Basic Approach

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. Innovation creation and a culture of taking on challenges has been part of the TOPPAN 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” that generate value. We are convinced that maximizing the value of human assets will generate humanled 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.

Based on our belief in “respect for human beings” and that “a company is its people,” we aim to achieve sustainable corporate growth and contribution to society, cultivate a workplace and organizational culture where employees and the Company grow together, and create an “organization and human assets” that drive social value creation.

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 recognized by society for the creation of social value, and returning this value to our employees in an appropriate manner 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 Capital Management

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Human Capital Management

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Governance
Strategy and Measures
Issues and Responses
Strategy for Closing the Gap with the Ideal State
  1. 1. Building a human asset portfolio necessary to scale growth businesses
Strategy for Closing the Gap with the Ideal State
  1. 2. Optimally allocating and utilizing human assets Groupwide through standardization of various systems and integration of human resources systems
Strategy for Closing the Gap with the Ideal State
  1. 3. Maximizing employee capabilities through improvement of well-being and engagement
Evaluation System
Risk Management
Metrics and Targets
Progress of Fiscal 2025 Medium-term Targets
Data
TOPPAN Group Employee-related Data