SocialHuman Assets
- Basic Approach
- Human Asset Development Programs
- Supporting Employee Career Development
- Fostering Managerial Talent
- Fostering Human Assets Active in the DX Arena
- Fostering Human Assets Active in the SX Arena
- Fostering Human Assets Active in the Global Arena
- Developing Talent for New Businesses
- Research and Development at HRDL
- TOPPAN Virtual Training Center
- Training Programs with Digital Technology
- Evaluation System
- Human Asset Development Initiatives
- Information on Employees at the TOPPAN Group
Basic ApproachBack to Top
The TOPPAN Group was founded in 1900 by a team of three printing engineers from the Ministry of Finance Printing Bureau, now the National Printing Bureau of Japan. The founders wished to bring the benefits of state-of-the-art Erhöht relief printing technology to the development of society and culture. Over the twelve decades since, the technology venture launched by those ambitious young entrepreneurs has grown into a family of businesses that create value for society by addressing various issues. Innovation creation has been part of the Group’s DNA since its foundation.
As a technology-oriented innovator, we value our employees as human capital, or what we call precious “human assets.” We are convinced that maximizing the value of human assets will generate human-led innovation that drives our business growth. Our managerial principle has been “management with respect for human beings,” or management that values and makes the most of human assets as value creators. Mindful of how deeply we depend on our employees, we strive to develop human assets that will go on to create more social value. We are developing working environments and a corporate culture ideal for the sustainable growth of individuals and TOPPAN as an organization that contributes to society.
We believe that we can create social value when our employees create products and services that support the well-being of society. We nurture workplaces where diverse human assets can work vigorously, earnestly, and with strong motivation without mental stresses or challenges.
Our human-centric management, with its focus on well-being, is a virtuous cycle that begins with the creation of social value. This focus brings a sense of social contribution to human assets and motivates them to grow. And our growing human assets will create the next value for society. To sustain this cycle, we are implementing human capital initiatives in alignment with business strategies.
Our goal is to foster a corporate culture that embraces continuous challenge and motivates employees to adapt to change quickly and flexibly. Towards that end, we are developing diverse human assets and work styles, safe and secure workplaces, and a culture and environments that encourage employees to take on challenges.
Human Asset Development ProgramsBack to Top
The Human Resource Development Center in the Personnel & Labor Relations Division at TOPPAN Holdings Inc. coordinates with persons in charge of human asset development across departments throughout the Group to institute personnel training programs. These programs are organized systematically around TOPPAN UNIVERSITY, a platform that strives to foster leaders and support the skill and career enhancement of employees through basic and special programs, leader development programs, and personal empowerment programs. The center deploys the Human Resource Development Laboratory (HRDL) as an R&D base to study, research, and verify ideal programs for personnel innovation that inspire self-transformation and expand individual potential and abilities to create new value.
Annual employee questionnaires on personnel development measures have been organized at TOPPAN Holdings since fiscal 2012. Employees’ appetite for learning, evaluations of the measures currently practiced, and opinions on workplace support for learning have been collected and shared with all of the officers as important data to be used in the design of new development programs. Of 9,163 employee respondents in fiscal 2023 (RR 86%), 7,642 (83.4%) evaluated personnel measures as favorable.
Systematic Human Asset Development Programs
Click to enlarge
TOPPAN’s three-level approach to personnel development is shown in the figure on the right. At the first level, we seek continuous improvement in training programs through a PDCA cycle. At the second, the training effectiveness and efficiency gained at the first level are maximized with human resource (HR) technology and various other technologies. At the third, we study, research, and verify ideal methods to stimulate human asset innovation.
Three-level Approach to Human Asset Development
Click to enlarge
Supporting Employee Career DevelopmentBack to Top
We operate an annual Challenging Job System, a program that promotes self-directed career development by enhancing the autonomy and independence of employees and nourishing a problem-solving, can-do mindset. This system encourages every regular employee to consider their own career aspirations and develop skill-enhancement plans. By assigning human assets to positions suited to their individual motivations and qualifications, the system energizes each organization and reinforces TOPPAN as a whole through optimized personnel positioning across the Group. This system also gives employees periodic opportunities to exchange opinions with superiors on their career- and skill-enhancement plans. In parallel, in-house staff recruitment systems have been put in place to provide every person in the workforce with an equal opportunity for skill enhancement. Under our Job Challenge Program, for example, employees can apply for positions of their choosing at any time of year.
Fostering Managerial TalentBack to Top
TOPPAN is systematically nurturing human assets with the experience and competence necessary to occupy managerial positions with a view to sustaining and enhancing our organizational competitiveness.
A wide variety of programs have been arranged to foster and pool talent that will drive our business portfolio transformation. Seamless rank-based training programs are organized to nurture personnel with the qualities of future leaders, both male and female, across all age groups.
Through these systematic programs, we continue to develop human assets who are ready to succeed senior management. The fostered managerial talent will spearhead the reinforcement of a management structure that addresses business shifts and secures the sustainable development and management stability of the Group.
Fostering Human Assets Active in the DX ArenaBack to Top
TOPPAN is enriching training platforms focused on the dissemination of digital knowledge and skills to expand the DX skills of human assets across departments and jobs throughout the Group. We nurture an organizational culture that deeply values continuous learning in the recognition that constant self-improvement and deeper knowledge beyond the expectations of customers will be key in the digital era.
A learning platform for subscription-based training on digital technology has been developed to keep human assets constantly up to date on the latest digital knowledge necessary for their individual jobs and career plans. We also provide employees with the opportunity to train for Microsoft Azure certifications, as well as cloud-service training programs to equip employees with the skills required for Amazon Web Services (AWS) certifications (run jointly with Amazon Web Services Inc., the world’s most broadly adopted cloud platform provider). Learning programs on AI and deep learning and courses for the acquisition of data science certifications have also been introduced since fiscal 2022. Our expanded digital educational curriculum is expected to foster personnel who will advance the digital transformation.
Enhancing DX Skills based on Digital Literacy
Fostering Human Assets Active in the SX ArenaBack to Top
Since 2013 TOPPAN has been organizing training programs to foster human assets adept in sustainable transformation (SX) as members of a group of corporations that create social value and contribute to a sustainable society through extensive environmental, social, and governance (ESG) initiatives.
We continue to dispatch employees on fieldwork programs in Fukushima Prefecture, an area affected by the Great East Japan (Tohoku) Earthquake. In total, 1,925 employees have visited Fukushima over the last 10 years. We also run the Social Innovation Program and Kanosei Art Project (kanosei means “potential” in Japanese) on an ongoing basis to develop innovative businesses with a balanced approach to solving social issues and creating economic value. The human assets fostered in these initiatives now sustain our SX businesses.
SX Human Asset Fostering Programs
Fostering Human Assets Active in the Global ArenaBack to Top
TOPPAN has been hiring non-Japanese individuals and arranging frequent personnel exchanges between Japanese and overseas Group companies as part of an overall effort to adapt to more globalized business operations.
We believe that human assets can thrive in global business arenas when they are business literate and have the requisite business communication skills and overseas experience, along with advanced language skills and cross-cultural competencies. We work to visualize qualified personnel and formulate training plans to nurture them.
The annual Groupwide language-proficiency assessment identifies the global business potential of the TOPPAN workforce and estimates how many personnel should be assigned to the international operations of the Group. Based on the assessment results, we are fostering global personnel through a human resource (HR) system that encourages employees to participate in various global business programs, acquire basic literacy and knowledge required for overseas business in fields such as accounting and finance, and gain experience outside of Japan via dispatch beyond borders.
TOPIC
From a Rank-based Training Session
As part of their training, new employees take part in talk sessions with senior staff assigned outside of Japan to learn more about our overseas Group sites and global businesses. Videos of our workplaces and the lifestyles of TOPPAN personnel from around the world expand the trainee’s global horizons.
An expatriate staff member presenting video footage in a talk on his local life
An expatriate staff member presenting video footage in a talk on his local life
Structure for Fostering Global Human Assets
Developing Talent for New BusinessesBack to Top
TOPPAN organizes a variety of training programs to foster the knowledge, skills, and mindsets human assets need as they explore new businesses.
In a series of “Shaping the Future” programs, employees from companies within the Group co-work to develop innovative business models and create new value by combining competencies in their own businesses. The program for “New Business Innovation” cultivates corporate entrepreneurship among supervisors by taking a systematic learning approach to the development of new businesses. The “Next-generation Leaders Program” inspires managers to envision an ideal TOPPAN Group a decade into the future with scenario planning.
We also arrange fieldwork programs for managers to explore ways to spur innovative ideas. Fieldwork participants devise a business plan with the Art Innovation Framework™, a value creation method that seeks to transcend subjective thinking by applying the creative thinking of artists.
These programs have inspired the submission of 312 new business plan proposals to management, as of March 31, 2024. We will continue to nurture personnel capable of conceiving and actualizing new business ventures that bolster our business portfolio transformation.
| Target | Program | No. of Participants (cumulative) |
|---|---|---|
| Managers | Next-generation Leaders Program | 278 |
| Art Innovation Framework™ Training | 1,161 | |
| Supervisors | Program for New Business Innovation | 537 |
| Non-managerial staff | Shaping the Future | 1,955 |
| Total | 3,931 |
Research and Development at HRDLBack to Top
In April 2017 TOPPAN launched the Human Resource Development Laboratory (HRDL), an R&D base to study, research, verify, and implement ideal programs for personnel innovation. The fields of interest range from neuroscience and brain research to physiological condition analyses and business support technologies.
The HRDL applies interdisciplinary expert knowledge from outside of the Group to design original personnel development models that promote self-transformation and inspire individuals to fulfill and expand their potential and abilities. The research outputs are expected to spur TOPPAN’s brand new value creation.
The HRDL strives to produce original models by applying its advanced personnel-development approaches to the Group’s current training systems. The lab embraces sensitivity and non-verbal dimensions by transcending the verbalized dimensions in which conventional training programs are organized.
We believe that human assets can innovate and create new value when they are better able to recognize non-quantifiable cognitive attributes such as sensitivity and non-verbal understanding. We are forging ahead with medium- and long-term research and development projects in cooperation with outside experts.
Human Resource Development Laboratory
Systematic R&D at HRDL in 2024 (for innovative human asset development)
Dimensions Covered by HRDL
R&D Activities at HRDL
| Program | Launched in | Concept & Outline | Results |
|---|---|---|---|
| Neuroscience Research Group | 2017 |
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| Physiological Condition Research Group | 2017 |
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| Technology Research Group | 2020 |
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| Sensitivity Research Group | 2018 |
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| Art Innovation Research Group | 2018 |
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| SDG Research Group | 2019 |
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| Kanosei Art Project | 2018 |
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| Airin Blue Project | 2019 |
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| Universe and Astronomy Research Group | 2021 |
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| Philosophy Research Group | 2022 |
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An original self-care app to nurture physiological well-being
A Kanosei Art-themed hotel room
Space Innovation Framework™
TOPPAN Virtual Training CenterBack to Top
The TOPPAN Group leverages virtual reality and other forefront digital technologies for human asset development.
In 2021 we launched the TOPPAN Virtual Training Center as a global education platform that seamlessly connects digital and real spaces for coming generations. Every Group employee from across the world can visit this online hub to congregate with a diversity of people from within and outside of the Group. We seek to integrate knowledge and spur innovation by optimizing our digital training environment using advanced technology.
The training center operates two venues. The first is the virtual Koishikawa Head Office Building, an online space where visitors can experience virtual tours of Toppan Hall and the Printing Museum, Tokyo. The second is the Virtual Human Resource Development Laboratory (HRDL), an online facsimile of the real-world laboratory.
Employees can visit the Virtual HRDL to check the research results from the lab’s two projects and eight research groups and to learn the specialist knowledge of the HRDL researchers through in-house seminar videos and other materials. One series of videos describes the art, Buddhism, and space frameworks adopted for personnel innovation. Another prominent title is Around-the-clock Tips for Better Performance, an animated video to help human assets look after their own mental and physical health. The virtual laboratory also presents artworks from the Kanosei Art Project and the research outputs of trainees harnessing the findings of the eight research groups.
Real and virtual learning infrastructures are now available at TOPPAN. Group employees from around the world can tour our facilities remotely and catch up on the latest knowledge at any time and from any distance.
Training Programs with Digital TechnologyBack to Top
We have been upgrading our online training programs by leveraging digital technology in ways that transcend the mere substitution of face-to-face training. In fiscal 2021 we launched the TOPPAN Virtual Training Center to provide new hires with work experiences at web-based training sessions. A year later the center introduced training programs in the metaverse to facilitate virtual communication that feels more tangibly real. All new employees were invited to a Kawaguchi Plant VR Tour in the metaverse in fiscal 2023. Participants experienced workplace hazards from an operator’s point of view, as transmitted through standalone VR goggles. Embodied within realistic avatars of themselves, new hires shook hands with their virtual peers and gave high-fives in an experientially expanded communication space. TOPPAN’s online training has seen further advancements in fiscal 2024. Trainees now co-work and interact by sharing course materials in the metaverse.
The training outcomes have guided us towards more sophisticated uses of digital technology in other rank-based training programs.
Evaluation SystemBack to Top
TOPPAN evaluates Group employees on their behavior, performance, and capabilities and reflects the evaluation results in their grade promotions, salary revisions, bonuses, and performance-based pay.
Our “capability evaluation” assesses the actual capabilities of an employee and how well the employee has demonstrated those capabilities in comparison with the specific requirements defined in our grade system.
Our “behavior evaluation” assesses how well an employee has taken valuable actions based on our grade-based behavioral standards. We expect our employees to adapt to social and business changes by duly considering our Purpose & Values and the Conduct Guidelines. Our evaluations also focus on an employee’s positive actions in response to growing global issues, such as the realization of a sustainable society, adherence to diversity & inclusion principles, respect for human rights, sustainability practices, and social value creation.
Our “performance evaluation,” meanwhile, is based on a management-by-objective (MBO) system. Routine dialogues, such as one-on-one meetings held one or more times per quarter, allow both the supervisor and employee to assess the latter’s progress towards goal achievement. Once every six months we assess an employee’s performance, review the levels of goal achievement, reset individual/team goals, and formulate a new action plan to attain the renewed goals. This PDCA cycle backs up an employee’s efforts to achieve personal and team goals.
Our capability and behavioral evaluations systematically focus on more than just personal performance. Through these evaluations, we seek to improve employee competency, and ultimately corporate performance, by aligning expectations between management and employees regarding the actions, abilities, and skills to be acquired for individual growth. The evaluations are also designed to imbue employees with a sense of personal responsibility for corporate performance by reflecting divisional results into individual evaluations.
As another incentivization for employees, TOPPAN introduced a stock-based compensation system in fiscal 2023. In setting the number of shares awarded to employees, we have decided to base the compensation on the extent of their individual contributions to the attainment of the Medium Term Plan targets over the year. By linking their compensation with medium-to-long-term corporate and personal performance, we expect to bolster the motivation of employees to work towards corporate value enhancement.
| Evaluation for | Interval | Evaluation on | Details |
|---|---|---|---|
| Grade promotion | Annual | Capability | Assess whether an employee has the required capacity to advance to the next grade |
| Salary revision | Annual |
Capability |
Assess how well an employee has demonstrated the abilities expected of their current grade over the past year and determine the abilities they will be expected to demonstrate over the next year |
| Bonus | Semiannual | Behavior Performance |
Assess the extent to which an employee has taken valuable actions and how completely the employee has achieved the goals set during the assessment period (semiannual assessment) |
| Performance-based pay | Semiannual | Behavior Performance |
Human Asset Development InitiativesBack to Top
Fiscal 2023 Data on Human Asset Development Programs (TOPPAN Group)
| Program | Outline | No. of Participants (cumulative) | |
|---|---|---|---|
| Rank-based programs | A set of programs for acquiring the knowledge, skills, and mindsets employees will need in their careers, mainly for new postings. | 4,857 | |
| Leader development programs | A series of selective training programs to foster leaders of tomorrow, including a program for creating new businesses and a program for developing human assets active in global business arenas. | 594 | |
| Personal empowerment programs | A series of self-initiated programs that give Groupwide employees the choice of what they learn. Three learning styles are available. | 7,254 | |
| TOPPAN Business School | Diverse courses that cover wide-ranging subjects from basic knowledge and skills in business to advanced specialist skills. Offered in online-group and e-learning settings and in a course that dispatches trainees to business schools outside of the Group. | 1,607 | |
| Manabi-hodai (all-you-can-learn buffet) e-learning library | A subscription-based program with over 187 courses and no limits placed on the time or place of learning or how often the courses can be repeated. | 3,208 | |
| Challenge School | Correspondence-learning courses for acquiring business knowledge and skills. | 2,439 | |
| Groupwide basic education | E-learning programs to give every Group employee the opportunity to learn requisite business knowledge. | 149,591 | |
| Human asset map for global business | An annual language-proficiency assessment to gauge foreign language competency at the Groupwide level and to count and rank the human assets with high aptitude for global business. The top-scorers will be fostered under an upcoming mid-to-long-term development plan as personnel expected to be indispensable for the global growth of the Group. | 1,664 | |
| Selective training on global business | A program to equip employees with fundamental skills for global business such as linguistic aptitude, cross-cultural competency, and consensus building. | 36 | |
| Trainee system | A system to deploy young employees to overseas affiliates for one year of language immersion and practical training in day-to-day business activities, primarily to enhance their linguistic aptitude and cross-cultural competency. | 90* | |
| JICA Japan Overseas Cooperation Volunteers | A trainee system to dispatch Group employees to emerging and developing countries. | 17* | |
| Short-term open programs at IMD | A program to send employees involved in international business to short-term open courses at the International Institute for Management Development (IMD; one of the world’s top-ranked business schools) in Lausanne, Switzerland to acquire practical training in leadership, the tenacity required to follow through on projects to completion, and other capabilities required in global business. | 19* | |
- *
- Cumulative total since fiscal 2013
Data on DX Human Asset Development Programs (TOPPAN Group)
| Program | Outline | No. of Participants (cumulative) |
|---|---|---|
| DX basic training | E-learning program for essential DX knowledge and skills (video: about 6 hours in 7 sessions). | 8,889 |
| Training for AWS certification | Focused on basic-level knowledge and skills for employees seeking to become AWS-certified cloud practitioners. Trainees come from digital, sales, planning, and technology departments. | Participants: 3,741 Certified employees: 2,252 |
| Training for acquiring Microsoft Azure certifications | Basic-level training on cloud knowledge and skills for employees seeking to obtain the Azure Fundamentals AZ900 certification. Trainees come from digital, sales, planning, and technology departments. | Participants: 166 Certified employees: 135 |
| Training for Generative AI Test certification | Helps employees become business translators who can integrate digital technologies into practices based on in-depth understanding of technologies (e.g., AI, deep learning) and applications in business. | Participants: 322 Certified employees: 209 |
| Training for Data Scientist certifications | Helps employees acquire digital literacy and knowledge to become qualified data scientists by acquiring knowledge and skills in data science, including data processing, machine learning, data analysis, engineering, mathematical statistics, and business. | Participants: 352 Certified employees: 106 |
| Udemy / Aidemy | MOOCs focused on AI utilization, data analytics, and global communication skills for department-based training and personal empowerment. Employees acquire up-to-date, high-quality knowledge and skills through the latest platforms. | Udemy participants: 4,945 Aidemy participants: 427 |
| Growth X marketing | A one-year, cross-departmental program for the latest knowledge and practical skills across digital marketing. | Participants: 422 |
Human Asset Development Expenditure (TOPPAN Inc.)
| Expenditure on Training, etc. per Employee | |
|---|---|
| Fiscal 2019 | 64,654 yen |
| Fiscal 2020 | 53,637 yen |
| Fiscal 2021 | 56,070 yen |
| Fiscal 2022 | 64,937 yen |
| Fiscal 2023 | 76,188 yen |
- *
- Consolidated figures for Japan (covering 51% of the consolidated total)
・Average human asset development expenditure per employee: 33,106 yen
・Average training hours in human asset development programs per employee: 41.6 hours - *
- Figures for TOPPAN Inc.
・Average human asset development expenditure per employee: 76,188 yen
・Average training hours in human asset development programs per employee: 72.2 hours - *
- Both in fiscal 2023
Participants in Leader Development Programs
(Cumulative total from fiscal 2011 to 2023, TOPPAN Group)
| Level | Program | Total (cumulative) |
|---|---|---|
| Management Class | Business innovation (intermediate/advanced) | 337 |
| Management literacy (advanced) | 418 | |
| Management literacy (intermediate) | 1,435 | |
| Total | 2,190 | |
| Supervisors | Business innovation (elementary) | 927 |
| Management literacy (elementary) | 1,002 | |
| Total | 1,929 | |
| General employees | Business innovation (basic) | 3,340 |
| Total | 3,340 | |
| Employees at all levels | Global leader development | 301 |
| Total | 301 | |
| Sum total | 7,760 |
Information on Employees at the TOPPAN GroupBack to Top
No. of Employees (Four TOPPAN Group companies)
| Company | Sex | Total Employees | Management Class | Supervisors | Sum Total Employees | Part-time Workers | Dispatched Staff |
|---|---|---|---|---|---|---|---|
| TOPPAN Holdings Inc. | Male | 1,292 | 421 | 302 | 1,676 | 6 | 63 |
| Female | 384 | 54 | 111 | ||||
| TOPPAN Inc. | Male | 5,797 | 1,773 | 1,323 | 7,972 | 96 | 648 |
| Female | 2,175 | 109 | 403 | ||||
| TOPPAN Edge Inc. | Male | 1,989 | 488 | 617 | 3,137 | 1,408 | 1,949 |
| Female | 1,148 | 40 | 181 | ||||
| TOPPAN Digital Inc. | Male | 621 | 156 | 153 | 796 | 7 | 52 |
| Female | 175 | 5 | 44 |
Announcing the Mid-career Hiring Rate
TOPPAN Inc. discloses the ratio of mid-career hires (both outside recruitment and indefinite-term employment of persons previously on fixed-term contracts) to the total number of regular employees in accordance with the Japanese Act on Comprehensive Promotion of Labor Measures, and of Employees, and Enrichment of Their Working Lives.
Mid-career Hiring Rate (TOPPAN Inc.)
| Fiscal 2020 | Fiscal 2021 | Fiscal 2022 | Fiscal 2023 |
|---|---|---|---|
| 24% | 29% | 29% | 34% |
Publication date: September 30, 2024
Japan Consolidated
No. of Employees
| Sex | Directors | Executive Officers | Total Employees | Management Class | Supervisors | Sum Total Employees | |
|---|---|---|---|---|---|---|---|
| Fiscal 2022 | Male | 371 | 45 | 27,769 | 5,318 | 5,442 | 35,049 |
| Female | 17 | 1 | 7,280 | 345 | 993 | ||
| Percentage of women | 4.4% | 2.2% | 20.8% | 6.1% | 15.4% | ||
| Fiscal 2023 | Male | 390 | 33 | 27,226 | 5,303 | 5,317 | 34,750 |
| Female | 17 | 1 | 7,524 | 376 | 1,060 | ||
| Percentage of women | 4.2% | 2.9% | 21.7% | 6.6% | 16.6% |
No. of Recruits
| Sex | New Graduates & Mid-career Recruitment | |
|---|---|---|
| Fiscal 2022 | Male | 1,044 |
| Female | 646 | |
| Fiscal 2023 | Male | 1,169 |
| Female | 666 |
Turnover
| Sex | Total Turnover | Resignations for Personal Reasons | |
|---|---|---|---|
| Fiscal 2022 | Male | 1,378 | 864 |
| Female | 467 | 367 | |
| Fiscal 2023 | Male | 1,645 | 1,132 |
| Female | 515 | 425 |
Employees by Age-group
| Sex | Age-group | Total Employees | Management Class | Supervisors | |
|---|---|---|---|---|---|
| Fiscal 2022 | Male | 1. Below 30 years old | 3,829 | 1 | 5 |
| 2. 30-50 years old | 13,565 | 2,498 | 4,226 | ||
| 3. Over 50 years old | 10,373 | 2,819 | 1,211 | ||
| Female | 1. Below 30 years old | 2,075 | 0 | 6 | |
| 2. 30-50 years old | 3,540 | 207 | 834 | ||
| 3. Over 50 years old | 1,667 | 138 | 153 | ||
| Fiscal 2023 | Male | 1. Below 30 years old | 3,993 | 1 | 25 |
| 2. 30-50 years old | 12,539 | 2,478 | 3,975 | ||
| 3. Over 50 years old | 10,694 | 2,825 | 1,317 | ||
| Female | 1. Below 30 years old | 2,286 | 0 | 6 | |
| 2. 30-50 years old | 3,399 | 230 | 884 | ||
| 3. Over 50 years old | 1,839 | 145 | 170 |
No. of Employees by Nationality (Four TOPPAN Group companies)
| Company | Indicator | Nationality | Sex | Total Employees | Management Class | Supervisors |
|---|---|---|---|---|---|---|
| TOPPAN Holdings Inc. | No. of employees | Japan | Male | 1,285 | 419 | 301 |
| Female | 379 | 53 | 110 | |||
| China | Male | 3 | 0 | 1 | ||
| Female | 4 | 1 | 1 | |||
| Other | Male | 4 | 2 | 0 | ||
| Female | 1 | 0 | 0 | |||
| Percentage of total | Japan | Male | 99.46% | 99.52% | 99.67% | |
| Female | 98.70% | 98.15% | 99.10% | |||
| China | Male | 0.23% | 0.00% | 0.33% | ||
| Female | 1.04% | 1.85% | 0.90% | |||
| Other | Male | 0.31% | 0.48% | 0.00% | ||
| Female | 0.26% | 0.00% | 0.00% | |||
| TOPPAN Inc. | No. of employees | Japan | Male | 5,775 | 1,770 | 1,318 |
| Female | 2,156 | 110 | 400 | |||
| China | Male | 12 | 1 | 4 | ||
| Female | 16 | 0 | 2 | |||
| Other | Male | 10 | 2 | 1 | ||
| Female | 3 | 0 | 1 | |||
| Percentage of total | Japan | Male | 99.62% | 99.83% | 99.62% | |
| Female | 99.13% | 100.00% | 99.26% | |||
| China | Male | 0.21% | 0.06% | 0.30% | ||
| Female | 0.74% | 0.00% | 0.50% | |||
| Other | Male | 0.17% | 0.11% | 0.08% | ||
| Female | 0.14% | 0.00% | 0.25% | |||
| TOPPAN Edge Inc. | No. of employees | Japan | Male | 1,983 | 488 | 617 |
| Female | 1,139 | 40 | 181 | |||
| China | Male | 3 | 0 | 0 | ||
| Female | 7 | 0 | 0 | |||
| Other | Male | 3 | 0 | 0 | ||
| Female | 2 | 0 | 0 | |||
| Percentage of total | Japan | Male | 99.70% | 100.00% | 100.00% | |
| Female | 99.22% | 100.00% | 100.00% | |||
| China | Male | 0.15% | 0.00% | 0.00% | ||
| Female | 0.61% | 0.00% | 0.00% | |||
| Other | Male | 0.15% | 0.00% | 0.00% | ||
| Female | 0.17% | 0.00% | 0.00% | |||
| TOPPAN Digital Inc. | No. of employees | Japan | Male | 614 | 156 | 151 |
| Female | 167 | 5 | 41 | |||
| China | Male | 5 | 0 | 1 | ||
| Female | 6 | 0 | 1 | |||
| Other | Male | 2 | 0 | 1 | ||
| Female | 2 | 0 | 2 | |||
| Percentage of total | Japan | Male | 98.87% | 100.00% | 98.69% | |
| Female | 95.43% | 100.00% | 93.18% | |||
| China | Male | 0.81% | 0.00% | 0.65% | ||
| Female | 3.43% | 0.00% | 2.27% | |||
| Other | Male | 0.32% | 0.00% | 0.65% | ||
| Female | 1.14% | 0.00% | 4.55% |
Overseas Consolidated
No. of Employees
| Fiscal 2022 | Fiscal 2023 | ||||||||
|---|---|---|---|---|---|---|---|---|---|
| Region | Sex | Directors | Total Employees | Management Class | Sum Total Employees | Directors | Total Employees | Management Class | Sum Total Employees |
| Asia (excluding Japan) | Male | 146 | 8,845 | 972 | 14,548 | 207 | 9,078 | 923 | 14,656 |
| Female | 11 | 5,703 | 409 | 13 | 5,578 | 354 | |||
| North America | Male | 27 | 1,312 | 229 | 2,043 | 23 | 1,339 | 207 | 2,053 |
| Female | 5 | 731 | 95 | 6 | 714 | 99 | |||
| Europe | Male | 46 | 1,414 | 176 | 1,944 | 47 | 1,295 | 150 | 1,802 |
| Female | 9 | 530 | 72 | 9 | 507 | 78 | |||
| Latin America | Male | 0 | 88 | 8 | 104 | 0 | 93 | 10 | 112 |
| Female | 0 | 16 | 5 | 0 | 19 | 7 | |||
| Middle East | Male | 0 | 3 | 1 | 6 | 1 | 172 | 34 | 232 |
| Female | 0 | 3 | 2 | 0 | 60 | 14 | |||
| Africa | Male | 0 | 10 | 0 | 28 | 4 | 24 | 5 | 41 |
| Female | 6 | 18 | 1 | 1 | 17 | 3 | |||
| Overseas consolidated | Male | 219 | 11,672 | 1,386 | 18,673 | 282 | 12,001 | 1,329 | 18,896 |
| Female | 31 | 7,001 | 584 | 29 | 6,895 | 555 | |||
| Percentage of women | 12.4% | 37.5% | 29.6% | 9.3% | 36.5% | 29.5% | |||
No. of Recruits
| New Graduates & Mid-career Recruitment | |||
|---|---|---|---|
| Region | Sex | Fiscal 2022 | Fiscal 2023 |
| Asia (excluding Japan) | Male | 2,488 | 1,432 |
| Female | 1,386 | 1,088 | |
| Europe | Male | 167 | 232 |
| Female | 85 | 92 | |
| North America | Male | 335 | 256 |
| Female | 159 | 94 | |
| Latin America | Male | 17 | 9 |
| Female | 1 | 7 | |
| Middle East | Male | 1 | 34 |
| Female | 2 | 9 | |
| Africa | Male | 2 | 13 |
| Female | 5 | 3 | |
| Overseas consolidated | Male | 3,010 | 1,976 |
| Female | 1,638 | 1,213 | |
Turnover
| Fiscal 2022 | Fiscal 2023 | ||||
|---|---|---|---|---|---|
| Region | Sex | Total Turnover | Resignations for Personal Reasons | Total Turnover | Resignations for Personal Reasons |
| Asia (excluding Japan) | Male | 1,774 | 1,216 | 1,358 | 1,012 |
| Female | 1,222 | 825 | 1,090 | 927 | |
| Europe | Male | 161 | 115 | 182 | 120 |
| Female | 64 | 56 | 81 | 66 | |
| North America | Male | 306 | 212 | 330 | 160 |
| Female | 132 | 98 | 168 | 54 | |
| Latin America | Male | 3 | 2 | 4 | 2 |
| Female | 3 | 1 | 5 | 4 | |
| Middle East | Male | 0 | 0 | 21 | 15 |
| Female | 0 | 0 | 6 | 5 | |
| Africa | Male | 2 | 1 | 4 | 4 |
| Female | 0 | 0 | 1 | 1 | |
| Overseas consolidated | Male | 2,246 | 1,546 | 1,899 | 1,313 |
| Female | 1,421 | 980 | 1,351 | 1,057 | |
Employees by Age-group
| Fiscal 2022 | Fiscal 2023 | |||||
|---|---|---|---|---|---|---|
| Region | Sex | Age-group | Total Employees | Management Class | Total Employees | Management Class |
| Asia (excluding Japan) | Male | 1. Below 30 years old | 2,111 | 15 | 2,135 | 5 |
| 2. 30-50 years old | 5,177 | 702 | 5,639 | 655 | ||
| 3. Over 50 years old | 1,156 | 256 | 1,304 | 263 | ||
| Female | 1. Below 30 years old | 1,334 | 11 | 1,757 | 7 | |
| 2. 30-50 years old | 2,909 | 310 | 3,243 | 257 | ||
| 3. Over 50 years old | 513 | 87 | 578 | 90 | ||
| Europe | Male | 1. Below 30 years old | 185 | 2 | 163 | 0 |
| 2. 30-50 years old | 862 | 111 | 776 | 89 | ||
| 3. Over 50 years old | 367 | 63 | 356 | 61 | ||
| Female | 1. Below 30 years old | 122 | 7 | 126 | 7 | |
| 2. 30-50 years old | 306 | 53 | 275 | 56 | ||
| 3. Over 50 years old | 102 | 12 | 106 | 15 | ||
| North America | Male | 1. Below 30 years old | 181 | 6 | 168 | 2 |
| 2. 30-50 years old | 544 | 75 | 541 | 65 | ||
| 3. Over 50 years old | 587 | 148 | 630 | 140 | ||
| Female | 1. Below 30 years old | 85 | 1 | 60 | 1 | |
| 2. 30-50 years old | 282 | 37 | 266 | 34 | ||
| 3. Over 50 years old | 364 | 57 | 388 | 64 | ||
| Latin America | Male | 1. Below 30 years old | 28 | 0 | 30 | 0 |
| 2. 30-50 years old | 54 | 8 | 52 | 8 | ||
| 3. Over 50 years old | 6 | 0 | 11 | 2 | ||
| Female | 1. Below 30 years old | 5 | 0 | 4 | 0 | |
| 2. 30-50 years old | 10 | 4 | 13 | 5 | ||
| 3. Over 50 years old | 1 | 1 | 2 | 2 | ||
| Middle East | Male | 1. Below 30 years old | 0 | 0 | 37 | 3 |
| 2. 30-50 years old | 2 | 0 | 118 | 23 | ||
| 3. Over 50 years old | 1 | 1 | 17 | 8 | ||
| Female | 1. Below 30 years old | 1 | 0 | 5 | 1 | |
| 2. 30-50 years old | 1 | 1 | 50 | 13 | ||
| 3. Over 50 years old | 1 | 1 | 5 | 0 | ||
| Africa | Male | 1. Below 30 years old | 2 | 0 | 9 | 0 |
| 2. 30-50 years old | 5 | 0 | 10 | 3 | ||
| 3. Over 50 years old | 3 | 0 | 5 | 2 | ||
| Female | 1. Below 30 years old | 1 | 0 | 1 | 0 | |
| 2. 30-50 years old | 13 | 0 | 10 | 2 | ||
| 3. Over 50 years old | 4 | 1 | 6 | 1 | ||
| Overseas consolidated | Male | 1. Below 30 years old | 2,507 | 23 | 2,542 | 10 |
| 2. 30-50 years old | 6,644 | 896 | 7,136 | 843 | ||
| 3. Over 50 years old | 2,120 | 468 | 2,323 | 476 | ||
| Female | 1. Below 30 years old | 1,548 | 19 | 1,953 | 16 | |
| 2. 30-50 years old | 3,521 | 405 | 3,857 | 367 | ||
| 3. Over 50 years old | 985 | 159 | 1,085 | 172 | ||
Consolidated Total
No. of employees
| Sex | Directors | Executive Officers | Total Employees | Management Class | Supervisors | Sum Total Employees | |
|---|---|---|---|---|---|---|---|
| Fiscal 2022 | Male | 590 | 45 | 39,441 | 6,704 | 5,442 | 53,722 |
| Female | 48 | 1 | 14,281 | 929 | 993 | ||
| Percentage of women | 7.5% | 2.2% | 26.6% | 12.2% | 15.4% | ||
| Fiscal 2023 | Male | 672 | 33 | 39,227 | 6,632 | 5,317 | 53,646 |
| Female | 46 | 1 | 14,419 | 931 | 1,060 | ||
| Percentage of women | 6.4% | 2.9% | 26.9% | 12.3% | 16.6% |
No. of Recruits
| Sex | New Graduates & Mid-career Recruitment | |
|---|---|---|
| Fiscal 2022 | Male | 4,054 |
| Female | 2,284 | |
| Fiscal 2023 | Male | 3,145 |
| Female | 1,879 |
Turnover
| Sex | Total Turnover | Resignations for Personal Reasons | |
|---|---|---|---|
| Fiscal 2022 | Male | 3,624 | 2,410 |
| Female | 1,888 | 1,347 | |
| Fiscal 2023 | Male | 3,544 | 2,445 |
| Female | 1,866 | 1,482 |
Employees by Age-group
| Sex | Age-group | Total Employees | Management Class | Supervisors | |
|---|---|---|---|---|---|
| Fiscal 2022 | Male | 1. Below 30 years old | 6,336 | 24 | 5 |
| 2. 30-50 years old | 20,209 | 3,394 | 4,226 | ||
| 3. Over 50 years old | 12,493 | 3,287 | 1,211 | ||
| Female | 1. Below 30 years old | 3,623 | 19 | 6 | |
| 2. 30-50 years old | 7,061 | 612 | 834 | ||
| 3. Over 50 years old | 2,652 | 297 | 153 | ||
| Fiscal 2023 | Male | 1. Below 30 years old | 6,535 | 11 | 25 |
| 2. 30-50 years old | 19,675 | 3,320 | 3,975 | ||
| 3. Over 50 years old | 13,017 | 3,301 | 1,317 | ||
| Female | 1. Below 30 years old | 4,239 | 16 | 6 | |
| 2. 30-50 years old | 7,256 | 598 | 884 | ||
| 3. Over 50 years old | 2,924 | 317 | 170 |