in the medical field● Continued intensification of competition in thebarrier film market● Slowdown of growth in the stick packaging
market● Emerging need for oxygen-absorbing packaging● Continued intensification of competition in themarket for plastic drink bottle labels● A focus on non-aluminum foil and needs
for alternative barrier films● Growth in biomass and foam sheets due
to reduction of CO2 emissions fromplastic containers● Ongoing growth in “flexible packaging”● Gradual emergence of domestic efforts
to reduce CO2 emissions and waste
plastic

Source: “Packaging Materials Share Database 2022,” Japan Economic Research Institute Inc.

Acquisition of ISCC PLUS
Certification*
In June 2022, SPP obtained ISCC PLUS
certification. This enables us tocollateralize and sell products such as
biomass feedstock and recycled feedstock
produced using the mass balance method.

* An internationaltil certification
tifi ti systemtfforsustainable biomass products operated byInternational Sustainability and Carbon
Certification.

CSR REPORT 2023

15

Special Feature 2: “1% for Present Tree” Activities

SPP’s Unique Environmental Scheme“1% for Present Tree”

Present Tree’s Forests★Planting sites for which participation is currently open

★Nakagawa“1% for Present Tree” is an environmental scheme that we havebeen conducting since 2009. Under this scheme, 1% of thepurchase price of paper, paperboard, film, and other products
purchased from SPP is allocated as a participation fee (support fee),and through the “Present Tree” project operated by Environmental
Relations, a certified NPO, trees are planted and managed in placesacross Japan where
they are needed,such as disaster-hit
forests and unforested
areas. Products madethrough this scheme
will be allowed touse Environmental
Relations’ “1% for
PT” trademark logo.

Nakagawa Town, Nakagawa District, Hokkaido(Managed by: Nakagawa municipal government)★Uryu

Kalimantan Orangutan
Kalimantan, Indonesia(Managed by: Kaltimex Jaya)

Africa Burkina Faso

(cumulative total)(Trees)

14,000■Number of trees planted (cumulative)

12,00010,000

8,234

8,769

9,293

9,902

10,422 10,826

11,207 11,554

11,922

12,711
12,275 12,469

Takaharu Town, Miyazaki Prefecture(Managed by: Nishimoro District
Forestry Cooperative)

Shou Morimoto

Atami no MoriElectronic Materials
Department,
Tokyo Head Office

Atami City, Shizuoka Prefecture(Managed by: Forest Walker)

Building disaster-resistant forests
Present Tree in Kuma Village(Kumamoto Prefecture)
This is a reforestation project on an abandoned
planting site. Tree planting is proving to beeffective as a measure to prevent landslides.

13,116

2007, before planting

2018, after planting

Fuefuki Misaka
Fuefuki Misaka, Fuefuki City, Yamanashi Prefecture(Managed by: Central Forestry Cooperative)★Fuefuki Ashigawa
Fuefuki Ashigawa, Fuefuki City, Yamanashi Prefecture(Managed by: Central Forestry Cooperative)

Fuefuki Hana no Mori
Fuefuki Hana no Mori, Misaka Town, Fuefuki City,
Yamanashi Prefecture(Managed by: Central Forestry Cooperative)

Reforestation of
unforested land

66(FY) 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

SHINSEI PULP & PAPER COMPANY LIMITED

Landslide in the vicinity of the forest (photo taken 2018)

Given my work with paper, I was eager to take part ina tree-planting event. Now, having actuallyparticipated in the program in Hinohara Village(Nishitama District, Tokyo), I understand that bothtree planting and forest maintenance are extremely
hard work. With fewer children and an aging
population in the mountainous areas where forests
need to be maintained, I realized that we need to takemore interest in forests and get to know them better.

2009, before planting

Present Tree for Shiki no Mori
(Kofu City, Yamanashi Prefecture)
The scheme contributes toreforestation of logging sites thatcannot be reforested due to a lack ofpersonnel resulting from depopulation and demographic aging.

Reforestation of pine woodnematode-affected forests

2019, after planting

Damaged trees in planted red
pine forests affected by pine
wood nematode are being cut
down and converted todeciduous broadleaf forests.

Sumio Nagaishi
Printing & Data Processing
Paper Department
Section 2, Kyushu Office

2010, before planting

Present Tree for Hana no Mori
(Fuefuki City, Yamanashi)

4,000

16
6

Meguri no Mori, Yokosuka City, Kanagawa Prefecture(Managed by: Meguri no Mori Development Promotion Council)

Takaharu

6,000

0Hinohara Village, Tokyo(Managed by: Tokyo Chainsaws)

Shonan International Village Meguri no Mori

8,000

2,000

I participated in a tree-planting event in Ashigawa
Town, Fuefuki City. The mayor spoke of the town’s
serious problems with depopulation and the fallingnumber of children, and I was impressed by what hesaid about the importance of environmental
preservation as well as his wish for people to discover
Ashigawa’s charms. As someone who works withpaper, it was a valuable experience for me to be
involved in these mountain restoration activities. I
would love to take part again if the opportunity arises.

Sanmu City, Chiba Prefecture(Managed by: Hokuso Branch Office,Chiba Prefecture Forestry Cooperative)

Kai Zenkoji no Mori, Kofu City, Yamanashi Prefecture(Managed by: Central Forestry Cooperative)

Number of trees planted under the 1% for Present Tree scheme

3rd Printing Paper
Department, Tokyo
Head Office

Sanmu Hinata no Mori

Kofu

Local partners: Forestry
cooperatives, etc.

Maiko Ono

★Tokyo★Kumamoto Yamato

Kai Zenkoji no Mori

Present Tree Office(Environmental Relations)

Hirono Town, Fukushima Prefecture(Managed by: Hirono Waiwai Project)

Takayama City, Gifu Prefecture(Managed by: Kobayashi Sannosuke Shoten)

Shiki no Mori, Kofu City, Yamanashi Prefecture(Managed by: Central Forestry Cooperative)

SPP

Osaki City, Miyagi Prefecture(Managed by: Osaki Forestry
Cooperative)★Hida Takayama

Kai City, Yamanashi Prefecture(Managed by: Central Forestry Cooperative)

Operating costs andgrowth management★Miyagi Osaki

HironoKai

Support fee(participation fee)

Miyako City, Iwate Prefecture(Managed by: Kobayashi
Sannosuke Shoten)★Ultraman no Mori

Kawaminami Town, Miyazaki Prefecture(Managed by: Koyu Regional Forestry Cooperative)

Relationships
throughseedlings

MiyakoUltraman no Mori, Takayama City, Gifu Prefecture(Managed by: Kobayashi Sannosuke Shoten)

Koteieki Fukko Kinen no Mori, Kawaminami

1% ofpurchase price

Aibetsu Town, Hokkaido(Managed by: Aibetsu Town
Forestry Cooperative)

Sado

Kuma

Tree-planting certificate

Aibetsu

Toki no Habataku Mori, Sado City, Niigata Prefecture(Managed by: Uryuya Seisan Forest Cooperative,
Katanoo Ward, Sado City)

Kuma Village, Kumamoto Prefecture(Managed by: Kuma Village
Forestry Cooperative)

Customers

Minami-Yatsugatake, Hokuto City,
Yamanashi Prefecture(Managed by:Environmental Relationss)

Burkina Faso, Africa(Supervised by: A DANSÉ Co., Ltd)

Yamato Town, Kumamoto Prefecture(Managed by: Midorikawa
Forestry Cooperative)

What is “1% for Present Tree”?

Hokkaido University Uryu Research
Forest(Managed by: Hokkaido University)

Hokuto2020, after planting

I took part in the Kumamoto Yamato Tree Planting
Event held in Kumamoto Prefecture. Together withlocal officials, we planted 31 species of saplings thatwere selected based on factors such as the
distribution of trees in the local area. In addition to thetree-planting experience, the opportunity to interact
with local residents enhanced my interest in theplanting site and motivated me to engage in further
proposal activities for the 1% for Present Tree scheme.

CSR REPORT 2023

17
7

Activity Report Section

Relevant SDGs

ISO 14001 Environmental Management System

Environmental Policy
Aiming to realize a sustainable society through our corporate activities, we made clear our promotion of the Sustainable
Development Goals (SDGs) and, with an eye on the year 2030, made contributing to the resolution of global environmental
issues an environmental target.

Basic Philosophy
Shinsei Pulp & Paper Company recognizes the conservation of the global environment as one of its main
business priorities, aims to realize a “sustainable society in which people and nature can coexist” throughall its corporate activities, and will proactively take action to pass it on to the next generation.
In addition, taking action to conserve the environment is an important duty charged to each and every
one of us, and all our employees will do their best to preserve and improve the environment.

Course of Action

ISO 14001 Internal Audit
SPP acquired ISO 14001 certification for all bases in
2002. Since that time, we have conducted internal
audits of all bases, departments, and divisions twice ayear in July and January in accordance with the internal
audit rules of the Environmental Management
System (EMS) Manual.
Year by year, awareness of environmental management
has grown, and our internal audits have shifted focus
from EMS compliance to effectiveness and now
performance in actual practice, and our initiatives
have also been highly evaluated by reviewing bodies.
This fiscal year, the internal audit committee
comprises 24 members in total, spanning a broad
range of ages and positions, from general staff tomanagement staff from the sales and management
departments. Through audits leveraging the work
experience of each member, we have strengthened
SPP’s management capabilities, improved internal
environmental awareness, and verified that PDCA,
the foundation of ISO standards, is functioning
properly.

Chief Executive (President)Internal Audit
Committee(24 persons)Head OfficeSecretariat(3 members
from Tokyo andone member
from every
other branch
for a totalof 9 members)

ISO Environmental Management Committee(composed of directors)
Environmental Management Manager(General Manager, Administration Division)

Tokyo Secretariat

Head Office/Tokyo Main Branch(9 teams)

Osaka Secretariat

Osaka Branch (6 teams)

Nagoya Secretariat

Nagoya Branch (2 teams)

Kyushu Secretariat

Kyushu Branch (1 team)

Sapporo Secretariat Sapporo Branch (1 team)

As a paper, paperboard, and film distribution company, Shinsei Pulp & Paper will maintain an awareness of how theenvironment is influenced by the products and services we offer through our business activities. We will minimize
our environmental impact by setting environmental targets and promote the prevention of environmental pollution
and global warming.
Furthermore, we will review our environmental targets in response to changing conditions.

Sendai Secretariat

Sendai Branch (1 team)

Toyama Secretariat Toyama Branch (1 team)

General Managers
Executive Committee Members

Environmental Targets

Employees

1. Engage in the proactive sale of environmentally conscious products and the development of products withlow environmental impact.
2. Strive to prevent air pollution by working to optimize distribution in regards to product delivery.
3. Promote the reduction and recycling of office waste.
4. Strive to proactively purchase environmentally conscious products.
5. All members will proactively conserve energy by reducing the amount of electricity and other forms ofenergy they consume.
6. Engage in business activities aimed at the promotion of the Sustainable Development Goals (SDGs).
7. Observe all environmental regulations as well as other requirements undertaken by SPP.

FY 2022 ISO 14001 Implementation Plan and State of Achievement
ISO 14001 implementation plan: 78 targets, 66 targets achieved, 12 targets unachieved

Targets

Achieved

Achievement
rate

Promotion of sales of forest-certified paper, etc.; expansion ofsales of chemicals and film

31

23

74.2%

Distribution optimization

Reduction of gas consumption and optimized inventory throughtransport optimization

9

８

88.9%

Reduction of general waste

Waste sorting initiatives, reduction of amount of copy paper used

7

6

85.7%

Reduction of energy
consumption

Room temperature adjustment, regularly turning off lights,
turning off lights when leaving

7

5

71.4%

Observance ofenvironmental laws,
ordinances, and regulations

Building management regulatory inspections and inspection
implementation verification

55100.0%

Promotion of the SDGs

Verify state of paid leave acquisition

1

1

100.0%

Work optimization

Promotion of internal beautification, stationery recycling

18

18

100.0%

78

66

84.6%

Environmental targets

Implementation plan examples

Eco-friendly product sales(Revised April 1, 2020)

Initiatives for ISO 14001
SPP has acquired the international ISO 14001: Environmental
Management System certification issued by the International
Organization for Standardization (ISO) and engages
in environmentally conscious business management.
We have enhanced the awareness of each and every
one of our employees concerning our environmental
management system by organizing an ISO Environmental
Management Committee with our president serving as thechief executive, and establishing activity targets for eachdivision and department. In addition, we have increased
the effectiveness of our PDCA cycle, promoting andmanaging implementation plans to continuously improve
our environmental management system. Further, we
conducted ISO 14001 education from April 2022 and, at thesame time, promoted awareness of our business continuity
plan (BCP) with the aim of strengthening education of ouremployees regarding environmental issues.

18

SHINSEI PULP & PAPER COMPANY LIMITEDPDCA Cycle Conceptual Diagram

Plan

Do

Target,key management item,
and implementation planestablishment

Implementation plan
promotion(monthly report),
rule management

ActionISO Environmental
Management Committee(quarterly report);
implementation ofrevisions by president(once a year)

Check
Implementation plan
progress management(monthly report)

Total

In fiscal 2022, we achieved our priority environmental
targets of “work optimization” and “observance of laws
and ordinances.” However, “eco-friendly product sales”
were slow due to the impact of the COVID-19 pandemic.
In addition, “reduction of energy consumption” was notachieved due to the decrease in the number of staff working
remotely. We will continue to incorporate environmental
targets into specific action plans and engage in ISO
initiatives linked to our corporate activities.

CSR REPORT 2023

19

Activity Report Section

Forest-Certified Paper Sales

Eco-Friendly Procurement and Sales Guidelines

SPP recognizes the conservation of the global environment as one of the most important issues in its management and,as a paper distribution company, we have acquired FSC™*1 (Forest Stewardship Council™) and PEFC*2 CoC*3 certification
with the aim of promoting paper products produced using material from forests managed according to sustainable
methods. By carrying forest-certified products (paper), we are promoting sustainable forest management.

SPP has established Eco-Friendly Procurement and Sales Guidelines based on the Basic Philosophy of our Environmental
Policy and thoroughly follows these guidelines in its purchasing and sales, contributing to the sustainable growth ofsociety.

*1 The Forest Stewardship Council™ (FSC™) is a global, not-for-profit organization dedicated to the promotion of responsible forest management worldwide.
[License Code: FSC-C023021]*2 The Programme for the Endorsement of Forest Certification Schemes (PEFC) is an NPO that manages international forest certification.
*3 An abbreviation for “Chain of Custody.” Certifies that wood and wood products come from a forest whose management has been certified as sustainable.

Example Environmentally Conscious Products
Recycled
paper

Paper made from collected used paper. Japan’s usedpaper utilization rate exceeds 60%, and this used paper
is utilized in familiar products spanning everythingfrom standard paper to toilet paper and cardboard.

ECF pulp

Paper manufactured with chlorine-free bleachingthat does not generate harmful organochlorinecompounds; this paper is created with the aim of
reducing environmental impact.

Bulky paper

A lightweight paper which is thick yet low indensity. Because it can be transported efficiently,
it contributes to reduced CO2 emissions and theconservation of resources.

Paper madefrom thinned
wood

Paper that uses wood thinned in order to promotehealthy forests as a raw material. Appropriately
thinning and managing forests can help increase
their ability to absorb CO2.

Paper made from raw materials other than wood,such as plants and agricultural byproducts. Plants
such as bamboo and sugarcane grow fast andpossess superb ability to absorb CO2.

Afforested
tree pulp

Pulp that uses trees obtained from a forest managed
according to a cyclical plan from tree planting tofelling as a raw material. This enables the efficientand stable acquisition of wood.

Non-woodpaper

Environmental Consciousness Measures
Thinned wood markAn initiative by the National Federation of Forest Owners’ Co-operative Associations raising awarenessabout the importance of thinned wood and promoting its use. SPP acquired the thinned wood markcertification and is working to popularize it.

Preserving forests forthe future

SPP endorses and supports the Forest Culture Association’s “activities to preserve forests for the future”
as a corporate member.

1% for Present Tree

PurposeScope

Based on the Basic Philosophy of the Environmental Policy, theShinsei Pulp & Paper Company fulfills its social responsibility
and contributes to environmental protection through theproactive procurement and sale of environment-friendly
products.

These guidelines apply to all domestic and overseas bases.

Sales policy
1. Provide products where the legality of manufacturers canbe verified
2. Provide products manufactured with sustainable
resources
3. Provide products that contribute to the promotion of the
SDGs

Procurement policy
We proactively consider procurement of the following
products.
1. Forest-certified paper
2. Products complying with the Green Procurement Act
3. Recycled pulp products
4. Chlorine-free bleached pulp
5. Paper made from thinned wood
6. Non-wood paper
7. Chemical products based on environmental impact
8. Partners who advocate preserving high-value forests andrural environments
9. Product transparency required by law
10. Products that contribute to the promotion of the SDGs

Relevant laws, regulations, ordinances, andstandards
1. Guidelines for Private Sector Engagement in Biodiversity(Ministry of the Environment)
2. Act on the Promotion of Procurement of Eco-Friendly
Goods and Services by the State and Other Entities (Green
Procurement Act)
3. Act on the Promotion of Distribution and Use of Legally
Logged Wood Products (Clean Wood Act)
4. Usage of chemSHERPA to communicate information
regarding chemical substances in products (managementof chemical substances used in products)

Carbon Offset Initiatives

Since 2009, we have engaged in 1% for Present Tree, a tree planting activity in which wereserve 1% of sales from our customers to purchase and plant young trees. Since we began
this activity, we have planted over 13,000 trees, helping to prevent disasters and reduce
environmental burden through the conservation of forests.

Reducing CO2 through Solar Power
We use 1% of the purchase price of ourpaper to support the conservation of forests.

Marine Plastic Countermeasures

An Initiative for Recycling Waste into Products

Aiming to resolve the global
environmental issue of marine
plastic waste, in 2019 we joined
the Clean Ocean Material Alliance(CLOMA), a platform for promoting
the sustainable use of plastic
products and the development
and introduction of substitutematerials. We are continuously working to reduce plastic
through such means as switching from bottles to standing
pouches and proposing new paper products.

In an effort to reuse resources
and reduce pulp usage, we aredeveloping a blended paper madefrom eggshells, burlap sacks, coffee
grounds, and other materials thatare disposed of as industrial waste,
as well as a “circular” cotton paper
made from 50% recovered cotton,
a way of upcycling used clothing.
Our blended eggshell paper, “CaMISHELL,” is a registeredtrademark for paper made by combining eggshells,
which are disposed of as industrial waste, with pulp.
Commercialized in forms such as business card paper andcoated cardboard used in packaging, we began selling
CaMISHELL as a waste-reducing product in 2020.

We established a solar power facility on land owned by
SPP in Tomi City, Nagano Prefecture and began sellingelectricity in March 2016. During the one-year period
from April 2022 to March 2023, annual CO2 emissions
were cut by 231 tons.
Solar power

20

SHINSEI PULP & PAPER COMPANY LIMITED

Reducing CO2 through Tree Planting
Calculating the cumulative total amount of CO2 absorbedby the trees we planted over the past 13 years, wereached 18.6 t-CO2/year in fiscal 2022.

* For detailed data for fiscal 2022, please see the “Environmental Data” section
on page 29.

Tree planting

CSR REPORT 2023

21

Activity Report Section

Human Resources

Relevant SDGs

Basic Thinking
In order to ensure that each and every employee ishighly ambitious and can demonstrate their capabilities
as a member of a group of professionals, the group iscommitted to cultivating human resources by promoting
the recruitment and appointment of a diverse range of
personnel, including women, non-Japanese, and midcareer hires with many different types of experience. In
addition, to ensure that all employees can make full use of
their aptitudes and abilities, the Human Resources Division
conducts personal interviews with all employees to ensurethat the right person is assigned to the right position andthat the company is managed in a healthy manner, thereby
creating a safe working environment for women, older
employees, people with disabilities, and others.

Respect for Human Rights
SPP respects the basic human rights of individuals andprohibits child labor, forced labor, and acts that disregard
an individual’s personhood, including discriminatory
speech and conduct, acts of violence, power harassment,
sexual harassment, and bullying, in order to support
the fair and equal treatment of laborers and eliminate
discrimination.

Freedom of Association
SPP respects laborers’ freedom of association and right tocollective bargaining.

Human Resource Cultivation
SPP’s aim is for each and every employee to have highaspirations and demonstrate their abilities as part of aprofessional group. We believe that the source of our strength
as a company lies in cultivating human resources by having
them correctly understand targets, take correct action toachieve those targets, and correctly evaluate the results oftarget achievement. We put great effort into our cultivationof human resources through means such as new employee
training, on-the-job training, and grade-specific training.

New employee
training andplant tour

Encouraging Human Resources to Flourish
SPP strives to maintain an environment that makes it easy
for all employees to work and that enables them to fully
demonstrate their capabilities. We promote work–lifebalance through means such as support for work as well as
childcare and caregiving, strict observance of working hours,
and encouraging the systematic acquisition of paid leave.
* For more information, please see our website.

Action plan based on the Act on Advancement of
Measures to Support Raising Next-Generation Children
WEB Action plan based on the Act to Advance Women’s
Success in Their Working Life
https://www.sppcl.co.jp/csr/management/plan.html
WEB

Training for Senior Management

22

SHINSEI PULP & PAPER COMPANY LIMITED

Promoting the Utilization of Female Human
Resources
SPP has established a goal of achieving a new hire ratioof 50% women, and is proactively providing employment
opportunities for women. The new hire ratio for women in
fiscal 2022 was 24.3%. In addition, we strive to maintainan environment that enables women to fully demonstrate
their individuality and capabilities, and for those who
wish, we will accommodate changes in job category fromgeneral to career-track.

Support for Work and Childcare/Caregiving
SPP has established a leave system for childcare andcaregiving. In addition, we are striving to create a work
environment in which employees can comfortablybalance work and home life, providing support throughmeans such as limiting overtime work and shortened
working hours in accordance with individual employee
circumstances and needs. We have also partially relaxed
the requirements of our childcare shortened working
hours system. Originally, this system was only available toparents up until their children entered elementary school.
From April 2022, however, when deemed unavoidable by
the company, parents may make use of this system up
through the lower grades of elementary school.

Promoting Senior Citizen Employment

Promoting Employment of People with Disabilities

We have established a re-employment system that
employs employees up to a maximum age of 65 whodesire to work after retirement age and who meet certain
conditions such as good physical health. Such employees
are provided with support to leverage the expertise andexperience they have cultivated with us and pass theirabundant know-how on to the next generation.

SPP is actively promoting the employment of people
with disabilities as part of efforts to utilize diverse humanresources, and each year we fully satisfy the legally required
employment rate. Going forward, we will continue topromote the expansion of the employment of people withdisabilities and strive to create a work environment in whichpeople with disabilities can work in safety and security.

Promoting Health and Productivity Management
SPP takes pride in the health of its employees and believes
that healthy and energetic workplaces begin with thehealth of employees. In October 2020, SPP took part in the
Healthy Enterprise Declaration and, for two years runningin 2022 and 2023, SPP received certification from the
Ministry of the Economy, Trade and Industry and Nippon
Kenko Kaigi as a Health & Productivity Management
Outstanding Organization (large enterprise category).
SPP makes sure to have its employees undergo ahalf-day medical examination once a year and, further,
for those employees at risk of lifestyle-related diseases, it
has an outside organization provide a personalized healthguidance interview. SPP also engages in educational
activities, such as healtheducation for women.
In fiscal 2022, we
introduced our own healthpoint system, the SPP
Health Stamp Rally. Thissystem promotes voluntary
healthactivities
byawarding points for walking,Radio calisthenics are part ofattending health seminars,
our internal health-promotion
activities.
and other activities.

2023 Health & Productivity Management Outstanding
Organization (large enterprise category)

Holding Health Committee Meetings andOffering Health Consultations
Based on occupational health laws and ordinances, SPP
holds monthly health committee meetings, with industrial
physicians, employees from departments such as theGeneral Affairs Department, and employees qualified
as health supervisors taking turns as members. Advice
received from industrial physicians in health committee
meetings and information on safety and health topics isshared with the entire company via a health committee
newsletter.
In addition, we have established a system thatenables employees who so desire to receive an individual
health consultation from an industrial physician.

Holding Stress Checks
Stress checks obligated by law as a mental health measureare held once a year, helping to maintain the mental
health of employees and prevent poor mental healthbefore it occurs. In fiscal 2022, the rate of employees who
underwent the check was 96.7%.

Harassment Countermeasures
SPP has established the prohibition of any and all acts ofharassment as part of workplace regulations. Further, we
are working to prevent the occurrence of harassment andcreate a work environment in which all employees canwork in safety and security through messages from ourpresident and initiatives such as establishing an internal
consultation service.

A Cooperative Relationship with the Employee Association
At SPP, an Employee Association has been organizedby employees that strives to build and maintain smooth
relations between the company and employees. Believingthat good relations between the company and employees
are essential to company development and well-being,
regular meetings are held monthly and opinions areexchanged on a variety of topics.

General meeting of the Employee Association

CSR REPORT 2023

23

Activity Report Section

Corporate GovernanceRelevant SDGs

Basic Thinking

Promoting Sustainability Governancemeasures. In addition, we have established a Board ofAuditors as an auditing body. The Board of Auditors
supports sound, sustainable growth and bears the
responsibility of establishing a good system of corporate
governance worthy of the trust placed in us by society. The
Board of Auditors and Accounting Auditor engage in fullcommunication concerning audit plans and results, creating
an auditing system that is fair and effective. External
directors play a role in the Board of Directors in ensuring
the validity and appropriateness of decision-making froman objective perspective by expressing opinions based on
legal and other aspects. In addition, external auditors in the
Board of Directors and Board of Auditors provide necessary
observations during times such as the deliberation of
agenda items.

In order to continue to grow as a company that is supported,needed, and chosen as stipulated in our Management
Policies, we believe we must build good relationships withthe various stakeholders around us and increase our value
to society. Accordingly, we recognize that strengthening
the functionality and transparency of managementrelated audits is essential, and we are striving to formulate
a suitable system of corporate governance comprising
our General Meeting of Shareholders, Board of Directors,
Board of Auditors, and Accounting Auditor.
We hold Board of Directors meetings as a systemfor decision-making and business execution. In thesemeetings, key managerial items are identified, leading to
the appropriate and rapid implementation of necessary

In addition, in order to contribute to the realization of asustainable society through its corporate activities, the
SPP group has made clear its commitment to pursuing
the Sustainable Development Goals (SDGs) and aims tocontribute to solving global environmental issues by 2030.
In order to monitor and manage sustainabilityrelated risks and opportunities, including environmental
and social issues such as climate change, the group has
established a management system based on ISO 14001,
with the president serving the chief executive officer andthe general manager of the Administration Division as theenvironmental management manager. An Environmental
Management Committee consisting of all directors has
been established to implement this system.
The president sets the top management policyon environmental and social issues, etc., and has the
responsibility and authority to conduct internal audits
twice a year and external audits once a year to evaluate
the suitability and effectiveness of the management
process, and to give instructions for its improvement.
With respect to human capital, diversity, and othersustainability-related issues, a Human Resources Review
Committee, consisting of directors and executive officers
appointed by the Board of Directors, has been established
as an advisory body to the board for the purpose ofregularly discussing and overseeing the operationof human resource development and environmental
measures that will lead to improvements to the company’s
human capital.

Corporate Governance Organization

Maintaining a System of Internal Controls

General Meeting of Shareholders
Audit

Board of Auditors

Cooperation

Board of Directors

Cooperation

President and CEO
Audit

Accounting Auditor

Internal Audit Office

Cooperation

Internal Control
Committee

Directors(management)
Audit

Internal divisions
and departments

Corporate Governance Overview (As of June 22, 2023)
Organizational structure

SPP positions following laws and ordinances and actingin accordance with social norms as a top priority in theexecution of professional duties. Accordingly, SPP has
established an Internal Control Committee with the CEO
serving as chairperson with the aim of providing thoroughguidance on the observance of laws and ordinances, oneof our internal control targets, as a key matter.
In addition, we have established an Internal Audit Office
as an organization under the direct control of the president
to conduct audits determining whether operations arebeing performed in accordance with laws, ordinances, andregulations and report the results to the president.
Auditors conduct audits based on the Audit Regulations
to determine whether directors’ execution of duties conforms
to laws, ordinances, and our Articles of Incorporation.

Internal Reporting System
In accordance with the revision of the Whistleblower
Protection Act, SPP established Regulations on Internal
Reporting in June 2022.
When a violation of laws, regulations, or internal rules
is discovered and an officer or employee makes a reportor consultation to the internal or external contact points
specified in the regulations, we will establish specificmechanisms to facilitate an appropriate response and asystem to protect users of the contact points and persons
who cooperate in investigations, and strive to ensure theirappropriate operation.

Compliance

Company with a board of corporate auditors

Board of Directors(seven members,
including one external
director)Makes decisions concerning items established in our basic policies and laws, ordinances, and ourArticles of Incorporation, as well as other important matters concerning our operations, together withsupervising the state of business management. (Held once a month and otherwise as necessary.)

Board of Auditors(four members: two
fulltime auditors and two
external auditors)

Auditors attend Board of Directors meetings, executive directors meetings, and other important
meetings, auditing the Board of Directors in the execution of their duties. Auditors also work tostrengthen and enhance the functions of the Board of Auditors through means such as investigating
the operations and financial condition of subsidiary and affiliated companies.

Internal Audit Office(two members)

The Internal Audit Office was established under the authority of the CEO and audits the operations of
SPP’s divisions and departments as well as its branches as an internal audit organization.

Compliance doesn’t just mean observing laws andordinances. It also includes abiding by internal regulations,manuals, and ethics that conform to core labor requirements
so that a company engages in business activities in a fair andappropriate way. Further, it even means the maintenanceof the environment that determines what kinds of rules acompany creates and applies. SPP engages in corporate
activities that follow social standards and corporate ethics.

Fair Trade (Corruption Prevention)
Once a year, SPP’s Internal Audit Office conducts auditsof every office to affirm that we are engaging in fair trade
and also to check for improper transactions that could leadto corruption. We also take measures such as regularly
rotating the people in charge.

Risk Management
SPP has set up a regulation-based risk management system. Key examples include the establishment of occupational
regulations, regulations for the Board of Directors, and the implementation of regular audits by the Internal Audit Office tomonitor for risks across departments and divisions. In addition, the Sales Division and Administration Division provide overallmanagement of the operations under the jurisdictions of SPP’s departments and divisions.

24

SHINSEI PULP & PAPER COMPANY LIMITEDCSR REPORT 2023

25

Activity Report Section

Social Contribution Activities
Organizational System during Disasters
When a disaster occurs, regardless of the area, SPP establishes a Disaster Countermeasures Headquarters as well as a
Disaster Response Office at our closest base to the disaster area. The company president serves as the director-generalof the Disaster Countermeasures Headquarters, and the general manager of the Administration Division and the generalmanager of the Sales Division serve as deputy directors-general.

Disaster Countermeasures
Headquarters Organization
Chart

Toyama Branch

Disaster Countermeasures Headquarters
Sales Division

Sendai Branch

Sapporo Branch

Disaster Response Office

Administration Division

Kyushu Branch

Nagoya Branch

Osaka BranchTokyo Head
OfficeRelevant SDGs

Support Activities for People with Disabilities
Paralym Art
Paralym Art is an initiative conducted by the Shougaisha
Jiritsu Suishin Kikou Association to promote the social
participation and financial independence of people withdisabilities through art. The ultimate goal of the initiative
is to eliminate barriers between people with disabilities
and those without disabilities by providing people
with disabilities with as many opportunities for social
participation and businesses involvement as possible.

Through CSR-related PR activities using Paralym Art,
we seek to maximize the value added to paper and bridge
the gap between companies as a comprehensive agent.
We consider Paralym Art to be a CSR activity and plan toexpand it nationwide. In fiscal 2022, we produced 18,850
Paralym Art Calendars imprinted with our company
name, while there were 35 instances of licensed art use
and 8 instances of art rental (27 pieces).

Handling of Personal Information
We have established points of concern and safety control measures to ensure the proper handling of specific personal
information. The scope of affairs in which SPP handles Individual Numbers includes those relating to the Individual Numbersof employees (including dependent family members) as well as those relating to the Individual Numbers of non-employees.
In addition, as part of the aim to safely manage personal information, we have established four regulations that areused for the proper management of personal information: organizational safety management measures, human safety
management measures, physical safety management measures, and technical safety management measures.

Disaster Countermeasures
We have established protocols with regard to countermeasures,
rescue, and relief in the event of a natural disaster with the aimof minimizing harm.
Based on our Disaster Countermeasures Regulations, allof our offices have created their own Disaster Countermeasures
Manuals and have established clear action guidelines for all
employees. In addition, all of our offices have created disasterorganization composition tables and duty tables, and they
strive to hold drills and make preparations during normal times.

Wall calendar

Testing generators

Water bags

Business Continuity Plan (BCP) Maintenance

Basic policy

Businesses to protect

Purposes・ Preserve human life and business assets
・ Rapidly restore business activities
・ Minimize effects on stakeholders
・ Establish trust with customers during
normal times

・ Businesses related to the wholesaling of
paper, paperboard, chemical products, etc.
・ Businesses related to paper processing,etc.
・ Businesses related to real estate leasing

・ Ensure the safety of employees and visitors
・ By rapidly restarting business activities,
fulfill duty to supply customers andpreserve their trust
・ Quickly stabilize business activities andpreserve employee employment

Stationing Disaster Supplies

26

SHINSEI PULP & PAPER COMPANY LIMITED

Example of Paralym Art in use (Sumitomo Mitsui Trust Realty Co., Ltd.)
It is offered as a service to visiting family members.

Resource Recycling Initiatives

As a company trusted by society, SPP has established a business continuity plan conscious of our relationships with a variety of
stakeholders and regional communities. Our business continuity plan is a manual for organizational systems and employee actions
so that we can rapidly restart and restore business activities in the event of an emergency. In addition, in order to ensure theongoing review of this plan, a BCP Committee meeting consisting of the managers of relevant departments is held twice a year.

In fiscal 2022, we periodically inspected disasterequipment and emergency food stocks in order to protect
the health and safety of our employees. We also worked to
expand our stock of portable toilets and emergency watersupplies as well as equipment such as power generatorsand storage batteries.

Desktop calendar

Stockpiles of food andwater

Development and sale of paper blended withtextile waste
SPP engages in collaboration with different industries tocreate materials that lead to the reduction and reuse ofwaste from various sectors.
Paper containing textile waste, such as “Circular
Cotton Paper” and “Swatch Mounting Paper (fabricsample mounting paper),” which we have planned,
developed, and begun marketing, are products made bycollecting textile waste and used clothing from apparel
manufacturers’ production processes using the fibers
in high proportions as raw materials for paper. This
contributes to solving the waste problem in the appareland textile industry and realizing a recycling-oriented
society. Going forward, we will continue to develop new
applications for paper blended with textile waste andconduct activities to promote its uptake among users.

Collected fibers processed into raw material for paper

CSR REPORT 2023

27

Financial Highlights (Consolidated)

Environmental Data

Unit

FY2018FY2019FY2020

FY2021

FY2022

Sales

Millionsof yen263,186

256,659

230,406

231,237

248,635

Operating income

Millionsof yen

4,539

4,857

4,187

4,666

5,107

Ordinary income

Millionsof yen

4,981

5,294

4,846

5,625

5,990

Net income for the period attributableto parent company shareholders

Millionsof yen

5,017

3,634

3,275

3,883

4,190

Net assets

Millionsof yen60,24460,71865,56668,01872,328

Total assets

Millionsof yen160,090

147,492

149,248

153,565

162,673

Change in the Method for Calculating Greenhouse Gas (GHG) Emissions
Previously, SPP has calculated CO2 emissions from its business activities (from electricity, gasoline, gas, and water
consumption) based on the ISO 14001 environmental impact assessment, but in fiscal 2023, we began calculating
CO2 emissions based on the GHG Protocol (an international standard for calculating and reporting greenhouse gas
emissions). The figures for fiscal 2021 and fiscal 2022 have been retroactively adjusted accordingly.
We are currently considering setting reduction targets in Scope 1 and Scope 2 for SPP (non-consolidated). In
the future, we will consider extending reporting to Scope 3, as well as expanding implementation to include groupcompanies, with a view to reducing GHG emissions throughout the entire value chain.
FY2021
New*1

Units

FY2022
Old*2

New*1

Old*2

%

37.58

41.12

43.89

44.25

44.43

Scope 1 (gasoline, kerosene, gas)

t-CO2

196.8

134

219.6

153

Cash flow from operating activities

Millionsof yen

4,560

3,373

6,596

1,504

2,862

Scope 2 (electricity)

t-CO2

1,607

350

1,566

339

Cash flow from investing activities

Millionsof yen

1,093-2,933-5,050-2,001-3,492

Cash flow from financing activities

Millionsof yen-4,141-3,119-1,543-2,734-2,248

Scope 1: Consumption by fuel type

Scope 2: Electricity purchased

Cash and cash equivalents closing balance

Millionsof yen12,500

9,798

9,802

6,657

3,923

（t-CO2e）250（t-CO2e）2,000

Equity ratio*1 Included in calculations under the GHG Protocol: Head office and branch offices (common areas of company-owned buildings), owned real estate, and recreation facilities*2 Included in calculations under the ISO 14001 environmental impact assessment: Head office and branch offices

196.8

200

23.8

150

Non-Financial Highlights
PeopleFY2018851

FY2019817

FY2020843

FY2021841

FY2022

590

570

560

542

544

Male

People

393

379

369

358

362

FemalePeople

197

191

191

184

182

Rate of women among new hires
Number of female employees/managers

％

41.2

45.5

33.3

38.5

24.3

People

199/1

194/1

194/1

190/1

189/2

％

46.3

54.1

48.9

55.6

55.1

CO2 emissions from business activities(non-consolidated)

t-CO2

551

524

472

487

495

Greenhouse gas emissions output level(non-consolidated)

―

0.71

0.63

0.61

0.63

0.64

Rate of paid leave usage

FY2021

FY2022

1,000

0

500

114.0

131.0

FY2021

FY2022■Gasoline■Kerosene■Natural gas

0

■LPG

■Electricity

CO2 Reductions from Tree Planting Activities*3(no. of trees)
15,00012,0009,000

CO2 Reductions from Solar Power Generation
13,116

11,922-15.7

12,275-16.3

12,46912,711

-17.5

-18.0

-18.6

（t-CO2）-30（t-CO2）
-400

-300

-282

-274

-20

-270

-265

-231
-200

6,000
-10

-100

3,000

1% for Present Tree number of trees planted(cumulative total)

Trees

11,922

12,275

12,46912,711

13,116

CO2 reductions from tree planting activities

t-CO2

-15.7

-16.3

-17.5

-18.0

-18.6

CO2 reductions from solar power generation

1,566

1,500

53.2

51.7

50

848

PeopleEmployees (non-consolidated)

1,607

10.4

25.0

100

Unit
Employees (consolidated)

219.6
7.3

0

t-CO2

-282

-274

-270

-265

-231

FY2018FY2019FY2020

FY2021■1% for Present Tree no. of trees planted (left axis)●CO2 reduction (right axis)

FY202200

FY2018FY2019FY2020

FY2021

FY2022■CO2 reduction*3 Amount of CO2 absorbed annually per hectare of forest (t-CO2/year/ha) = annual trunk growth per hectare of forest (m3/year/ha) × expansion factor × (1 + ratio of portion underground)× bulk density (t/m3) × carbon content percentage × CO2 conversion factor
Source: “Shinrin ni yoru nisankatanso kyushuryo no santei hoho ni tsuite (Regarding the Calculation Method for the Amount of Carbon Dioxide Absorbed by Forests),” Kanto Forest
Management Bureau website (Japanese language only) https://www.rinya.maff.go.jp/j/press/kikaku/211227.html

28

SHINSEI PULP & PAPER COMPANY LIMITEDCSR REPORT 2023

29

Corporate Overview

Message to SPP

Realizing Sustainability
ProfileCompany nameSHINSEI PULP & PAPER COMPANY LIMITED

Head office andmain branch

1-8 Kandanishikicho, Chiyoda-ku, Tokyo, 101-8451 Japan

Established

November 3, 1889

Incorporated

March 14, 1918

Capital3,228,000,000 yen

Lines of business

Paper, pulp, chemicals, processed paper products, building materials, machinery, equipment, etc.

No. of employees

848 consolidated, 544 non-consolidated (as of March 31, 2023)

Yuko Sakita graduated from the College of Sociology at Rikkyo University in 1974 and joined Shueisha Inc. Since 1985, she has worked
as a freelance journalist and looked at environmental and energy issues, particularly the creation of sustainable, recycle-oriented
communities, from the viewpoint of everyday people. She serves as a member on numerous municipal government committees aswell as national government committees such as the Central Environment Council of the Ministry of the Environment. She is also an
adjunct researcher at Waseda University; a local revitalization specialist appointed by the Cabinet Office, Government of Japan; andchairperson of the National Delicious Food Clean Plate Movement Network Council. In addition, she was a member of the Community
Development and Sustainability Committee, the Sustainability Discussion Group, and the Resource Management Working Groupfor the Tokyo 2020 Olympic and Paralympic Games. In order to propagate the legacy of the Tokyo 2020 Games, she participates in
the consideration of the sustainable procurement rules for Expo 2025. Previously, she served as the chief director for the Genki Net
for Creating a Sustainable Society NPO. Currently, she is the representative director of the Shinjuku Environmental Action Net NPO.

Main works

Yuko Sakita
Description of business

Main banks

・Sales of processed paper products and sales and processing of paper, pulp, chemicals, and chemical products
・Sales and leasing of paper processing machinery, printing machinery, paper manufacturing machinery,
packaging machinery, plastic processing equipment, industrial electrical equipment, transportation machinery,communication equipment, office equipment, and accessories
・Sales and leasing of packaging, printing, bookbinding, building, and papermaking materials
・Brokerage, wholesale, agency, and import/export of any of the above-mentioned items
・Business system design, installation, supervision, and contracting for any of the above-mentioned items
・Land development as well as land and building sales, purchasing, leasing, and management consignment
・Room rental and parking lot services
・Warehouse services and automotive transport handling operations
・Interior finishing work
・Investment in businesses associated with any of the above-mentioned items
・Non-life insurance agency and insurance agency based on the Act on Securing Compensation for Automobile
Accidents
・Life insurance solicitation
・Sales of books, magazines, and stationery
・Power generation utilizing natural energy and the supply, sales, management, operation, and mediation ofelectricity
・Any and all business activities related to any of the above-mentioned items
Sumitomo Mitsui Banking Corporation, MUFG Bank, Mizuho Bank, Norinchukin Bank, Shizuoka Bank, Joyo Bank

Group Companies
Head office andbranches

Domestic afﬁliated companies

Head Office/Tokyo Main Branch

Shinsei Distribution Company [Warehousing and transportation]

Corepack Co., Ltd. [Paper processing and manufacturing(cardboard)]

Osaka Branch

Sapporo OS Distribution Company [Warehousing andtransportation]

Yamaichi Kakoshi Co., Ltd. [Paper processing]

Nagoya Branch

Kyodo Kami Shoji Co., Ltd. [Paper sales]

Muromachi Company [Molded product processing]

Kyushu Branch

Daimonji Paper [Paper sales]

Kyokutou Koubunshi Co., Ltd. [Film processing]

Sapporo Branch

Tsutsumi Paper Trade Co., Ltd. [Sales of paper and stationery]

OP Pack Co., Ltd. [Film processing]Sendai Branch

Yasuhirosyoukai Co., Ltd. [Sales of paper and stationery]

Hokkai Paper Industry Co., Ltd. [Film processing]Toyama Branch

OP Palm Co., Ltd. [Paper products sales]

Taibo Co., Ltd. [Recycled materials and molded productsales]Sanko Forms Co., Ltd. [Paper processing and manufacturing(information recording paper)]Koei Co., Ltd. [Paper processing and manufacturing (cardboard)]

Taibo Products Co., Ltd. [Recycled plastic materials andmolded products manufacturing]

Overseas affiliated companies
Okura Pulp & Paper (Shanghai) Ltd. [Paper and film sales]

Shinsei Pulp & Paper Australia Pty. Ltd. [Paper sales]

Okura (Shanghai) Ltd. [Paper and film sales]

Shinsei Pulp & Paper (USA) Corp. [Paper sales]

Shanghai Branch

Shinsei Pulp & Paper Taiwan Co., Ltd. [Paper and film sales]

Guangzhou Branch

Shinsei Pulp & Paper (M) Sdn. Bhd. [Paper and film sales]

Shanghai Toh Tech Co., Ltd. (Joint venture) [Packaging andprocessing business]

Shinsei Pulp & Paper (Thailand) Co., Ltd. [Paper and film sales]

Official Website
Please visit our official website for reports and additional detailed information.
WEB30

https://www.sppcl.co.jp/csr/

SHINSEI PULP & PAPER COMPANY LIMITED

Journalist andenvironmental counselor

Book: “Anyone Can Do It The Waste Diet” (Japanese) (1999, Godo Shuppan)
Co-authored: “Electric Waste: A Trip to Learn about the Frontline of Geological Disposal” (Japanese) (2010, Recycle Bunkasha)
Co-authored: “Making it Together: The Olympics and Paralympics” (Japanese) (2015, The Environmental News)
Contribution: “The Future Life of Hydrogen Society from the Perspective of Citizens” (Japanese) (2019, The Journal of Fuel Cell
Technology, Fuel Cell Development Information Center)
Serialization: “Environmental Baton: Going Beyond 2020” (Japanese) (serialized 2018–2021 in “Life and Environment,” Japan
Environmental Sanitation Center)
Picture book: “Granny Next Door” (Japanese) (Illustration: Shinsuke Tanaka) (2022, Bungeisha) Depicts the joy of living
everyday life with a smile using origami

In recent years, there have been proposals in various quarters
for a focus on sustainability in the “post-COVID-19” era.
However, the world continues to experience instability, withconstant conflicts and soaring energy and food prices.
On the other hand, the extreme weather of this summer,with its endless days of heat exceeding body temperature,
served as a reminder that our lifestyles and work styles havealready reached the limits of the global environment. As such,the word “sustainable” is no longer an abstraction, butsomething that we must put into practice, passing on to thenext generation a global environment in which nature andhumans can coexist. To this end, we should seriously consider
what each of us living today can do and act accordingly.
However, we must not forget that our parallel efforts toachieve carbon neutrality, biodiversity, and the circular economy
by 2050 should not be just painful and demanding. Technology
and system reforms must be effective, make our lives more
comfortable, enrich the natural environment, and make our daily
lives more fulfilling, such as by using online work to allow people
to enjoy starry skies and nature together with their families.
Approaching this from the perspective of a period ofchange in “era” and “mindset,” there is no limit to what ageneral trading company in paper can do. I see potential in
the president’s message, “With ‘sustainable’ as our keyword,
we will harness the intrinsic value of our products and drivesocial change.”
Even though digital transformation has led to a decline
in printing paper, the trend away from fossil fuels anddisposable plastics is steadily moving toward “paperization.”
Efforts are actively underway to strengthen groupmanagement, develop new customers and commercial
products, and streamline logistics, with a view to the nextstage of development, and I hope to see you make evengreater strides in these endeavors.
In particular, I think that “blended paper” is worth paying
attention to as a way to develop new commercial products
and promote upcycling of waste and unused products.
CaMISHELL, a blended paper using eggshells, has also been
adopted by many environmentally conscious companies. The
new Circular Cotton Paper, made of 50% recovered cotton,
also represents a significant expansion of possibilities.
Because of the diversity of designs and materials, thetextiles sector had previously been considered unsuitable forresource recovery and recycling, with only a small portion
being sent overseas through volunteer collections or sold as
secondhand clothing. Today, however, we are finally being
asked to break away from mass production, massconsumption, and mass disposal.
I look forward to an exchange of knowledge andtechniques that transcend industry boundaries.
I have spoken passionately about textiles, but plastics,
food waste, and the fashion sector have been highlighted as
areas where resource recycling can make a significant
contribution to decarbonization.
SPP is also involved in important areas such as thedevelopment of chemical products that contribute to the
reduction of food waste. As the Chair of the National Delicious
Food Clean Plate Movement Network Council, a network of
47 prefectures and nearly 400 municipalities across Japan
interested in food waste reduction, which also holds a National
Food Loss Reduction Convention every year on October 30, I
am delighted to see your contribution to this field.
Thus, as a company with many solutions to social issues,
perhaps it would be a good idea to incorporate into SPP’s future
policies not only the provision of commercial products, but also thedevelopment of ambitious all-round capabilities for social change,for example, by offering comprehensive proposals for distribution
and consumption systems, such as department stores,
supermarkets, and convenience stores operated with paper-based
systems. It appears that some companies are showing keeninterest in moving toward a fully decarbonized society.
SPP is also eagerly rolling out other specific measures toreduce CO2 emissions, such as the “1% for Present Tree” treeplanting program, which has been ongoing for more than 10
years, and the use of solar panels to obtain renewable energy
for power generation. Although some initiatives are still in theprocess of development, such as obtaining data on the entire
supply chain, I hope that you will continue to pursue them.
Last but not least, I commend SPP’s proactive approach
to cultivating human resources, including training for the next
generation. It is the current generation that will take the firststeps toward reforming the way we live and work, but it is thenext generation that will lead the way in driving change andachieving results. I look forward to seeing a bold change ofmindset accordingly.

CSR REPORT 202331

1-8 Kandanishikicho, Chiyoda-ku, Tokyo, 101-8451 Japan
TEL: +81-3-3259-5080 (switchboard)
FAX: +81-3-3233-0991 (switchboard)
https://www.sppcl.co.jp

We use 1% of the purchaseprice of our paper to support theconservation of forests.