Corporate Social
Responsibility Report2005Index2
5
7
9

CSR Management

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14
15
16
17
18

Chapter I

designed to be barrier free to people who have vision perception
peculiarities.

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27
28

Global Environment and Casio
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35
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Website URL to facilitate two-way communication with our readers.

Scope of the Report●Reporting Period

This CSR Report 2005 summarizes mainly the CSR activities of the
Casio Group in the 2004 fiscal year (from April 1, 2004 to March 31,2005). However, parts of the Report contain information that precedes
April 2004.
●Business Units Covered by the Report
The following table shows the scope of environmental accounting andthat of environmental impact data compilation and description. Tendomestic business units and 12 overseas units were added newly thisyear. (These are printed in blue in the table.)
Readers are cautioned that any reference made to "Casio" in thisreport means the Casio Group. In contrast, "Casio Computer" whenused in this report refers to Casio Computer Co., Ltd. all by itself.
Names of Group Member Units

Electronic Hachioji Research & Development Center,
Component Casio Computer Co., Ltd., Kofu Casio Co., Ltd. (2),Division Kochi Casio Co., Ltd., Casio Micronics Co., Ltd. (2)

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48
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50
51
52

Chapter III

Employees and Casio
Creation of Employment Opportunities
Appointment and Effective Posting of
Qualified Workers
Creation of a Worker - friendly Work Environment
Efforts on Occupational Safety and Health●On the back cover are additional contact information and Casio's

21

Chapter II

Casio Environmental Charter and Casio Fundamental
Environmental Policies
Environmental Action Plan and Performance
Environmental Management
Environmental Accounting
Material Balance
Green Procurement and Green Purchases
Consideration for the Environment in
Product Development― Examples of Green Products
Prevention of Global Warming
Prevention of Air Pollution
Control of Chemical Substances
Reduction of Industrial Water Use and Preventionof Soil and Water Contamination
Reduction of Waste Generation andLandfill Wastes
Communication about the Environmentand Disclosure
Consideration for the Environment in
the Area of Distribution
Consideration for the Environment inConnection with Packaging Materials
Recovery and Recycling― Response to the WEEE and RoHS Directive

special efforts to use descriptions and expressions that are clear to
any reader so that our customers at large who patronize our
products and our employees feel inclined to read it.
●As much as possible, graphs and charts used in this report were

Market and Casio
Responsibilities to Our Customers 1:
Stable Supply of Products
Responsibilities to Our Customers 2:
Research and Development of
Next Generation Products
Responsibilities to Our Customers 3:
Our Efforts on Quality Assurance
Responsibilities to Our Business Partners:
Construction of Strong PartnershipResponsibilities to Our Shareholders andOther Investors:
Optimum Profit Returns and Information Disclosure●The report was designed to be read by all stakeholders.* We madeDomestic

The Corporate Creed and theCharter of Creativity for Casio
Corporate Governance
Implementation of CSR Management
Compliance
Risk Management
Personal Information Protection

In 1999, Casio began to publish its Environmental Report. The reportunderwent a title change to the Sustainability Report last year (2004)
as the report contents were revised to encompass social andeconomic activities, as well as environmental conservation programs.
This year (2005), the title of the report has been changed once again
to the CSR Report. The new report provides greater information andcontains expanded environmental performance data. It also articulates
Casio's social responsibilities to its diverse groups of stakeholders,which consist of its customers, business partners, investors andshareholders, and employees, as well as communities, citizens andthe international society.

54

Overseas

History of "Creativity" and "Contribution"
Overview of Casio Group Operations
Message from Top Management
Discussion on CSR

Editorial Policy

Head Office, Casio Computer Co., Ltd.,
Hamura Research & Development Center, Casio Computer Co., Ltd.,
Yamagata Casio Co., Ltd. (2), Casio Electronic Manufacturing Co., Ltd.,
Casio Support System Co., Ltd. (5), Casio Techno Co., Ltd.,Electronics
CCP Co., Ltd., Casio Hitachi Mobile Communications Co., Ltd.,
Equipment
Casio Communication Brains, Inc.,
Division
Casio Entertainment, Inc., Casio Marketing, Inc.,
Casio Information Service Co., Ltd., Casio Information Systems Co., Ltd.,
Casio I-net Solution Co., Ltd., Casio Soft Co., Ltd.,
Casio Business Service Co., Ltd., Casio Electronic Devices Co., Ltd.
Casio Korea Co., Ltd., Casio Taiwan Ltd.,Jiu Shui Keng Casio Electronics Factory,
Casio Electronics (Zhuhai) Co., Ltd., Casio Electronics (Zhongshan) Co., Ltd.,Electronics Casio (Thailand) Co., Ltd., P.T., Asahi Electronics Indonesia,
Equipment Casio Computer (Hong Kong) Ltd., Casio Electronics (Shenzhen) Co., Ltd.,
Division Casio (Shanghai) Co., Ltd., Casio Electronics (Guangzhou) Co., Ltd.,
Casio, Inc., Casio Canada Ltd., Casio Europe GmbH,
Casio Electronics Co., Ltd., Montres Casio France S.A.,
Casio India Co., Pvt. Ltd., Casio Singapore Pte., Ltd.

* Hachioji R&D Center of Casio Computer is included in the electronic component division
whereas the Head Office of Casio Computer, its Hamura R&D Center and Casio Hitachi
Mobile Communications are included in the electronics equipment division.
* The figures in brackets indicate the numbers of operational sites. Business units that are
not accompanied by a bracketed figure operate at one site.
The sites that are underlined in the table above are included in the report only withrespect to their "environmental conservation cost" and "economic impact."●Reported Areas

55
57
59

This CSR Report was prepared in compliance with the Environmental
Report Guidelines (2003 Edition), issued by the Ministry ofEnvironment, based on the Sustainability Reporting Guidelines 2002 of
the Global Reporting Initiative (GRI).

Chapter IV

Society and Casio
Social Contribution Activities
Independent Opinion / Message from the Auditor /From the Editors
GRI Content Index

1

Forecast and Plans about Future

62
67
68

This report includes not only facts about past and present activities of Casio Computer
Co., Ltd. and its Affiliates (Casio Group) but also forecast that is based on our businessplans and management policies that were in effect at the time the report was published.
Such projections and plans were formulated, based on the most current information that
was available at the time. There is therefore a possibility that the outcome of futurebusiness activities and events will differ from the projections and plans that are presented
in this report, due to changes in various factors. Readers are thus advised to use caution
when interpreting such projections and plans.

History of "Creativity" and "Contribution"

Building on Its Basic Tenet of Making Contribution to
Casio Has Endeavored to Build Strong Relationship
1965
1966
1970
1972

Through Business
Activities

1974

1976
1978

1957
Commercial production of the first small
purely electric calculator in the world
started and Casio Computer Co., Ltd.
was founded.

1979

Release of Model 001, the first transistorbased electronic machine.
First export of electronic desktop calculators to
the overseas market.
Listing of Casio stock on the second section of
the Tokyo Stock Exchange.
● Release of Casio Mini, thefirst personal desktop
calculator in the world.
● Transfer of Casio stock to
the first section of the
Casio Mini
Tokyo Stock Exchange.
Entry in the wristwatch
market with the release of
Casiotron, a digital
wristwatch.
Release of an electronic
cash register (ECR).
Casiotron
Start of production of liquid
crystal panels for watches. Entry in theelectronic component industry.
Release of ∑-S8700 Series Japaneselanguage office computers.

1980
1981

1983

1984
1985

1989

Release of Casio Toneelectronic keyboards.
● Release of TR-2000, the firstelectronic dictionary.
● Release of SL-801 solarpowered desktop calculator.
● Release of a shockresistance wristwatch.
● Release of TV-10 pocketsized LCD color TV.
Release of the first liquid
crystal shutter printer.
● Release of TV-1000 pocketsized LCD color TV.
● Release of PELA (FS-10), a
super-thin digital watch.
Release of ADPS R1, an office
information processing device
that requires no user program.

Development of the First Electric Calculator in the World,
Formation of Japan's Computer Industry, and Contribution
to the Growth of Science and Technology.

Casio Tone

TR-2000

G-SHOCK

Contr
Creat

1980
Energetically Promoting Civic Activities While Building Strong
Relationship with Customers, Employees and Business Partners.

Model 14-A,
a Small Purely
Electric Calculator

1964

Adoption of a qualification program that isbased on meritocracy. Establishment of an
education and training system.

1967

Start of a zero defect campaign (NCZD) to
promote "Quality-renowned Casio."

1969

Formation of Casio Labor Union whose basic
credo is "mutual trust and mutual
understanding."

1981

1982

1971

Through Social andenvironmental
Conservation
Activities

2

1977

Establishment of
Casio Eight Club topromote amicable
relationship withwholesalers all overJapan.

Prime minister'scommendation letterawarded for thecontributions Casio
made for the
progress of
calculators.

1986

Casio Eight Club

1989
Letter of Commendation

Casio World Open Golf
Tournament held.
● Creation of the Consumer
Section inside the Public
Relations Office to respondto inquiries from consumers.
Establishment of Casio
Science Promotion
Foundation.
● Initiation of a music
promotion program to makecontribution toward thecreation of music-enriched
culture.
● Start of the Company-wide
Quality Improvement
Campaign, aimed atstrengthening of the quality
control system.
● Initiation of the President's
Award program, the highest
honor given to recognize
contributions made to thecompany's business
operations.
Renaming of the Consumer
Section to the Customer
Service Office, which was set
up in each of the geographicalareas within Japan.
●

The First Cas

Casio Scien
Foundation
Party

Company-w
Improvemen

on to the Society by Creating Innovative Products,
nships with Its Stakeholders.
1991
1992
1994
1995

Casio Tone

1996

TR-2000

1997
1999

Release of Name Land (KL-1000), a label printerRelease of BP-100, a wristwatch-type bloodpressure monitor.
Start up of a TFT LCD factory in Kochi Cashio
Co., Ltd.
● Release of QV-10, the first
digital camera in the world
with an LCD monitor.
● Release of Cassiopeia(MPC-101), a hand-held PC
installed with WIN98.
QV-10
Release of DQD-10, a radiocontrolled clock.
Release of the Japanese version of Cassiopeia inthe domestic market.
● Release of the first GPS watch.
● Release of C303CA, a cdma One-compatible
cellular phone with water and shock resistance.

2000

2002
2003

G-SHOCK2004
2005
Contributing to Enrichment of People's Lives All Over the World ThroughCreation of Innovative Products That Capitalize on Digital Technology.

1990

Development of VeriPat, afingerprint verification
algorithm.
● Successful research anddevelopment of small highperformance fuel cells for
EXILIM EX-S1
mobile devices.
● Release of Wrist Camera, awristwatch-type digital
camera.
Release of EXILIMEX-S1, thethinnest wearable card-sizedcamera in the world.
Cellular Phone with
● Release of au's first cellulara Built-in Camera
phone with built-in 2.0-megafor aupixel camera.
● Development of a fingerprint verification device formobile devices.
● Entry in the data projector market.
Establishment of Casio Hitachi Mobile
Communications Co., Ltd., a joint-venture cellular
phone company with Hitachi, Ltd.
Collaboration with Renesas Technology Corp. on
semiconductor device packaging technology.
●

2000
Engagement in Environmental Conservation Activities and theCreation of Environmentally Conscious Products in an Effort to Contain
Environmental Impact that Accompanies Production Volume Increases.

1990

Honorary citizenship granted to Mr. Kazuo Kashio,
the company president, by the City of Tijuana,
Mexico, where the company operates a factory.

2000

Completion of ISO14001 certification at all domestic
manufacturing sites and four of Casio Computer'ssites.

1991

Establishment of Casio Environmental
Conservation Committee.

2001

●

The First Casio World Open

1993

1997
Casio Science Promotion
Foundation Inauguration
Party

1998

Adoption of Casio Environmental Charter andCasio Voluntary Plan for the Environment.
● Use of specified CFCs and 1, 1, 1trichloroethane discontinued.

Company-wide Quality
Improvement Campaign

Start of Casio Green Products 30 (C.G.P.30).
Recycling of secondary rechargeable batteries
initiated.

●

2002

Casio Groups environmental activities publishedon Casio Website.
● Yamagata Casio becomes ISO14001 certified.

●Three Casio sites, consisting of Kofu Casio (headoffice and Ichinomiya factory) and Casio
Micronics (Yamanashi), achieve zero emissions(less than 1% landfill).

●

●
●

1999

●

Launch of a program to recover and recycle end-oflife personal computers and other information
processing equipment sold to corporate customers.
● Kochi Casio awarded the Natural Resources andEnergy Agency Director-General'sCommendation for Excellence in the Energy
Management at a Factory (in the Electricity
Department).
●

Casio Korea becomes ISO14001 certified.
Establishment of Casio Code of Conduct.

Establishment of "Clean & Green 21" Initiative, aCasio Group-wide environmental action plan.
● Establishment of Green Procurement Guidelines.
● Initiation of tape cartridge recovery fromelectronic stationary products sold to corporate
customers.
● Adoption of a corporate officers system.
● Publication of the Environmental Report 1999.
● Participation in Eco-Products 1999.
●

2003

Corporate Reform Project initiated.
Establishment of the Charter of Creativity for
Casio.
● Revision of Casio Code of Conduct.
● Establishment of Casio Common Commitment.
● Recovery of end-of-life home personal
computers initiated.
●
●

2004

Creation of CSR Operations Section and CSR
Committee.

3Introduction

To Continue to be a Corporation Counted on
and Trusted by All Stakeholders.*
Casio's foundation originates in the invention of the first relay-type calculator in the world 1957,
a goal that had been set by the Kashio brothers in the days
when only European- and American-style mechanical calculators were available.
This invention, which became the basis of digital products
and underwent numerous technological innovations, has contributed to wide-ranging
office efficiency improvement in the business world since the years of steep economic growth in Japan.
Furthermore, it bore fruit in the form of a variety of new digital products to hit the global market,
helping Japan become the nation buoyed by electronics along the way.
The progress attests to the solidity of the legacy left by Toshio Kashio, the company founder- his unwavering belief in "Creativity and Contribution."
It is also the history of Casio that has met the challenge of each period and the society
by putting to practice the credo of "contribution to the society through creation of innovative products."

Today, sustainable growth of the society is called for while questions are raised of corporations' social responsibility.
Casio recognizes that its primary duty is to make contributions to the society
through creation of innovative products while using as the pillar of spiritual support this founder's belief,
which continues to be at the base of the common commitment of conduct
for our employees and our corporate culture. At the same time,
we continuously ask ourselves how we might best fulfill out duties
to our stakeholders and endeavor to reach our goals.

* All Stakeholders:
Include customers, business partners, investors, shareholders,
employees, community residents, NGOs, NPOs, mass media,
financial institutions, researchers and government bodies.

4Overview of Casio Group Operations

Electronics and Electronic Components and Others
Constitute the Two Business Segments of the Casio Group.
We Create and Bring to the Global Market Productsthat are "Compact, Lightweight, Slim, and Energy Efficient."
Casio Group's Operations
The Casio Group consists of Casio Computer Co., Ltd., its 53
consolidated subsidiaries and 6 equity-method affiliates (as of March
2005). The Electronics Segment and the Electronic Components andOthers Segment comprise the Group's two business groups. The
Electronics Segment includes four categories, consisting of Consumer,
Timepieces, MNS (Mobile Network Solutions) and System Equipment. The
Electronic Components and Others Segment is made up of two
categories, namely, the Electronic Components Category and the Others
Category. Each category is responsible for development and production
through sales and services.

Breakdown of Sales by Category
OthersElectronics Components
and Others Segment

5.9%

19.9%

Electronic Component
Category

Electronics Segment

14.0%

80.1%

System Equipment
Category

Consumer Category

8.8%

35.5%

MNS Category

Timepieces Category

23.5%

12.3%

Electronic Components
and Others Segment

Electronics Segment■ Consumer Category■ Timepieces Category■ Electronics Components Category

Main Products:
Electronic calculators, Label printers,
Electronic dictionaries, Electronic musicalinstruments, Visual-related products,
Digital cameras

Main Products:
Digital watches, Analog watches, Clocks

Main Products:
LCDs, BUMP processing consignments,
TCP assembly and processing consignments,
Carrier tape

A Digital Camera

An Electronic Dictionary

A Solar-Powered Radio-Controlled Watches

COF

TFT LCD module■ MNS Category■ System Equipment Category■ Others

Main Products:
Cellular phones,
Handy terminals

Main Products:
Electronic cash registers (including POS),
Office computers, Page printers,
Data projectors

Main Products:
Factory automation,
Molds, Toys, etc.

Handy terminals

5cell phones

Data Projector

Page PrinterCompany Data of Casio Computer Co., Ltd. (as of March 31, 2005)

Changes in the Consolidated Business Results

Registered Name: Casio Computer Co., Ltd.
Established:
June 1, 1957
Head Office:6-2, Hon-machi 1-chome,
Shibuya-ku, Tokyo
President:
Kazuo Kashio
Paid-in Capital: ¥41,549 million
Employees:
3,131 (non-consolidated)
12,140 (Consolidated)
Consolidated Companies(Domestic and Overseas): 53 companies
Equity-method Affiliates(Domestic and Overseas): 6 companies

Sales(In millions of yen)

FY2000FY2001

FY2002

FY2003

FY2004443,930

382,154

440,567

523,528

559,006

Domestic

269,536

222,684

268,601

299,224

336,363

Overseas

174,394

159,470

171,966

224,304

222,643

Operating Income

17,905▲10,418

17,91427,491

39,040Total Assets

445,883

449,224

459,113496,039495,743

Shareholders' Equity

162,375

134,317

131,957

144,403

162,271

Capital Investment

30,27815,737

11,168

16,21321,000

Employees

18,11914,670

11,481

11,637

12,140Casio Group Network
To deliver products to customers in all parts of the world, Casio has
development, manufacturing, and sales centers all over the world withconcentration in four major regions, consisting of Japan, North America,
Europe and Asia. R&D and electronic component manufacturing are done inJapan whereas other manufacturing facilities are located mainly in Asia. As foroverseas sales, Casio, Inc. takes charge of the North American market, while
Casio Electronics Co., Ltd., Casio Europe GmbH and Montres Casio France
handle European sales. In other regions, agencies are appointed. Direct andindirect exports are made to these markets.

Breakdown of Sales by Region
Asia and Other

18.1%
EuropeDomestic

13.4%

60.2%

North America

8.3%

Overseas Manufacturing and Sales Organizations■ Relates to Sales and General● Relates to Manufacturing and R&D■ Casio Europe GmbH
■ Casio Electronics Co., Ltd.
■ Montres Casio France S.A.

● Casio Korea Co., Ltd.

■ Casio, Inc.
■ Casio (Shanghai) Co., Ltd.
■ Casio Canada Ltd.
● Casio Taiwan Ltd.

■ Casio Electronics (Shenzhen) Co., Ltd.
■ Casio Computer (Hong Kong) Ltd.

■ ● Casio India Co., Pvt. Ltd.
● Casio (Thailand) Co., Ltd■ ● Casio Electronics (Zhongshan) Co., Ltd.
■ ● Casio Electronics (Guangzhou) Co., Ltd.
■ ● Casio Electronics (Zhuhai) Co., Ltd.
● Jiu Shui Keng Casio Electronics Factory● Casio Singapore Pte., Ltd.
● P.T. Asahi Electronics Indonesia

Manufacturing and Sales Organizations in Japan■ Relates to Sales and General● Relates to Manufacturing and R&D▲ Other Affiliates● Yamagata Casio Co., Ltd.
● Casio Electronic Manufacturing Co., Ltd.

■ ● CCP Co., Ltd.
● Kochi Casio Co., Ltd.

● Kofu Casio Co., Ltd.

■ Casio Computer Co., Ltd. - Head Office● Casio Computer Co., Ltd.
- Hamura Research & Development Center● Casio Computer Co., Ltd.
- Hachioji Research & Development Center▲ Casio Techno Co., Ltd.
■ ● Casio Micronics Co., Ltd.
■ Casio Information Systems Co., Ltd.
■ Casio Soft Co., Ltd.
■ Casio Electronic Devices Co., Ltd.
▲ Casio Support System Co., Ltd.
● Casio Hitachi Mobile Communications Co., Ltd.
■ Casio Communication Brains, Inc.
■ Casio Entertainment, Inc.
■ Casio Marketing , Inc.
■ Casio Information Services Co., Ltd.
■ Casio I-net Solution Co., Ltd.
■ Casio Business Services Co., Ltd.

6

Message from Top Management

Ensuring that the World Can Always
Rely on Casio with Confidence.
Creativity and Contribution

Casio’s corporate creed, “Creativity and Contribution,”
expresses our commitment to bettering people’s lives bycreating innovative products.
We believe that the Casio spirit of “Creativity andContribution” is clearly manifest in the many highly original, hit
products we have developed over the years—from the CASIO
14-A, the world’s first fully electric calculator, to the Casio Mini
personal desktop calculator, the Casiotone digital keyboard, and
the G-SHOCK shock-resistant wristwatch, or the QV-10, theworld’s first digital camera with a built-in liquid crystal monitor,and most recently, the EXILIM wearable card-size camera.
All of these products tapped into universal needs, broke
new ground in performance and functionality, and generated
whole new categories of consumer demand. But best of all,they made all these benefits easily accessible to all sorts ofpeople. They surpassed customer expectations and, quite
literally, astonished people with what they could do. New
lifestyles and cultures sprung up around the products, andpeople’s lives were enriched as a result.
Building on years of successful technology development,
Casio today is strategically focused on its core competence in“compact, lightweight, slim and energy efficient” technologies.
Products built around these principles have the added merit ofenvironmental responsibility. In every aspect of our businessactivities, we strive to limit environmental impact and conserve
the world’s precious resources.

Committed to Social Responsibility
as a Company, as Individuals

Kazuo Kashio
President and CEO

7

As we look out on the future, we consider protection of the global
environment and continuous social progress to be indispensableconditions of continued corporate growth. The truly responsible
corporation, in our view, carefully addresses all three elements of
its obligation to society contributing to a healthy economy, society
and environment. A company must not only strike the rightbalance among these vital concerns; it must also ensure that its
efforts to address them are thoroughly built into its daily
operations. Corporate social responsibility (CSR) should never be
an extraneous effort, but an intrinsic part of the business.
At Casio, we understand that this level of CSR cannot be
achieved merely by constructing mechanisms and systems

that satisfy formal requirements. The key factors are thecorporate culture and the mindset of each and every Casio
executive and employee CSR is a matter of attitude, acommitment in our everyday work.
Recognizing the importance of getting to the heart of thematter, we recently undertook a company-wide project toreframe the meaning of our corporate creed of “Creativity andContribution” in the most contemporary terms and underscore
our commitment, as Casio people, to social responsibility. As
a result, in 2003 Casio adopted “The Charter of Creativity for
Casio,” and the “Casio Common Commitment.” Every Casio
employee now carries a personally signed card that shows hisor her commitment to the Charter and the Common
Commitment and serves as a constant reminder of thecontent of the two documents.
In an organizational step, we created the dedicated CSR
Operations Section in April 2004, tasking it with assessing
current status and determining future initiatives to enhance
CSR management and raise awareness. Building on this, weformed the CSR Committee in December of that year. The
CSR Committee is comprised of directors and auditors, anddeliberates on a variety of subjects relating to CSR. We willcontinue to work to enhance both employee awareness andthe organizational structure to ensure Casio’s CSR
management system is highly effective. We are determined tosee that the Casio Group continues to live up to society’s
expectations and prove itself worthy of trust.

CSR Management at the Casio GroupIn our ongoing pursuit of optimum CSR management acrossthe broad field of social responsibility, we are focusing on
enhancing the Casio Group’s responsiveness to stakeholders
by addressing the varying concerns and priorities they havewith a focus on each stakeholder group. We would like to givean overview of our commitments here.

Responsibilities to Customers, Business Partners andShareholders/Investors
To stay one step ahead in today’s ever more thoroughly
networked world, Casio will optimize global supply chains tomeet demand in various regions of the world. We will press
forward with R&D in preparation to meet next-generation
demand, strengthen intellectual property strategies andemphasize high added value in business management.

Responsibility to the Global Environment
Casio will continue to raise its Green Product ratio bycapitalizing on its core competence in “compact, lightweight,
slim and energy efficient” technologies. We will continue tomeet global environmental standards and regulations.We will
do our part in combating global warming by working to reduceenergy consumption group-wide.

Responsibility to Employees
Casio will offer employment opportunities fairly and without
discrimination on the basis of gender, creed, religious faith,
ethnicity, social class or physical disability. We will strive tobuild a corporate culture which offers everyone the joy oftaking on the challenge of creating value. Further, we will takesteps to ensure that our work environments enable employees
to meet the requirements of both the job and raising a family,
looking forward to the implementation of Japan’s new Law toPromote Measures to Aid the Rearing of the Next Generation.

Responsibility to Society as a Whole
Casio’s social contribution programs prioritize work in thefields of environmental conservation, education, culture andthe arts, academics and research, and communities. Looking
ahead, we plan to step up efforts particularly in the areas ofenvironmental conservation and education of children, in a
desire to contribute to the long-term welfare of society by
assisting the newest generation.
In all of these actions, we will continue to set and executevoluntary goals. Our goal is to respond sincerely andsensitively to the needs of society always working to build
relationships characterized by mutual respect and trustwith
our stakeholders.

Invitation to Dialogue
Here, we have given only a brief outline of the convictions that
direct Casio’s activities. We hope that this report, which covers
fiscal 2004, will be helpful to you in better understanding
Casio’s efforts. Needless to say, the report does not attempt topresent every detail. Rather, it is our desire that it would serve
to further stimulate our dialogue with, a very important sourceof guidance on our future initiatives. We invite you to shareyour comments and opinions with us.

8Discussion on CSR“How do we channel CSR to genuine activities instead of letting it be a fad?” This is one of the most critical questions
that face corporate management today. In this report, we invited Mr. Mita, the chairman of the Sustainable Management
Forum of Japan,*1 a non-profit organization, and two additional members of the Forum, all of whom have solid visions
about the future of the global environment and are active in wide-ranging fields, to have discussions with President andEexecutive Vice President along the above-mentioned theme.

Promoting “Creation of Goods” thatContribute to the Environment and theSociety in a Unique Corporate Culture

countries. Choosing an action that takes heed of the interest of bothparties instead of being self-centered is a basic principle for any
corporation. I take advantage of every opportunity that comes up to
discuss these issues at my company.

[President /Executive Vice President][Mr. Mita]

Gentlemen, thank you very much forYour company has advocated the concepts of “compact, lightweight,

finding time to visit with us today.

slim, and energy efficient” in product development since the start ofyour company. These have direct impact on the environmental issues. I[Mr. Mita, Forum Chairman]
I would like to thank YOU for giving us
your time.

think they constitute impressive CSR.
But today, we see safety and health issues being raised in addition
to environmental issues when we discuss CSR. Where is the main
focus of your company’s technological development today and in

Kazuo Kashio,
President and CEO

Yukio Kashio,
Executive Vice President andRepresentative Director

Now let’s get started. Looking at many

the future?

of the latest corporate scandals,
whether they are in Japan, the United[Executive Vice President]

States or Europe, one cannot help

Regarding environment, our “compact, lightweight, slim, and energy

wonder if some of these companies

efficient” products that we have developed with our core technologies are,have any legitimate corporate culture atwithout any further modifications, products that heed the environment.

all. We would like you to start theWe established the Casio Group Voluntary Plan to evaluate anddiscussion by telling us what yourcertify Green Products, based on Casio’s own certification criteria.

company’s pillar of corporate culture is

P30P30 In addition, we have set an action target, which is to raise theand how that pillar is being reflected insales of Green Products to 50% of total sales in fiscal 2005. This plan is

your corporate culture in view of the

P40
named Casio Green Products 50. _ P40

current development in our society.

As for health, we focused on the fact that wristwatches are worn at
all times and that they are more like a part of our bodies. This led to the[President]

development and commercial production of watches that can measureFirst of all, our corporate creed is “Creativity and Contribution.” What thisheartbeats and blood pressure. They are thus used as tools of healthmeans literally is that we make contribution to the society by creating

management. These products can be used as both portable healthproducts that have unconventional and innovative functions. To make thisdevices and watches. They can be said to be products that put to use

more specific and easy to digest, we have the Charter of Creativity forwrist technologies and heed both the environment and health.

Casio, and the Casio Common Commitment, which are the standards

In terms of safety, Casio has developed its proprietary fingerprint

P13
that guide our employees as they conduct their everyday tasks. _ P13

verification algorithm and encryption technology. These have beenStated in these guides are the commitment asked of our employees

installed in such mobile devices as Casio-made handy terminals andto refuse to be confined by the limitations set by common sense in all

PDAs. In addition, we have developed fingerprint censors for cellparts of their work and to create the ideals and strive to realize them.

phones with a built-in LCD. With these devices, we help ensure

They are also asked to contribute to the society through businessinformation security through personal verification. _ P22
P22

activities, satisfy and delight people, and act in ways that strengthensuch product development, we are also pressing forward with researchbonds of respect and trust with all of our stakeholders. These guides

and development of Reformed Methanol fuel cells that are powered bywere published in 2003. Today, all of our employees carry a card thatclean fuels. P22
P22

provides this information and strive to comply with it.
We supply over 100 million units of our products annually tocountries all over the world. To operate our business on a global scale,

Apart from

We hope to bring these products to commercial production within
the next few years if possible by combining them with Green Productsthat burn clean fuels.

the spirit of mutual understanding is indispensable. One must not assert
its interest one-sidedly. Instead, we must respect each other’s position[Mr. Mita]and try to find ways for both parties to be fine.

Research and development of Reformed Methanol fuel cells must be a

I think that the same is true with bilateral relationships between

9field that requires substantial know-how and technological power.

[Executive Vice President][President]

We are pressing forward with this project by gaining the cooperation of

I think it was very meaningfulengineers in a number of fields both within and outside the company.

that employees made sizable

Methanol is used as a fuel for fuel cells. There still are some

Kazutomi Mita,
Chairman of the
Sustainable
Management Forum ofJapandonations.

unresolved legal issues in connection with the handling of methanol. We
anticipate the easing of the regulations regarding handling of methanol[Mr. Mita]

to occur over the next few years.

It really showed the real

We are considering fuel cells introduced Casio’s core technologies

power.

that are compact, lightweight and slim. Today, large fuel cells are being

There is a law that disasters

considered for automobile and video cameras. What we are trying tooccur

develop are much smaller ones that can fit inside our Casio products.

According to one theory, ainconcentration.

Especially because we make mobile products, we hope to develop

new era of colossal upheavals

cells that can make today’s energy-saving products to have even longer

started in 1993, 70 years after

lives. This is how we would be able to capitalize on our proprietaryatechnology. Once such fuel cells are created, we will be making

obliterated Kanto area incontributions in a wide range of fields toward the realization of a1923. When you look back at

ubiquitous society.

the last ten years, about 20

disastrous

earthquake

earthquakesofseismic

intensity

and

above

6

occurred in Japan alone.

Active Participation by Every Employee
Leads to Greater Contribution to the Society

It is likely that there will be
more disasters of all kinds, inadditiontoearthquakes.

A 1961 graduate of the University of Tokyo.
A philosopher, ethicist, environmental
expert, and medical researcher.
After working as the chief editor of the
Kokusai Shicho magazine, Mr. Mita set up
a number of public interest corporations
and corporate organizations relating toenergy conservation and recycling, startingin 1970, and served as their representative.
After serving as an staff of the Ministry ofInternational Trade and Industry, and a
researcher for Japan Science andTechnology Institute, he has been engaged
in research and consulting at universities,
hospitals and government organizations in
60 countries.
He is a member of an advisory panel for
the Ministry of International Trade andIndustry and the Tokyo Metropolitan
government, a visiting professor of auniversities, and a corporate consultant.
He also runs Mita Environmental
Management Consulting Inc.
The MITAMODEL, a model developed as atechnique to rating managements, is wellknown.
His extensive publications include the“Survey of Actual Waste Disposal by
Businesses in Tokyo” , “Evaluation of EcoBusiness Market” and “Introduction toEnvironmental Management.”[Mr. Mita]

Nevertheless, we have seen

In addition to the creation of goods that you just mentioned, which isthat government offices and municipalities frequently fail to meet the

your true business, as a way to make contribution to the society, there

needs adequately at the time of disasters. I think that NPOs, NGOs andis contribution to local communities. I understand that you offered part

corporations are expected to voluntarily take disaster countermeasuresof your headquarters’ building for disaster prevention drills for theas part of their social responsibilities.

P63
community last year. _ P63

I hope to see you expand this concept

as a way to make social contributions in the future.
Last year and this year, we had earthquakes in Niigata and off thecoast of Sumatra. Has your company taken any steps in response to

Planting Awareness in All Employees,
Including Executives, a Key to CSR Execution

such disasters?
[Mr. Shinozuka, a Forum member]

Makoto Kobayashi,
Director,
CSR Operations Section[Mr. Kobayashi, Director of the CSR
Operations Section]

I understand that Casio is a corporation that has established its Charter

In connection with the earthquake inwhat kind of policies Casio has for the future in connection with such

Niigata, the Casio Group, jointly with our

topics as the incorporation of a mode of governance in which thelabor union, solicited donations fromfunction of the board of directors is separated from the execution

employees. The company matched thefunction in a corporation that has established committees, etc.,

total amount of collection and donated thestrengthening corporate governance and risk controls, and increasingsum. Employees gave over ¥2.4 million.

transparency.

of Creativity and is energetically promoting CSR. I would like to know

The company added ¥2.5 million and gave

the total sum of approximately ¥5 million through the Japanese Red[President]

Cross Society.

As for corporate governance, Casio has two external auditors. They

As for the earthquake off the coast of Sumatra, the Casio Group
donated ¥5 million through the Japanese Red Cross Society.

objectively audit the management. _ P14
P14 Based on the results, they
conduct periodic reviews.

10Discussion on CSR

As for external directors, we have been looking into the possibility.

Moreover, competition between corporation has become very

There are, however, some issues to be resolved before we can adopt

intense. Only a handful of corporations can survive as winners in any

such a system. In essence, sound corporate management requires

industry. We work strenuously for survival. The question of how tothorough knowledge of the corporation’s business. Without suchgrow our business while fulfilling our responsibility to the environment

knowledge, it is difficult to run a corporation.

and the society is a serious one to tackle.

For this reason, we do not have external directors at this point. Instead, weOn the other hand, it is a very good thing that attention is focused on

have opted to be a corporation that appoints auditors to conduct objective

the environment and CSR as the impact of corporations on the society

audits, whose results are used in the management of the company.

has grown so large. I think that the most important point ofmanagement may be to position business growth and promotion of[Mr. Mita]

CSR as two wheels of management and push them forward in tandem.

The issue about external directors is not necessarily about transitioning
into a corporation that has established committees or appointing[Mr. Mita]

external directors.

It is corporations’ duty to deal with both the environment and CSR. But

Various approaches should be considered regarding this issue. Wisdom

corporations are desperate for survival. What we have been constantlyof all sorts needs to converge to run a corporation. In this connection, myadvocating therefore is that it is important for them to convert what they

thought is that you should probably consider incorporating the social

are obligated to do to their own production power.

aspect to a greater degree to boost recognition power.

employees, including our executives, to be constantly aware of CSR as they

Continuing to Promote CSR Management in the
Future while Focusing on its Impact on the Youths
Who Will Be in Charge of the Next Generation

carry on their tasks every day, rather than being focused on the formality.

[Mr. Ogura, a Forum member][President]
I quite agree with you. I think that the most important thing is for all of our

When you look at external auditors in this perspective, it seems

Not to change the subject, many of the people who use yourquestionable as a matter of fact that they have the ability to point out

company’s products are young. Issues about youths receive heavy

important areas for improvement or make meaningful suggestions. I

attention these days, and education of youths is debated. Would you

believe that what will be important is that those who are actually inplease describe how you have been tackling the issues of educating

charge of business operations are well aware of CSR.

the youths, who constitute the largest segment of your customers?

We have created the CSR Committee, whose members are our
executives. We have periodic meetings. P15P15

At these meetings,[President]

all tasks relating to CSR are checked. But unless we ourselves have

Such products as G-SHOCK and Baby-G are indeed primarilystrong awareness and hold solid opinions, ultimately nothing getsdesigned for and marketed to the young people.

accomplished no matter how many meetings we may hold or how
good a mechanism you may adopt.

With respect to education of the youths that you just mentioned, we givefactory tours and open our business sites and group companies for visits by
students as extracurricular activities. We also conduct Kids ISO activities.

[Mr. Mita]

We are actively engaged in executing these social contribution programs,

You are indeed right about that. In many instances, corporations may

which are also tied to our environmental education programs. P62P62

establish committees or appoint external auditors, but end up having
them only for the formality’s sake. Naturally, such forms are important[Executive Vice President]

but it is more important to ensure that contents are given. I am sureWe also manufacture electronic musical instruments. Musicalthere are a number of possible ways to go about it.

[President]
Another thing to add is that in the 20th century, we were able toenvision the future of a corporation to some extent. In other words, it
was possible to run a corporation by relying on the legacies of the past.
But now that we are in the 21st century, it is not at all possible tomanage a corporation with past legacies.

11

From left: Mr. Shinozuka (a committee member), Mr. Mita (Forum chairman),and Mr. Ogura (a committee member)instruments play an important role in the emotional education of[Mr. Mita]

children. We are aware that the sounds that our products produce are

I would very much like you to keep pressing forward with that approachvery important to the young people, and especially to toddlers andand use it as a feeler for your company’s future growth. Thank you very

preschoolers. We are therefore meticulous about creating beautiful

much for your time.

tones and developing good sound sources. It is not all right to think that“musical instruments for toddlers are toys.” When we manufacture[President/ Executive Vice President]

musical instruments for very young children, we work hard to create

We thank you very much for your time as well.

sound sources that are suitable for their musical education.

[Mr. Mita]
Today, the word CSR is used defensively by some corporations in waysthat differ from the term’s original meaning. They may set up an
impressive ethics committee, and hire a reputable CPA firm to audit
their operations. And yet, we see corporate scandals.
I think that the basic spirit of CSR is not in preventing corporate
scandals or quieting rumors about such scandals but in “noblesse
oblige.” *2 What it means is that a corporation’s CSR speaks for itself
without the company loudly advertising its CSR efforts. It should
therefore be helpful for education and improving the society that eachcorporation firmly holds this basic principle.
The word “responsible,” which is part of the term “Social
Responsibility,” has an origin that means “to have a good response” or*1Sustainable Management Forum of Japan: A specified non-profit organization thatprovides a forum for theoretical and empirical research for researchers, corporate
management and citizens with a goal of establishing management for sustainability by
combining engineering, business administration and other related sciences with various
experiences. The Forum conducts research in a wide range of fields and disseminates
the results of such research so as to ensure that the findings take root in the society.
Since fiscal 2003, Casio has subjected itself to the Sustainability Management Rating,which is promoted by the Sustainable Management Rating Institute, an organization thatis part of the Forum.
The FY2004 Sustainable Management Rating is as follows:“to react to.” The original meaning of “Social Responsibility” is therefore“the condition of responding reliably to the demand of the society.” It

RATING-TREE by MITA MODEL

means that any response to social needs must be a sensitive one

FY 2004

J. Resources
Recycling

C. Compliance with
Regulations

S. Employment
Continuity

rather than a non-sensitive one. This should hold true in business as
well. In this sense, I believe that it is possible to integrate CSR
management with the mainstream business management.

B. Corporate
Governance

I. Reduction of Environmental Impact
on Transport
D. RiskManagement
H. Prevention of
Global Warming[President]

A. Management
Philosophy

E. Information
Disclosure

G. Reduction of Environmental Impact on
Products and Services

them by fully staffing such groups as the CSR Operations Section and

F. Quantitative Dataof Material Energy

the Environment Center.

Management[Executive Vice President]

R. Responsibility
for Consumers

L. Countermeasuresagainst Soil Contamination

V. Harmonization withWork and Private

P. Succession ofRegional Culture
N. Conservationof Biodlversity

Environment

O. Sustainability
and Corporate
CultureT. Occupational
Safety and HealthU. Equal Opportunity

Q. Community
Life and Regional
Environment
M. Conversation of
Water Resources

You are absolutely right. We intend to continue our on-going efforts toaccurately grasp our stakeholders’ needs and respond dependably to

K. Chemical
Controls

W. Support of Environmental and Social
Effort for Suppliers

Society

It is a mandate for us as a manufacturing concern to keep on creating
hit products. The CSR concept is important in the development of hit

Sustainable
Management Treeproducts as well.
For instance, our core competence in “compact, lightweight, slim,
and energy efficient” technologies not only has relevance toenvironmental issues but also lengthens the lives of batteries because
Strategyof low power usage and lessens the trouble of replacing batteries forour customers. This is true with solar cells and fuel cells too. Such a
merit helps our products become hit items.
As this example shows, skillful incorporation of CSR in our products isa way for us to create hit products. This is something that I keep finding.

ResultSystemStrategy Excellent Good Acceptable Poor Not Acceptable Not Applicable
No Leaves
Dead
ResultLeavesSustainable Management Rating Tree

*2Noblesse oblige: A basic ethics notion in the European and American societies thatthose who are in noble positions have corresponding social responsibilities and duties tofulfill. In this discussion, the term was used to mean that corporations have social
responsibilities and duties that they are expected to shoulder.

12

CSR Management

The Corporate Creed and the Charter of Creativity for Casio
We are making a concerted, company-wide effort to implement CSR management under the banner of the Charter ofCreativity for Casio, which clearly articulates the meaning of Casio’s corporate creed of “Creativity and Contribution.”

The late Tadao Kashio, founder of Casio, isto contribute to society —or in essence, theaffairs

the one who established the creed offulfillment of its social responsibility.

conservation and social contributions. The

frombusiness,

environmental“Creativity and Contribution” to guide the

Toward this end, Casio initiated therevision was made to ensure that the Code’s

company’s business activities. He wanted to

Corporate Reform Promotion Project in April

rules dovetail with the commitments in theset the company on a path of contribution, to

2003, which resulted in the adoption of theCharter. Casio’s corporate creed, Charter,

ensure that Casio would always enrich

Charter of Creativity for Casio on June 1, theCommon Commitment and Code are madepeople’sinnovative,

anniversary of the company’s establishment.

available to all, both in and outside of theunconventional products. In recent years,

Going one step further, in December 2003,

company, via the Casio website and thesociety has paid more and more attention to

weCasio Group’s intra-net.

the idea of corporate social responsibility

Commitment, which stipulates specific(CSR).

tostandards of conduct for each chapter of thethat

Charter, to ensure that all employees have aensures the soundness of management

practical understanding of our contemporary

systems as well as corporate management

commitment to “Creativity and Contribution.”that consciously addresses the various types

In addition, we revised the Casio Code ofof stakeholders. In light of these social trends,

Conduct (originally established in October

Casio realized that it was essential to give all1998)

employees an opportunity to re-examine theof Conduct aims to ensure that employees

meaning of “Creativity and Contribution.” The

use good judgment in all their actions, andcompany recognized that maintaining apresents rules that they must comply withstrong, contemporary awareness of the spirit

throughout the course of their daily activities.

behind this creed was the key to sustaining

The Code addresses such areas as respect

its creative corporate culture and continuing

for human rights, separation of personal

lives

by

creating

Companies

implement

corporateareexpected

governanceestablished

P16
P16

the

Casio

CommonCorporate creed

on July 1, 2003. The Code— The Charter of Creativity for Casio and Casio Common Commitment —The Pledge of Everyone Working for Casio
The “Charter of Creativity for Casio” was established on June 1, 2003, the anniversary of the company’s establishment. It represents a philosophy shared by
all Casio employees about unfailing execution of the corporate creed. The Casio Common Commitment stipulates specific standards of conduct that
support the Charter. All executives and department managers have signed a pledge to ensure compliance with the Charter and Common Commitment.

First Chapter
We will value creativity, and ensure that our products meet universal needs*.
[Casio Common Commitment]
1. We will strive to “ensure that our products meet universal needs” and this includes not only manufactured goods, but also
services and support, and everything else that we do.
2. We will be idealistic in all of our work.
3. We will carry our work through to completion, with a strong determination to take on every challenge that comes our way.

Second Chapter
We will strive to be of service to society, providing customers with delight, happiness, and pleasure.
[Casio Common Commitment]
1. We will provide people with “limitless inspiration.”
2. We will share a “life of spiritual and material prosperity” with people.
3. We will foster relationships of “respect and trust.”

Third Chapter
We will back up our words and actions with trustworthiness and integrity,and work as professionals.
[Casio Common Commitment]
1. We will take complete responsibility for all of our words and actions in accordance with all laws and regulations.
2. We will each take responsibility for our results and success, accordingto our individual role.
3. We will strive daily to improve everything we do.
*To create innovative products that everyone needs but no other company has ever produced. At Casio, this is the mission
not only of product development, but of every other part of the business.

13

CSR Management

Corporate GovernanceCorporate
Governance System■ Board of Directors

strict audits by gathering information and

The board of directors strives to makereceiving reports from directors and others,

management decisions rationally andand by reviewing resolution documents

promptly. Board meetings are attended byrelating to important decisions.

Casio recognizes that speedy decision making,directors and auditors, who discuss andproper execution of operations and a robust

make decisions on important business■ Internal Audit Department

management oversight function that increases

issues.

The internal audit department performs
audits of various organizations’ operations

the transparency of management, are extremely
important factors in achieving business goals■ Board of Operating Officers

to ensure they are in conformity with laws

and continuing to raise corporate value. This

Meetings of the board of operating officers

andrecognition guides Casio’s ongoing efforts toareofficers,

standards, and conducts evaluations andimprove corporate governance.

directors and auditors, who deliberate onoffers recommendations for improvement.

attendedbyoperatingregulations

as

well

as

internal

In June 1999, we made a change in ourimportant affairs relating to the execution ofboard of directors, reducing its size by half,business operations. This mechanism

onenvironment,

safetyfrom 24 to 12 directors. At the same time, weenables

information

security,

conducted

adopted a system of operating officers tocompany-wide adjustments and measures.

cooperatively

withsmoothimplementationof

Various types of audits, including thosequality,

are
the

and

departments

principally responsible for these areas, withclearly delineate the management oversightand execution functions. With the adoption of■ Board of Auditors

this system, we also built a new corporate

The board of auditors consists of three

responsible

governance system, which consists of theauditors,

organization.

operating officer system and an internal audit

accordancesystem, in addition to the board of directors
and the external auditors. The objective, roleauditors,

expected to take proper action to address

and membership of each of these bodies are

directors’ meetings and meetings of thedescribed below.

operating officers. In addition, they perform

two

audit leadership undertaken by the persons
for

each

respective

of

them

external.

In

with

audit

policiesand

The internal standards mentioned above

responsibilities approved by the board ofalso apply to Casio affiliates, which areauditors

attendboard

ofvarious types of risks.

Corporate Governance System Diagram
Appointment
andDischarge

Boardof
Auditors

Audit

Audit

GeneralMeetingof
Shareholders

Appointment
andDischarge

Boardof
Directors

Appointment
andOversight

President
andCEO

Accounting Audit
Appointment
andDischarge

Accounting
AuditorOversight

Boardof
Operating
Officers

Oversight

Affiliate
Companies

Audit

Accounting Audit

Business
Divisions

Audit

Internal Audit Department

14

CSR Management

We are constantly striving to strengthen corporate governance , focusing on the priority themes of“speedy decision making,” “proper execution of operations” and “improved transparency of business management.”

CSR Management

Implementation of CSR Management
The CSR Committee, chaired by the president of Casio,
provides an effective mechanism for ensuring that we fulfill our social responsibility.

CSR Operations StructureThe

commitment

tofulfillingvarious themes related to CSR.

situation and determined tasks for the future,
to build a foundation for the future of CSR■ CSR Operations Section

management at Casio. In addition, theCreated in April 2004, the CSR Operations

Section began its work to educate all

ourSection reports directly to the company

employees about CSR and to build a system

responsibilities to all of our stakeholders notpresident. Its mission is to ensure Casio

to promote CSR. Looking ahead, it will

only to the customers who purchase ourearns the trust of its various stakeholders bycontinue

products, but also to our business partners,

fulfilling its duty, as a sincere corporate

implementation system and execute specificshareholders and other investors, employees

citizen, to provide products and services thattasks as planned, while monitoring changes

and the members of the communities where

help make people’s lives more fulfilling.

in the business environment and the situation

we do business— is deeply rooted in Casio’s
corporate management practices.

In line with this mission, the CSR Operations

tostrengthen

the

CSR

of the Casio Group as a whole.

Section works to ensure that all employees

however,

that

the

are thoroughly familiar with the Charter of■ CSR Committee

initiative

of

every

Creativity for Casio, to see that a strong

The CSR Committee, created in December

employee is essential to maintaining strong

sense of corporate ethics pervades the2004, is assisted administratively by the CSR

relationships of trust with stakeholders. Truly

company, and to build a corporate culture

Operations Section. It deliberates on various

effective CSR management ensures thatthat encourages people to take the initiative

CSR-related themes and policies, as well as

everyone at Casio performs his or her daily

in contributing to society. The Section is also

the CSR operations structure itself.

work with a full awareness of Casio’s varied

responsible for such CSR-related matters as

Decisions made by the CSR Committee

corporate responsibilities. Toward this end,risk management and information security,

are executed by relevant departments or ad

Casio Computer established the CSR

which until recently were handled by

hoc thematic project teams. At present,

Operations Section in April 2004, tasking it

individual departments, and is working toprojects on compliance, risk management,with realizing company-wide implementation

implement a group-wide approach to theseand personal information protection areof full-fledged CSR management. Then, in

issues. It also discloses results and plans atunderway. The projects aim to ensure that

December 2004, we created the top-levelappropriate times via proper channels.

best practices will be firmly establishedWe

understand,understanding

andCSR Committee to deliberate on specific

In fiscal 2004 the first year of the Section’s

policies and strategic matters regarding theactivity, it performed analyses of the current

throughout the company in each of theseareas.

CSR Operations Structure

Board of Directors

CSR Committee

Environmental Conservation
Product Quality and Safety

CSR Operations Section
Material Procurement
Thematic Projects

Distribution

Corporate Reform Promotion PJ (Compliance)

P16

Risk
Management PJ

P17

Personal Information
Protection PJ*

P18

Stakeholders
Information Security
Investor Relations
Accounting and Bookkeeping
Safety and Health
Human Resource and Labor Affairs*The Personal Information Protection Project was
reorganized in March 2005, becoming the Personal
Information Protection Office.

15

CSR Management

Compliance
Every Casio employee has committed him or herself to act responsibly in compliancewith the Casio Code of Conduct, which is based on the Charter of Creativity for Casio.

department heads in an effort to further
strengthen the compliance system. Further

Employee Hotline

improvements will continue to be made in the
future.

Casio treats compliance as a vital theme for

Similarly, the Casio Code of Conduct will

Casio has an employee hotline to ensure that

CSR management. The Charter of Creativity forbe subject to on-going review to ensure it

any acts that are in violation of the Casio

Casio, established on June 1, 2003, lays thecontinues to reflect the opinions of ourCodefoundation for all of Casio’s activities to ensure

stakeholders.

anonymously and quickly corrected.

compliance, together with the Casio Common
Commitment and Casio Code of Conduct.
The Corporate Reform Promotion Projectof

Conduct

reportedseek advice or express his or her opinions on

Employee Educationa variety of issues relating to the Codew i t h o u tthese commitments. As part of the Project,sufferingany

we printed cards that describe the Charter,

In order to ensure that all employees of thenegativeand called upon all employees to sign andCasio Group are well informed about

consequencescarry their cards at all times. The Project also

compliance requirements and follow them ason the job.

put in place mechanisms for monitoring

well, Casio has launched CASIO Style, an

employees compliance.

intranet site for its employees. New CSR-

In June 2004, we conducted an employeebeAlso, via the intra-net, any employee canplayed a central role in the articulation ofquestionnaire-type survey and interviewed

can

Employee Hotline

related information on topics such as
management,

environmentandsocialresponsibility
is

made

available
regularly at theCharter of Creativity for Casio (employee card)

site.
CASIO Style

Casio Code of Conduct (Excerpts)
Employees of Casio Computer Co., Ltd., and its group companies are
expected to conduct themselves always in an orderly manner, both inbusiness and in their private lives. This Code of Conduct is meant to assist
each employee to act responsibly as a member of society, thus actively
contributing to social progress.
1．Basic Policies
We will conduct ourselves with pride and responsibility as members of
the CASIO Group, which aims to satisfy and delight customers bydeveloping and marketing high-quality products and services in line withthe corporate creed of "Creativity and Contribution." At the same time,
we will conduct our daily activities responsibly as members of society.
2. Code of Conduct
2-1 Compliance with Laws and Regulations
We will act in compliance with social norms as members of society,understand the laws and regulations, both external and in-house,that we are required to comply with in our business, and will act ina sincere and orderly manner.
2-2 Respect for Human Rights
We will respect others, valuing cooperation without any
discrimination. We will respect the human rights of all people,
eliminate any discriminative words, actions or harassment related togender, belief, religion, race, social status or physical abilities, and willprotect mutual privacy.
2-3 Separation of Personal Affairs from BusinessWe will not use the authority or position we are given in the courseof our business to offer preferential treatment to specificcustomers, nor be entertained or given presents in return for suchpreferential treatment. We will refrain from all anti-social activities,
clearly separating our personal affairs from business.
2-4 Treatment of Confidential Information
We will understand the standards for the management ofconfidential information and will treat the company's information
with greatest care.
2-5 Environmental Conservation
We will be aware of the importance of environmental conservation
and will voluntarily and aggressively promote daily activities toprotect the global environment.
2-6 Product and Service Quality
We will constantly strive to improve in order to develop and provide
products and services that function reliably and are of premium
quality to customers.
2-7 Disclosure of Corporate Information
We will aim to win greater social trust in our open and transparent
management by disclosing corporate information appropriately
and in a timely fashion, and promoting communications with all
our stakeholders, including shareholders.
2-8 Maintenance of Social Order
We will respond firmly to anti-social activities for the sake of stability
and maintenance of social order.
2-9 Contribution to Local Communities in which We Operate
We will contribute to the sound development and harmony of local
communities in our daily activities as members thereof.

16

CSR Management

Construction of aCompliance system

CSR Management

Risk Management
Casio has adopted a multi-faceted approach to assessing the risks associated with its business activities,
and takes preventive measures using the “Plan-Do-Check-Act” cycle.

Approach to
Risk Management

Risk Management System

Creation of a Crisis
Management Manual

Casio has endeavored to prevent potential

Casio has formed the Risk Management

Casio has issued a crisis management manualrisks from materializing in each of its

Project Group within the CSR Committee tothat addresses risks that have a high probability

departments, while also constructing aserve as a vehicle for practical enhancementof having a serious impact on the company’s

company-wide crisis management system toof risk management.

business activities and society as a whole.

ready itself for emergency situations.

The project group maintains an overall

Specifically,themanualprovidesIn the aftermath of the recent spate ofinventory of risks, which previously had been

instructions in each of the following basic

corporate scandals in Japan and elsewhere,

controlled only at the department level, andareas for different types of crisis situations:stakeholders are paying more attention thanassesses and analyzes them for theever to the fairness and transparency ofcompany as a whole.

(i) Ensuring the safety of employees andtheir families

corporate management. Casio recognizes

The project will also put into place a new

the critical business necessity of creating amanagement program that encompasses

company-wide environment that ensures

everything from risk prevention to proper

risks associated with its business are

response and restoration should a risk(iv) Securing the trust of stakeholders.

identified, predicted and prevented, or dealt

materialize. The program will build on and

The manual was formulated with a focus

with and remedied should they materialize.

enhance the existing framework.

(ii) Protecting corporate assets(iii) Ensuring continuation of businessactivities.

on providing information to all parties affectedCasio is working to ensure its own internal

by a crisis and taking prompt andcontrol system takes into consideration both

appropriate steps at an early stage, inJapanese and overseas standards, laws andcooperation with local communities.

regulations, such as the JISQ2001— theThe manual is revised from time to time to

Japan Industrial Standards’ guidelines on riskreflect changes in the business climate. All

management system—and the Sarbanes-

stakeholders are thoroughly informed upon

Oxley Act in the United States.

each revision.

Risk Management System

On-going improvement
Plan
Establishment ofrisk management policies

Action
Review by the CEO

Implementation of remedies
and improvements

Identification
Predication
Prevention
Countermeasures
Restoration

Establishment of arisk management plan
• Risk analysis and assessment• Establishment of targets• Establishment of a
• management program

Do
Check
Performance evaluation
and assessment of theeffectiveness of the system

17

Implementation ofrisk management• Program execution• Management and control

CSR Management

Personal Information Protection
Philosophy on Personal
Information Protection
Casio considers proper management of theensure that all employees and officers are

system for safe and proper handling offamiliar with them.

personal data, the company has beenpressing forward with efforts to receive

Personal Information
Protection System

Privacy Mark* certification.
In fiscal 2004, all personal data held by the

personal information that we receive fromcompany was inventoried, rated, andcustomers and other stakeholders in the course

Casio appointed an executive vice president

subjected to a risk analysis, meeting theof our business activities to be one of our key

to the position of Chief Privacy Officer andrequirements of the JISQ15001 relating tosocial responsibilities, and constantly works toconstructed a system for personal information

compliance programs. Based on the results

ensure the security of personal information.

protection under his direction. With theof this analysis, we established various rules

In preparation for the full implementation of

support of top management, all employees

and took additional steps. These steps

Japan’s new Personal Information Protection

and officers are being urged to cooperate withincluded education for all employees and

Law in April 2005, Casio launched themeasures to protect personal information.

officers, tighter control of access to theProtection of Personal Data Project in June

In March 2005, we set up the Personal

information system and log control, and re-2004 to ensure that all employees of theInformation Protection Office, which inherited

examination of contracts with the businessGroup would be equipped to comply with thethe functions of the Personal Information

partners with whom we have agreements onlaw, and started work to establish specificProtection Project. Three positions were

the handling of personal data.

policies and mechanisms toward that end.

created in the Office to handle customer

Based on the results of an internal audit

This was followed by the establishment ofservice, information systems and employee

performed in February 2005, we determined

Casio’s Policies on Personal Information

education, respectively. In addition, twothat the measures we had implemented

Protection in February 2005, as guidelines forleaders were appointed in each department tobrought Casio to a level that would qualify forthe safe and proper protection of personal data.

promotethe Privacy Mark. We then applied for Privacy

Based on these overall policies, we theninformation protection at the department level.

Mark certification in March 2005.

Privacy Mark Certification*Privacy Mark: A program in which the Japan

As part of Casio’s drive to strengthen its aInformation Processing Development Corporation, apublic-service foundation, evaluates the adequacy ofcorporate protective measures related to the handling of
personal data, and certifies those which are found tohave adequate protective measures in place. Certified
corporations are permitted to display the Privacy Mark.

efforts

relating

topersonal

established the “Personal Information Protection
Basic Rules,” “Personal Information Protection
Implementation Rules,” “Internal Control Rules,”“Safety Measures Rules,” “and “Emergency
Response Rule,” and are continuing to strive to

Policies on Personal Information Protection
1.

Establishment
andon-going
improvement of a compliance program

The company has established,
implements and maintains a complianceprogram (including these policies, the“Personal Information Protection Basic
Rules” and other rules and regulations)for the purpose of safely and properly
protecting personal data. The company
also improves this compliance programon an ongoing basis, using suchoccasions as internal audits and reviewsby the President and CEO.
2. Handling of personal data
The company has established a systemof control to adequately protect personal
information, and appropriately collects,
uses and makes available to otherparties such personal data. This is donein accordance with the “Personal
Information Protection Basic Rules” andother rules and regulations, and by
taking into consideration the nature andscale of operation of individual
departments.
3. Implementation of safety measures
The company implements safetymeasures, such as information security
measures, in order to ensure the safety
and accuracy of personal data.
Furthermore, the company implements
proper measures to prevent and rectify
unauthorized access to personal data,
as well as its loss, destruction, alterationor leakage.
4. Compliance with laws, regulations
and other rules
When handling personal data, thecompany complies with laws, regulations
and other rules that apply to such
personal data.
5. Respect of the rights of data subjects
The company respects the rights of thesubjects (individuals) whose personal
data it has knowledge of. When suchindividuals request disclosure of
information about themselves, correction
or deletion thereof, or refuse permission
for its use or release, we comply withany such reasonable request.
Kazuo Kashio, President and CEO
Casio Computer Co., Ltd.
February 1, 2005

Personal Information Protection System
President and CEO

Officer in chargeof audits

CPO* (Chief Privacy Officer)
Privacy Information Manager

Personal Information
Protection Office

Person responsible Person responsibleforforcustomer service information systems

Contact for mattersrelating topersonal information

Person responsibleforeducation

Person responsible for departmental
personal information management

Person in charge of departmental
personal information management*CPO (Chief Privacy Officer)

18

CSR Management

Casio makes every effort to ensure that personal information isprotected and managed in accordance with company policies.

Chapter I

Market and Casio
Profits reached record high levels while the globalization of the market
economy continued to progress.
Casio will continue to manage its business so as to be recognized and trusted
by the market while nurturing its relationship with its stakeholders.
Responsibilities to
Our Shareholders and Other Investors●●

Shareholders
andOther Investors

Responsibilities to
Our Customers

Optimum Profit Returns
Sound Information Disclosure

Stable Supply of Products
Research and Development of
Next Generation Products● Quality Assurance●

Investment●●

Customers
Product Purchase
Supply of Raw Materials

Suppliers
Responsibilities to
Our Business Partners●

19

Construction of Strong PartnershipMarket and Casio

1

Stable Supply of Products
We endeavor to strengthen the global supply chain to respond to rising demandfor products against the backdrop of digitalization and network expansions.

Philosophy about
Stable Supply

Policy Decisions on
Production and Supply Systems

Supplying products in a stable fashion is
one of the most basic responsibilities of amanufacturer to its customers. To respondto changes in demand and provide products in a stable fashion, it is important to
optimize the entire supply chain, startingwith the stable procurement of raw materials and including the construction of a production system, improvement of a distribution system, and establishment ofwholesale and retail networks.
Based on this point of view, Casio endeavors to strengthen its global supply chain by
upholding the following four policies:

Casio holds Production Site Policy Meetings as necessary and makes decisions on
policies regarding newly opening, integrating or closing production sites. In accordance with these policies, Business Plan
Meetings are held every half-yearly periodby the Group companies in manufacturing
to make decisions on establishing specificproduction and supply systems, and production lead time for each product thatthey are responsible for.
Under the current production and supply
systems of Casio, the Electronic Component
Division consists of four Group companies
and outside suppliers whereas the Electronics Equipment Division consists of 11 Group
companies and outside suppliers.

Policies about Stable
Product Supply
1. Streamlining of the supply chain (partvendors – factories – distribution andsales departments) with the introduction of supply chain management(SCM) and the extensive application ofIT.
2. Construction of a good relationshipwith suppliers so as to increase efficiency and stabilize raw material procurement.
3. Construction of a decentralized production system that takes into account such production risks as natural
disasters. (Construction of a decentralized production system for eachmanufacturing item. <Dispersion to aminimum of two sites>)
4. Construction of an optimum production system that corresponds to regional demand characteristics (laborcost, technological prowess, parts
supply capability). (Japan: high function products / China: cost-focused
products)■ Production System of Electronics
Equipment Products
Today, demand for electronic dictionaries is
growing at a phenomenal pace not only inJapan but also in markets all over theworld. In light of this trend, Casio is stepping up to strengthen its production andsupply systems at Jiu Shui Keng Casio
Electronics Factory, and Casio Electronic(Zhongshan) Co., Ltd., which are the coreelectronic dictionary production sites of
Casio Group.
Specifically, we adopted the “Weekly Review Production Method*” in 2004. Using
this method, we shortened the parts procurement time and the lead time to shipment, and enabled the production and

Production and Supply Systems for Individual Products●Casio Korea Co., Ltd.

●Electronics Equipment Division■Electronic Component Division●Yamagata Casio Co., Ltd.

Watches

Watches and cell phones●Jiu Shui Keng Casio
Electronics Factory

shipment of our products to adjust flexibly
to changes in demand. In fiscal 2005, weplan to expand the application of thismethod horizontally to the manufacturing
processes of our other major products,
such as electronic calculators, digital cameras and watches.
*Weekly Review Production Method: A new production method that aims to realize production and shipment that respond flexibly tochanges in sales. In this method, production
planning, which is conventionally performed
once every other week, is done weekly, andthe lead time from the creation of a sales andpurchasing plan to shipment is shortened to
five weeks.

■ Production System of Electronic
Component Products
Casio Micronics Co., Ltd. plans to double
its current capacity for the manufacture ofsemiconductor-related parts by the beginning of 2007, projecting continued growthof demand in the markets of digital homeelectronic equipment, including flat-screen
TV sets, personal computers and cell
phones.
In January 2005, Casio Micronics boughta semiconductor plant and approximately
7,000 square meters of land in Ome, Tokyo
from a company in the Renesas Technology Corp. Group. In preparation for its startup during fiscal 2005, Casio Micronics ispressing forward with the establishment ofa production system. Furthermore, capital
investment is planned at the adjacent Casio Micronics’ headquarters and its factory
to increase its 200-mm wafer production
capacity. At the company’s Yamanashi factory, a capacity increase is planned for the
production of film substrates for drivingthat are sold to LCD panel makers. Investment in these production capacity increases, including land acquisitions, is expected to amount to approximately ¥13.0
billion.

●Casio Electronic
Manufacturing Co., Ltd.

Electronic dictionaries●Casio Electronics(Schenzhen) Co., Ltd.

Systems (printers)

Parts for watches■Casio Micronics Co., Ltd.

●Casio Electronics(Zhuhai) Co., Ltd.

Electronic components

Electronic musical instruments●Casio Electronics(Zhongshan) Co., Ltd.

●■Kofu Casio Co., Ltd.

Electronic dictionaries

Electronic calculators, LCD and systems●Casio Electronics(Guangzhou) Co., Ltd.

■Kochi Casio Co., Ltd.

Watches●Casio(Thailand)Co., Ltd.
Watches●Casio Taiwan Ltd.

LCD（TFT）

Watches■Casio Singapore Pte. Ltd.
LCD

Casio Micronics Plant at its Headquarters (Ome City)

20

Market and Casio

Responsibilities
toOur Customers

Market and Casio
Responsibilities
toOur Customers

2

Research and Development of Next Generation Products
We press forward with the research and development of creative technologies andproducts with an eye toward the “Next Generation.”

Research andDevelopment Policies

ing on its digital technologies that originated in“Department-based Development,” which han-electronic calculators but whose application

dles product development that is directly linked

has

to individual departments.

expanded

to

such

areas

as

the

“digitalization of the sound (electronic musical
Guided by its management philosophy of

instruments, etc.)” and “digitalization of charac-“Creativity and Contribution,” Casio energetical-

ters (electronic dictionaries, etc.)”■ Research and Development System

ly moves forward with its research and develop-

The company is also stepping up its efforts

The Research and Development System isment efforts, aiming to contribute to the society

to construct a mechanism to consolidate themade up of the “Core Tecnologies R&D Divi-

through the development of innovative prod-

knowledge of experts within and outside thesion” and the “Research and Development”

ucts.

company through the formation of partnerships

which are set up within Casio Computer Co.,

Casio’s research and development system isand alliances with outside organizations, such

Ltd. These groups develop technologies to

two-pronged: “Basic Research and Core Tech-as public research centers and universities inmake inroads in new business fields, as well as

nology Development,” which is focused on newconnection with fields that are projected to ach-fundamental technologies that are shared by all

businesses and takes on medium- to long-term

ieve medium to longterm growth, and technicalbusiness operations. They also perform re-perspectives, whereas “Product Development”

fields that have the potential for innovative coresearch and development, including develop-

is directly tied to existing businesses. With

technologies.

ment of next-generation products and processthese two subsystems in place, Casio engages

The company spent ¥16,616 million in re-technologies. Regarding technology fields

itself in research and development for the “Nextsearch and development in fiscal 2004. The ex-where long term growth is projected and tech-

Generation.”

penditure is broken down by business type andnology themes that have the potential of grow-by segment as follows:ing into core technologies of the next genera-

Research andDevelopment Strategies

tion, we are pressing forward with joint research

Breakdown of Research and Development
Expenditure by Business Division■Department-based Development■Research and Development System

Casio develops products and technologies that

20,000are centered on such Casio’s proprietary tech-

15,000

nologies that are noted for their “Compact,

10,000light weight, slim, and energy effecient” as “high-14,085 14,114 14,187■ Department-based Development
Development organizations that are set up
within various departments and the Casio
Group companies comprise the Department-

5,000

density packaging technology,” “LSI technology,”

based Development. Here, research and devel0“software/IP technology,*” “communications anddigital broadcast technology,” “information system

mation of alliances with other corporations.

(In millions of yen)

16,616
11,968with outside research organizations and the for-

FY2000 FY2001 FY2002 FY2003 FY2004*IP technology: IP is an abbreviation for intellectual
property, and means intellectual property rights.

technology” and “electronic component tech-

opment of essential technologies, elemental
technologies and production technologies relating to individual products are carried out in co-

nology,” which form the company’s core com-

Research andDevelopment Organization

petence, and other human interface technologies and know-how that the company has

operation with the sales department.

cultivated mainly in the area of diverse consumer
Casio’s research and development organization

products.
In addition, the company currently concen-

consists of the “Research and Development

trates its effort on the development of “image

System,” which conducts basic research anddigitalization (digital cameras, etc.)” by capitaliz-elemental technology development, and theList of Research Themes /List of Joint Research Partners(in a random order)

Research and Development System Diagram
The Core Technologies R&D Division:Development of compact and low power consumption technologies for the next generation,
the development of processes and the development of high-density packaging technology.

Research and Development:
Exploration of new business fields and development of next-generation products.

Department-based Development
Individual Departments
Research: Development of products that are directly tied to the items sold
Development
andHeadquarters
Design Center:
Development Cooperation
Development and planning of designs that are directly tied to the items sold
SystemElectronic Component Department:
Cooperation Development of products that are directly tied to display products

Casio Micronics Co., Ltd.:
Cooperation Development of high-density packaging technology for semiconductors

Cooperation

21

Casio Hitachi Mobile Communications Co., Ltd.: Development of cellular phones

List of Research Themes
Fuel cells, WLP/EWLP, organic EL, thin film nanotechnology for next generation information devices,
fundamental technology for the formation of nanomedicine sites, next-generation offices for the ubiquitous society, radio-controlled watch antenna reception sensitivity simulation, radio-controlled
watch antenna materials, equipment noise-related
themes, surface acoustic wave device applications,compact diversity antenna for mobile equipment,
environmental noise measurement, etc.

List of Joint Research Partners
The Prefecture of Kochi, the City of Kyoto, Kochi
University of Technology, Kyushu University, Kyoto
University, Kogakuin University, Yokohama National
University, Saitama University, the University of Tokyo, Tokyo Institute of Technology, University ofElectro-Communications, Tohoku University, Shizuoka University, Salesian (former Ikuei) Polytechnic, Kumamoto National College of Technology, etc.

Research Themes for Next Generation Products

Research of a “Reformed Methanol Fuel Cells System” for Mobile Devices
Since 2000, Casio Computer Co., Ltd. has been
conducting research on micro energy supply* thatis suitable for mobile electronic devices. The company is currently concentrating its efforts on the
research of a “Micro Power Generation System” toextract energy from chemical fuels. One such research that the company is engaged in is the miniaturization of a “Reformed Methanol Fuel Cells
System” to which a micro reactor is applied,
based on the Si micro-machining technology.
Until recently, the “complexities of a reformer
and a system” were the greatest obstacle to min-iaturization of a “Reformed Methanol Fuel Cells
System.” The micro-machining technology enables the system to be ultra compact through its
integration, including that of auxiliary parts, on a Si
chip, using Si wafer microfabrication technology.
The company is currently in the process of replacing silicon chips with glass chips to achieve
further cost reductions. In the future, we will tackle
such tasks as securing reliability and productivity
that would be required for commercialization, andestablishing infrastructure and legal requirements
for distribution of methanol fuels.

*Micro energy supply：a device that supplies electrical energy to mobile electronic equipment.

Reformed Methanol Fuel Cells System

Research on “Biometric Authentication Technology”
In fiscal 2004, the company (1) completed ananalysis of the correlation between the diversityof bio data and biometrics and reflected the results on the biometric authentication technology,
and (2) made contribution toward domestic
standardization in addition to making suggestions to the international community (ISO/IEC/SC37). In the future, the company plans to press
forward with the establishment of de facto standards for security technology, an application of
the standards to various types of biometrics,
such as fingerprints, iris, vein pattern, voice andface, and research on their international standardization.

*INSTAC：An abbreviation for the Information Technology Research and Standardization Center. INSTAC is currently
working on the standardization of the method to evaluate
verification accuracy of biometrics, and examining various
factors involved.

Biometric Devices

Development of High-density Packaging Technology (WLP Technology*1)
With the advancement of digital products, demand on semiconductors is to be even morecompact and have greater capacity than thendo now. Casio is conducting research on highdensity packaging technology, which contributes to the realization of such semiconductors.
The WLP Technology, which Casio has developed since 1997, began to be mass produced
by Casio Micronics in 2001. In 2002, the technology was adopted in the picture signal processing device for GPS cellular telephone with abuilt-in camera. The technology has foundgreater applications in 2003 and subsequent
years in such places as flash memory for digital
cameras and cellular phone sound source devices.

In fiscal 2004, a decision was made to promote the development of the WLP technology
in a 300 mm wafer-size processing, and start investment in plant and equipment in anticipationof its commercialization. In addition, agreements
were entered in connection with technical licensing to Amkor Technology, Inc. a US corporation that is the largest packaging maker in theworld, and to Renesas Technology Corp., thelargest Japanese semiconductor maker.
Looking ahead, Casio will strive to strengthen
the WLP application technologies in a move to
make them the industry standards, and alsopress forward with the development of EWLP
technology*2, which receives heavy attention as
the next generation technology.

*1： WLP technology: An abbreviation for Wafer Level Package. WLP is a new semiconductor-packaging technologythat made it possible for copper redistribution, electrode terminal formation and resin encapsulation to be done in a wafer stage.
*2： EWLP Technology: An abbreviation for Embedded Water
Level Package. It is a technology that embeds WLP in a
printed circuit board.
Copper post

Protective film

Si
A Cross-sectional View of WLP

Terrestrial Digital Broadcasting High-sensitivity Reception Technology
Following the start of terrestrial digital broadcasting in December 2003, broadcasting to cellular phones will also commence at the beginning of 2006. To maintain good cell phone
reception, technology that enables reception ofbroadcast signals while on the go over a wide
area is indispensable. Casio worked to develop
such reception and technology and came up
with “OFDM demodulation circuits,” which can
improve sensitivity by more than 100 times what
the conventional technology achieves. The circuits incorporate three technologies: (1) technology that performs conventional tasks of ana-

lysis and correction regarding frequency andsignal strength, as well as similar tasks with respect to time-axis, (2) technology that controls atuner so that optimal signal conditions are
picked when signals are altered for such reasons as reflection off a building, and (3) technology that controls the directional characteristicsof the primary antenna by raising the voltage ofthe auxiliary antenna to receive stronger signals.
We are proceeding with the commercializationof the product in line with the start of the broadcasting to cellular phones.

Frequency

Time

Conventional
Range ofCorrection

Correction Reference
Signalsof structure and manufacturing process.
In fiscal 2004, prototypes were made in anticipation of high luminance and increased scanninglines that would be required for use in largescreen TV sets.
Now we are focusing on the display lifetime forthe commercialization.
In the future, we will press forward with optimization of the technology, basing our work on theaccumulation of data on lifetime and mass productivity.

Range of Correction of
Correction
Target Signals the New Technology

Illustration of Signal Correction Technology
In a conventional circuit, signal analysis and correction werepossible only in the area of the dotted lines. In a new circuitthat has been developed, analysis and correction are possible
along the time axis as well. This allows the correction to bepossible over a greater area (the colored area). Consequently,
optimal signal conditions (correction target signals) can be detected by picking up signals from before a change and until
after a change (at 7 points in the diagram).

Research of “Organic Light Emitting Diode Display” (OLED Display*)
From the rapid growth of flat panel displays market, research and development to further improve performance and productivity are demanded.
Casio Computer Co., Ltd. is pressing forwardwith research to commercially manufacture“OLED displays” that employ an amorphous silicon TFT drive and a polymer coating process.
This effort is carried out under the policy of developing energy-saving, saving space and friendly to the environment with reliance on simplicity

Terminal
Encapsulation
resin

Redistribution

OLED Display*OLED Display： A device that
displays characters and images by using Organic Light
Emitting Diode that emit lightwhen an electric current ispassed. Because of the selfillumination feature, OLED displays require no back-lighting.
They thus consume less electricity and are thinner than liquid crystal displays. The viewing angle is wide and the
response speed is fast resulting in smooth moving picture.
For these reasons, OLED displays are expected to become the next generation
displays.

22

Market and Casio

With the progress of digital networks, strict control
over corporate information and personal information are being sought. In this climate, Casio has
been conducting research on “biometric authentication technology,” that restricts the right of accessto confidential information to limited users alone.
Specific policy approaches are three-pronged:(1) analysis of the simultaneous and time-dependent (historical) diversity of biometrics, (2) active participation in the standardization of INSTAC* “fingerprint scanner quality evaluation
method,” and (3) participation in the ISO/IEC/SC 37
committees and presentation of suggestions
about standardization.

Market and Casio
Responsibilities
toOur Customers
2

Research and Development of Next Generation ProductsManagement ofIntellectual Property

urement. The company upholds the following

sions through activities to create core inven-four elements as its policies and goals of prop-

tions, exploration of opportunities for new in-erly managing its intellectual properties.

ventions, evaluation of inventions, and avoidance of infringement on other companies’■ Mission of the Intellectual■ Policies and Goals

Property Department

patents.
(2) Techno Power

Casio’s corporate management is focused on

Development of innovative new technology andThis presentation came into being in 1992 withcreating high added value by linking its re-products has been Casio’s posture of develop-

an objective of “invigorating technology devel-

search and development with its management

ment since its inception. To protect the fruit ofopers and encouraging the sharing and accu-

of intellectual property, and by defending thesuch development efforts by turning them into

mulation of technology.” Engineers are provided

strength of the company’s business and its

patents and other rights is an important themewith occasions to present the results of theirrights together with its business strategies.

that heavily influences the competitiveness of awork to top management, and engineers andcorporation. The mission of the Intellectual

designers who accomplish excellent results are

Property Department is to protect inventions

awarded in a ceremony. By properly recognizingthat are the results of technological develop-

intellectual property accomplishments and com-

Product
Business
Strategies

ment efforts by securing patents and othermending the efforts, the presentation encour-rights, and allow Casio to have a competitive

ages engineers to take on a new technological

Stable Corporate
Management

advantage by utilizing such patents and otherchallenge with pride and strong motivation.

rights.

(3) Utilization of Intellectual Property Rights

Casio’s High Added Value Corporate
Management High Added Value

Intellectual
Property

ResearchandDevelopment

Using the intellectual property rights that are■ Intellectual Property Activities

secured, Casio offers technical license to otherCasio has various systems in place to properly

companies (including cross licensing). At the

Casio deems intellectual property to be an

manage intellectual properties that it has accu-

same time, the company rigorously pursues

important yardstick of corporate value meas-

mulated over the years and to ensure that re-and eliminates imitation Casio products.

search and development results that will be-(4) Intellectual Property Education System

Policies of Intellectual
Property Management

come new intellectual properties will continue to

In order to deepen employees’ understanding

be produced.

of and interest in intellectual properties, Casio(1) Patent Advisory Engineers

holds internal seminars, publishes information

This is a system that was initiated in 1994 soon its Web site (on the intellectual property

that superb intellectual properties may be pro-home page), and use outside education organi-2. Thorough Risk Management of Patents

duced continuously. Highly qualified engineers

zations, such as the Japan Intellectual Property

Thorough avoidance of other companies’ patents, Thorough patent research

who have strong understanding of engineering

Association and the Japan Institute of Invention

3. Utilization of Intellectual Property Rights

and leadership quality are appointed to be pa-

and Innovation.

Countermeasures on design and brand imitations, etc.

tent advisory engineers and assigned to divi-

1. Creation of Core Patents (Quality Reform)
Application and registration in core fields (selection and concentration), Establishment ofbasic patents and de facto patents

4. Training of Intellectual Property Specialists
Training of engineers and intellectual property
specialists

sions. Their responsibility is to strengthen theintellectual properties within their individual divi-

Participation in Collaboration of Regional Entities for the Advancement of Technological Excellence*
Participation in the Prefecture of Kochi - Dvelopment of Thin Film
Nano Technology for Next Generation Information Devices

Participation in the City of Kyoto - Development of Fundamental
Technology to Create a Key Location for Nano Medicine

The Kochi Prefecture Collaboration of Regional Entities for the Advancement of Technological Excellence commenced in January 2003 to conduct research and development of Thin Film Nano Technology for Next Generation Information Devices under
the leadership of Kochi University of Technology. The project aims to establish fundamental technology relating to low power consuming high-resolution displays for theubiquitous society of the future through the development of TFT using zinc oxide andresearch and development of energy-saving flat surface light source using a carbon
thin film cold cathode. The project is also focused on the development of energy- andresource-saving manufacturing methods.

The City of Kyoto’s Collaboration of Regional Entities for the Advancement of Technological Excellence is led by Kyoto University and aims to develop fundamental technology to create a major site for nano medicine. The project has a 5-year span thatwill run until December 2009. It aims to develop devices, ranging from those for thetreatment of early-stage cancer, based on simultaneous detection of multiple tumor
marker items, to imaging devices used for accurate diagnosis and those for targeted
treatment that use nano particles. Other areas encompassed by the project are thecreation of the contrast agent industry and the development of diagnostic and treatment drugs, as well as DDS reagents.

Casio has taken part in this project since its planning stage in 2002. The project is
conducted in the prefecture of Kochi, the birthplace of Casio’s founder. Future targets
for the zinc oxide-using TFT are the development of displays that are commercially viable, and research to expand the fields of applications for ZnO as a material. With respect to cold cathode light source, the lighting field, including agricultural light sources, will be a targeted area for commercialization studies.

Casio has been a partner in this project since 2003. The company has been involved in the creation of wristwatch-type devices as a device development project,and has been pressing forward with the development of therapeutic test system devices.

*Collaboration of Regional Entities for the Advancement of Technological Excellence：A project which is conducted in one of the communities (prefectures or government-decreed cities) in one of theeight priority research fields that were specified by the Japanese government (life sciences, information and telecommunications, environment, nano technology, materials, energy, manufacturing technology, and social foundation/frontiers) with the collective efforts of community research potential (R&D-oriented corporations, universities, public testing and research organizations) to further researchand development in the specific field that the community hopes to establish itself in. The goal is to contribute toward the creation of new technology and new industries.

23

Market and Casio

3

Our Efforts on Quality Assurance
Casio targets to be a trusted maker by offering safe products and services.

Quality as Viewed
by Casio

Quality Concept

To offer products and services that pleaseand impress customers, it is necessary tocreate products that can win the solid approval of customers in all areas, including
reliability, durability, safety, serviceability, as
well as consideration for the environmentand compliance with laws and regulations,
not to mention functions, designs and prices.
At Casio, we view all of these factorsthat affect the evaluation of our products tobe “quality.” We have made group-wide efforts to improve quality, based on our Quality Concept and Quality Management Policies. In 1996, Casio started its “Delight Our
Customers” program to ensure that all employees of the Casio Group become thoroughly familiar with Casio’s philosophy
about products and services. The programis used to raise employees’ awareness.

Casio builds a strong quality system, basedon its belief in “Quality First” (Quality is toppriority) with which the company offers product and service that please and impress ourcustomers and which requires all employees
to place quality at the base of every task thatthey perform. By doing so, the company
supports its corporate growth and makessocial contribution while at the same time
winning customers’ trust and giving themease of mind.

Quality Management Policies
We create a good corporate image by offering products and services that pleaseand impress our customers, and by gaining
their strong trust and giving them ease of
mind.

●

We respond to our customers’ requests
and inquiries with sincerity and speed, andreflect their important comments on our
products and services.

●

In all our business processes, we base ouraction on the Principle of Five Gens <genba (on site), genbutsu (actual goods), genjitsu (reality), genri (theory) and gensoku(rule) in Japanese> and adhere to the basics of business operations.

●

We capture and analyze quality assurance
activities quantitatively, using reliable data,
and use the analysis to make continuous
improvements. We also construct a quality
information system that enables the sharing of the quality information and prevention of problems before they occur, andprevents recurrence of quality problems.

●

Quality as Viewed by Casio
Functions,
Performance,
Design, Price
Environmental
Conservation,
Recycling

Casio’s
Quality

Serviceability

Reliability,
Durability

Quality Assurance System

Safety,Legal
Compliancetem and strives to make Group-wide efforts to improve quality.
Casio Promotion Committee for Groupwide Quality Enchancement, which is thehighest-level quality assurance organization, meets semiannually by convening thedivision heads from the Electronics Equipment Division (Consumer, Watch and System departments), the Electronic Component Division and the Communications
Division, as well as quality managers of
manufacturing and service affiliate companies. Resolutions are made at these meetings on company policies on quality andaction on priority tasks. The resolutions ofthese meetings are communicated to individual departments and reflected on specific quality assurance activities within the departments.
In 2004, the CS Control Group was created within the Sales Department of theElectronics Equipment Division to improve
consumer services. The CS Control Grouphas been conducting activities to ensure
quality in product development in cooperation with the Engineering Dept within the
Department HQ in an effort to further improve quality and services.
Moreover, a person responsible for quality assurance is appointed in the Development Department for each item and business to look after product specifications,software, mounting, outer packaging, circuits, devices and manufacturing. In addition, the quality assurance persons reportto the quality manager who oversees theentire work to ensure product quality.

Casio constructs a quality assurance sys-

Quality Assurance System
President
Casio Promotion Committee for Group-Wide Quality Enchancement
Electronics Equipment Division

Sales Department

Item Sales Group

Service and Sales
Affiliate Companies

Committee Chairman: Director of the Development HQCompany-wide Quality
Control Department
CS Control Cooperation Engineering
Group
Dept

Development HQ

Item Development and Production
and Purchasing Department

Manufacturing
Affiliate Companies

Electronic
Component
division

Telecommunications
Division

24

Market and Casio

Responsibilities
toOur Customers

Market and Casio
Responsibilities
toOur Customers
3

Our Efforts on Quality Assurance

Quality Management
SystemCasio has constructed a quality control
system that is based on the quality management system ISO9001.
Casio strives to improve quality by applying PDCA at all points along the process
chain, starting with the product planningstage and moving to design, evaluation,purchase, production, sale and services.

List of ISO9001 Certified Groups (Excerpt)
ClassifiCertified and Registered Sites
cationInitial Version
Registration Date

Develop- Casio Computer Co., Ltd.
Information Technology
ment
System Unit
HQ

June 25, 1999

Domestic
Production
Sites /
Services

Overseas
production
Sites

Kofu Casio Co., Ltd.

August 1, 1994

Casio Electronic
Manufacturing Co., Ltd.

August 5, 1994

Yamagata Casio Co., Ltd.

December 16, 1994

Kochi Casio Co., Ltd.

January 12, 1996

Casio Micronics Co., Ltd.

March 29, 1996

Casio Korea Co., Ltd.

September 15, 1994

Jin Shui Keng Casio
Electronics Factory
Casio Electronic(Zhongshan) Co., Ltd.
Casio Electronics(Zhuhai) Co., Ltd.
Casio (Thailand) Co., Ltd.

July 29, 1998

■ Quality Information Assistance
SystemCasio quantitatively analyzes market andproduction statuses using reliable data andfurnishes the results to quality professionals. In addition, the company runs a quality Web site, utilizes its internal network so
as to ensure that all employees are thoroughly informed of laws and regulations, aswell as Casio’s internal specifications andrules. With these measures, Casio supports quality activities.

Efforts to Ensure
Product Safety

September 1, 1999
October 19, 1999
October 24, 2000

■ New Product Shipment Start Approval System
When a new product shipment is about tostart, the quality assurance persons responsible for planning, design, evaluationand production and their quality control supervisor verify each process, which is followed by objective checks (confirmation by
the general manager of the Development
division and the Engineering department
manager). It is only then that a decision ismade to ship the new product.

■ Post-sale Trouble Response System
In the event that a trouble, claim or a quality problem occurs following a sale, a different information route is established for thetype and the level of the problem. Thismechanism is constructed to ensure thatthe necessary information is communicated promptly to the departments and supervisors who can determine the appropriate action in a speedy manner. In addition,
Casio has a mechanism that enables persons responsible and other involved indi-

25

viduals to check on the progress of the
problem that erupts on a Web site, amechanism for discussing and deciding
countermeasures, including notification,
and another mechanism that clearly reports
and announces measures to prevent recurrence of the problem. With these mechanisms in place, Casio responds promptly
and precisely to problems that occur.

To supply customers with products thatthey can use without worries, it is important that we make our utmost efforts to ensure product safety.
Safety Specification is included among
Casio’s product specifications. In addition,
the Product Safety Responsibility System
has been built to evaluate product safety at
every process and for every product to ensure that all products are safe.
Specialized organizations to ensure safety include the Casio Promotion Committee
for Group-Wide Quality Enchancement, under which are permanent committees toensure compliance with the Electrical Safety Code and the EMC specifications. Dedicated staff provides technical guidance andoperational support from these committees. In addition, extraordinary committee
meetings are held as necessary to establish rules and exchange information.
Thanks to these activities, Casio is able tocomply with safety laws and regulations.

Status of Quality
Assurance Activities

Accomplishments relating to priority tasks

in Casio’s quality assurance activities in fiscal 2004 were as follows:(1) Promotion of Efforts to Improve Customer Satisfaction Levels
We make efforts to improve customer satisfaction by utilizing a mechanism thatbuilds a data base of customers’ voices
and feeds back these voices to development and design departments so that customers’ opinions are reflected in new product improvements.
(2) Implementation of Post-sale Failure
Prevention Measures
In addition to strengthening safety design
verification that is performed when shipment of a new product is approved, we reexamined the communication channels
used in the rate event that a failure does
occur. We built a mechanism for notifying
all customers by creating a rule for notification on a Web site in the event a defectthat has the potential for becoming a failure
is discovered.
(3) Quality Loss Reduction Activities
We improved designs and mechanisms by
clearly determining the subjects of focusedaction on a business item by business item
basis, using quality loss as the impact indicator, and by taking proper countermeasures. As a result, quality loss was reduced.

Customer Service
Improvement

The Service Department, which is responsible for repairs, strives to satisfy customers by taking the following action on eachof the three themes, namely, Prompt Response, Dependable Technology, and Optimum Charges that Satisfy Customers:● Prompt Response
We are taking steps to improve our operations by focusing our attention on part procurement, repair work, and repair technology so as to shorten the repair time andreturn repaired products back to our customers as quickly as possible. In Japan,
we aim to be the electrical appliance makerwith the shortest repair time. In overseas
markets too, we are targeting to shorten
our repair time to be in line with the Japanese levels.
● Trustworthy Technology
We make strenuous efforts to improve ourrepair technology so as to respond to the● Efforts to tie the viewpoint of customers
to a solution● Reflection of a customer voice on improvements

Inside the Customer Service Center is theOverseas Customer Support Center, where
we are working to create a system that
permits us to establish sound communication with our overseas customers too. We
hope to bring voices from all around theworld and tie them to Casio’s business improvement.

Contents of Inquiries andTheir Percentages
Other

18.0%
Requests for catalogues
and user manuals

4.0%

Activities of Casio
Customer Support Center

Pre-purchase inquiries

Postpurchaseinquiries

64.0%

14.0%
Communication with our customers is important for Casio as we hope to be trusted
by and have long-lasting relationship withthem. Casio’s Customer Support Center isthe contact point for customers, where
their opinions, requests and questions arereceived.

Customer Satisfaction
SurveysCasio periodically conducts customer satisfaction surveys to find our customers’
opinions regarding not only product functions, performance and designs but also
their ease of use and service responses on
a product by product basis, and reflect
their voices on future products.
The Design Center, which is responsible for

Universal Design Activities

all Casio product designs, positioned universal design activities as a priority theme
in product design, starting in 2003, and began to make serious efforts. The center develops designs by using practical techniques, extracting points to be improved,
based on user tests, and by making proposals for specific solutions.
In fiscal 2004, points for improvements
were extracted in connection with the safety and ease of use of specific products thatare used frequently by customers in a
widely ranging age group, spanning fromchildren to senior citizens. The examination
was made from both the hardware andsoftware viewpoints.
Looking ahead, we will press forwardwith the construction of a mechanism that
feeds back the opinions obtained in user
tests to universal design product development, and promote the establishment of
Casio Universal Design Guidelines so thatthe work will spread to the entire Casio
Group.

Proprietary Symbol Mark (UD Mark) on a Catalogue

Flow of Casio’s
Universal Design Activities
Customer Service Center

The Customer Support Center comesunder the CS Control Group that was created in March 2004 with a goal of improving CS (customer satisfaction) all acrossDevelopment, Manufacturing, Service andSales departments. The Center strives todeliver satisfaction and happiness to ourcustomers by ensuring that all employees
heed the following four points when receiving opinions from customers:● Prompt, accurate and polite response● Acceptance of customer’s remarks withsincerity and accurate understanding offacts

An Example of an Improvementthat Reflected the Results ofa Customer Satisfaction Survey

Extraction of (Hardware and Software)
Improvement Points concerning Product
Safety and Ease of Use

Presentation of a Specific Plan for Improvement in the Form of a Report,
Product Itself, or User Interface Design
Proposal

Evaluation of the Product Design Proposal in a User Test

Application to Other Products throughCompany-wide Sharing of Know-how
Glossy desktop calculators that use surface panels witha coating finish

26

Market and Casio

trust of our customers and realize the kindof repair quality that is satisfying to our customers. In addition, we strive to improve
quality by feeding back information fromour repair floor to the Development HQ and
the Manufacturing Department.
● Optimum Charges that Satisfy Customers
We work hard to reduce burdens on ourcustomers by controlling our repair costthrough improvement of repair methods
and realizing repair charges that customers
can accept. Repair method improvements
are important measures as they can be expected to also reduce the parts discards
that result from repair work. In fiscal 2004,
especially big improvements were made in
the repairs of cell phones and digital cameras.

Market and Casio
Responsibilities
toOur Business
Partners

Construction of Strong Partnership
We construct partnership with our business partners through various activities that arefounded in fairness.

Procurement Policies

When selecting new suppliers and contract
manufacturers, Casio offers open, fair andequitable entry opportunities to all companies regardless of their nationality, size, or
history of business dealings with Casio.
Existing business partners are evaluatedon the basis of three criteria: their “costcompetitiveness,” “technical competitiveness” and “overall responsiveness,” which
includes their ability to meet delivery
schedules and their compliance with Green
Procurement.

■ Procurement Policy Presentation
Meeting
In April 2004, Casio invited 200 of its major
business partners to a presentation meeting on the company’s material procurement. At the meeting, Casio stressed thenecessity of expanding its system of cooperation with its business partners andspeed up its procurement activities. Casio’s
procurement policies and its criteria of
business partner evaluation were also explained.

■ Business Partner Award Program
Starting in fiscal 2004, Casio gives anaward to its existing suppliers that are understanding and supportive of Casio.
In fiscal 2004, 226 major domestic suppliers were evaluated for the award, basedon the evaluation criteria described in the
procurement policies, and the top-scoring
suppliers received commendations.

Criteria of Business Partner Evaluation
Evaluation Criteria

Indices

Ability to give cooperation on new products
Cost
competitiveness Actual ability to cooperate
Ability to make technical suggestions
Technical
competitiveness Ability to maintain quality

Overall
responsivenessRate of adherence to delivery schedule
Rate of Green Procurement
Priority given to cooperation

Communication with
Our Business Partners
For Casio to continue its production activities stably in terms of quality, price and the
supply volume, close partnership with ourbusiness partners, including material suppliers and contract manufacturers, is important. It is also necessary to further
strengthen our partnership-based systemof cooperation in order for us to be able torespond to demand by the increasingly
harsh market for shorter product development cycles and lead-time. Accordingly,
Casio works hard to communicate with ourbusiness partners by creating various opportunities.

Procurement Policy Presentation Meeting■ Efforts to Reduce the Cost Ratio
Casio is currently devoting its efforts tolower its cost ratio. To accomplish thisgoal, it is necessary to have the productpower that sustains selling price and construct a mechanism to prevent overstocking, as well as standardize parts and reduce the number of parts to suppress
direct material cost. Casio has been pressing forward with these efforts by maintaining close communication with its business
partners.

■ Technology Exchange Events andExhibitions
In an effort to promote the development of
new technology and encourage proposals
on electronic equipment parts, Casio hosts
technology exchange events and exhibitions, mainly for LSI makers, and endeavors to establish close communication.

Technology Exchange Event

27

Certificate of Commendation

Promotion of
CSR Procurement
Casio requires all its business partners tocomply with the laws, standards and social
rules that exist in countries of the world, including prohibition of child and forced laborand discrimination, and freedom of association, just as it requires the same in its
own business activities.
In fiscal 2005, Casio plans to survey its
business customers and gain knowledge of
their actual conditions in accordance withthe company’s policy to increase CSR-related considerations in procurement.
Fundamentally, Casio intends to rely on
its business partners’ volunteer efforts inthe execution of CSR procurement. Nevertheless, the company plans to conduct a
check on its business partners either annually or biennially so as to encourage continuous improvement.

Market and Casio

Optimum Profit Returns and Information Disclosure

Responsibilities
toOur Shareholders
We strive to improve business performance and stabilize our financial condition so as toandOther Investors increase returns to our shareholders.

Casio positions maintenance and expansion of profit distributions to shareholders
to be an important management task. Accordingly, the company strives to improve
its business performance and strengthen
its financial conditions. As for dividends,
maintenance of stable dividend distribution
is Casio’s basic policy. However, the company will also press forward with improvement of profit distribution by comprehensively weighing the profit level, financial
condition and dividend payout ratio so as
to increase the company’s contribution toits shareholders. Retained earnings will beappropriated to R&D and investment thatare necessary for stable corporate growth.
By so doing, Casio will endeavor to improve its business results and strengthen
its management structure.

Operating Results andDividends in Fiscal 2004

In fiscal 2004, Casio powerfully promoted
and expanded its strategic businesses, including timepieces, digital cameras, electronic dictionaries, cellular phones and TFT
LCDs. At the same time, the company dedicated its efforts to improving its management
efficiency, including raising its profit marginand improving capital efficiency. As a result,both sales and profits were record high.
Dividends were increased by ¥2 pershare from ¥15 last year to ¥17 by taking
into consideration such factors as businessresults, posting a second consecutive dividend increase after last year.

based on financial analyses.
SRI has been growing rapidly in Europe
and America in recent years. A number ofinvestment trust companies in Japan also
sell SRI-related products. Casio is includedin the following funds and index.

■ A Wide Array of IR Tools
IR tools used by Casio include financial results presentation meetings (quarterly), theannual report, and the business report(semiannually). All such information is also
disclosed on Casio’s Web site.

Status of Inclusion in SRI
Funds and Index (as of June 1, 2005)
Inclusion among stocks that comprise SRI Index
Morningstar SRI Index(as of September 1, 2004)
Inclusion in SRI Funds
STB Asset Management Co. Ltd.
STB SRI Japan Open “Good Company”
Sumitomo Mitsui Asset Management Co. Ltd.
Eco-balance “Umi to Sora (Sea and Sky)”

Market and Casio

Basic Policies regarding
Profit Distribution to
Our Shareholders

Annual Reports

URL

http://world.casio.com/ir/

Communication to
Shareholders andOther Investors
We are actively engaged in IR activities
through various media in accordance withthe policy of disclosing corporate information appropriately at appropriate times asstated in the Casio Code of Conduct.

■ Financial Results Presentation
Meeting
Simultaneously with the release of quarterly
financial results, we hold a financial resultspresentation meeting. Either the company
president or a director in charge of IR explains the financial results and future outlook to institutional investors and securities
analysts as the main speaker at suchmeetings. In addition, we meet with domestic and overseas institutional investors
and securities analysts individually, givefactory tours and hold small meetings
about specific business segments fromtime to time.

Inclusion in SRI Funds andIndex

Web Site “To All Our Investors”■ Measures for Individual Investors
Casio readily discloses corporate information to individual investors as well. The
company strives to not only disclose extensive information on its Web site but also
hold presentation meetings for salesmen
from securities firms. In addition, the company is pressing forward to expand thecontents provided at the general meetingsof shareholders and the subsequent management presentations to shareholders.
On September 1, 2004, the company reduced the size of trading unit of its sharesfrom 1,000 to 100 in an effort to expand its
shareholder group and improve the liquidityof the shares.

■ Responding to Inquiries to the IR
Department

SRI (Socially Responsible Investment) is aninvestment technique that is used to evaluate and select corporations on the basisof their performance in such CSR areas ascompliance with law, employment and human right issues, social contribution andenvironmental conservation, in addition tomore conventional investment criteria

The IR Department, which is at the centerof Casio’s IR activities, answers a variety ofinquiries received from Japanese and foreign shareholders and investors in cooperation with the General Affairs Department.

Financial Results Presentation Meeting28

Chapter II

Global Environment and Casio
Casio sets its rules and goals from an international perspective by recognizing theimportance of a corporation’s responsibility to the environment.
Based on its philosophy and technological system that have been establishedsince its start, Casio strives to achieve global environment conservation.
Responsibilities to the Contemporary and Future Generations
Consideration to the Environment in Product Development
Consideration to the Environment in Material Procurement● Reduction of the Environment Impact of Production Activities● Consideration to the Environment through Green Products● Consideration to the Environment in Distribution and Packaging● Recovery and Recycling●●

Contemporary
Generation

29

FutureGenerations

Global Environment and Casio

Casio Environmental Charter and Casio
Fundamental Environmental Policies
Consistent with its corporate creed of “Creativity and Contribution,”
Casio sets specific rules and targets to promote its environmental management.
Casio established its Charter of Creativits corporate creed of “Creativity andContribution.” The Charter describes amechanism for the practicing environmental management, such as social
contribution, environmental conservation, information disclosure and communication with stakeholders.
The philosophy and concept that underlie the Charter of Creativity for Casio,
Casio Common Commitment, and Casio Code of Conduct are also present in
the Casio Environmental Charter andthe Casio Fundamental Environmental
Policies, which were created in January
1993.
Casio Voluntary Plan for the Environment was established to put to practicespecific environmental conservation activities, based on these charter and policies. The Plan stipulates specifics ofenvironmental conservation implemen-

Casio Environmental Charter
To conserve the global environment, Casio recognizes the importance of its
corporate environmental responsibility across the operations of its entire
group. Casio establishes basic policies and specific measures forcontributing to world prosperity and human happiness from the broad
perspective of international society, and endeavors to implement them.

Fundamental Environmental Policies
1. Casio Group members shall comply with all environmental laws,
agreements, and standards in Japan and overseas.
2. The Group shall establish voluntary “Casio Environmental Conservation
Rules”* based on consideration for the environment at all product stagesof development, design, manufacture, distribution, repair services, andrecovery/disposal. All Casio business divisions shall assume responsibility
for their implementation, additionally auditing the degree of complianceand making continual improvements.
3. From the standpoint of corporate social responsibility, and as good
corporate citizens, all Casio Group members shall apprehend theimportance of global environmental conservation and try to heighten theirawareness.
Global Environment and Casio

ity for Casio to creatively put to practice

4. These policies shall apply to all Casio Group business divisions inJapan and overseas.
* The Casio Environmental Conservation Rules are specific action programs for environmental conservation, set
forth in the “Casio Voluntary Plan for the Environment (CVPE).”tation items, such as the purpose, environmental conservation themes, specific measures, target values, implementation departments, and audit departments, and name them the “Environmental Conservation Rules.”Furthermore, Casio established Casio Group’s Environmental Action Plan
“Clean & Green 21” Initiative, which
provided specific numerical targets andthe deadlines for meeting such targets,

Casio Voluntary Plan for the Environment“Casio Voluntary Plan for the Environment” was adopted in January 1993 by Casio Environmental
Conservation Committee to promote environmental conservation activities in accordance with Casio
Environmental Charter and the Fundamental Environmental Policies, which were established by the
Casio Group.
The Plan encompasses action guidelines in 19 areas, consisting of development, design, recovery/
recycling, SCM, Green Procurement, Green Purchases, packaging, distribution, sales, reclamation,
manufacture, environmental management system, environmental accounting, office/factory environment,site location, employee training, overseas operations, information support/IR/communication/ CSR andsocial contribution. It is revised periodically in response to changes in the social conditions and progressof activities. In February 2005, the 9th revision was made.

and presented the Group-wide medium-term action plan. Casio is pressing forward to achieve the plan.

Casio’s Environmental Action Plan “Clean & Green 21” Initiative

P32

Casio’s Environmental Action Plan “Clean & Green 21” Initiative sets numerical targets and deadlines
for their implementation (short- and long-term targets) for the Environmental Conservation Rules thatwere established in Casio Voluntary Plan for the Environment.
Periodic revisions have been made since it was established in June 1996. As of June 2005, the
8th revision was in effect. Any revision to “Clean & Green 21” is preceded by a revision to Casio
Voluntary Plan for the Environment and a revision to the Casio Environmental Conservation Rules.
Their revisions are then reflected in a revision of Clean & Green 21.

Promotion of Casio Environmental Action Plan

30

Global Environment and Casio

Environmental Action Plan and Performance
Casio establishes targets that take account of the changes in the domestic andinternational environments and continually promotes activities to achieve these goals.

Environmental Management
Activities in Fiscal 2004
and Future Efforts
Yukio Kashio
Executive Vice President and Representative Director
Chairman of the Casio Environmental Conservation Committee

A look at efforts on global environmental issues reveals a trend foroverseas sites 77.4% as our efforts to respond to the RoHS Directive

stringent environmental laws both in Japan and abroad as observed

bore fruit. The domestic sites met their goals one year ahead of thein the European WEEE and RoHS Directives. Demand has beentarget, which had been set for fiscal 2005.

growing on corporations to assume extended producer responsibility. In February 2005, the Kyoto Protocol took effect. Japan is re-■ Future Efforts

quired to reduce its CO2 emission by 6% between 2008 and 2012

We will continue to respond to the European WEEE & RoHS Directives

from the 1990 levels.

by staying in close touch with and exchanging information with our

In response to such demand of the society, Casio revised the Casio

product departments, as well as Casio Europe GmbH and the Sales

Voluntary Plan for Environment, the Environmental Action Plan “Clean

Department. We will also take steps steadily toward the construction of& Green 21” Initiative, and the Casio Group Green Procurement Stan-a recycling system in August 2005 and the ban on sale of products

dard Manual in fiscal 2004, and took concrete steps.

containing specified toxic substances (lead, mercury, cadmium, hexavalent chromium, PBB and PBDE) effective in July 2006.

■ Results of Activities

With respect to CO2-related action to prevent the global warming,

Environmental action through products is an important theme fora focus of the Kyoto Protocol, we set our goal in terms of a reduction

manufacturers. Casio has pressed forward with its C.G.P. 50 Activity,

per basic unit of production in line with the policies set by the four

whose goal was to raise the percentage of Green Products in total

electrical and electronic industry associations.* This yardstick wassales to 50% in fiscal 2005. The goal was met one year ahead of thechosen because an increase in production that results from a busi-

plan in fiscal 2004. In addition, Casio pressed forward to replaceness expansion of a manufacturing company leads to an increase inlead-based soldering that was used at Casio Group’s manufacturing

CO2 emissions. However, the Kyoto Protocol requires a reduction ofsites with lead-free soldering, with target completion in fiscal 2004.

the aggregate CO2 emissions. Accordingly, Casio adopted the “BankThis replacement has now been completed.

of Japan’s Domestic Enterprise Price Index (Electrical Equipment)” inAs for efforts related to manufacturing sites, the Casio Group andfiscal 2005 in conformity with the policies of the four electrical andother companies cooperating with it were abolishing the use of hy-

electronic industry associations as a new management method ofdrochlorofluorocarbon by the end of 2004. Although the deadline

CO2 reduction by objective to correct for the production volume. We

was missed by three months, full discontinuation was completed be-

will also consider the adoption of other supplementary techniques,

fore the end of fiscal 2004.

including Kyoto mechanism’s CDM (clean development mechanism)

In regard to measures concerning waste, Hamura Research andDevelopment Center, Hachioji Research and Development Centerand emissions trading.
Please refer to the main body of the report for further information.

and Casio Hitachi Mobile Communications Co., Ltd. (previously the
Tokyo Office of Casio Computer Co., Ltd.) achieved zero emissions infiscal 2004. Combined with seven other business sites that achieved
the goal in fiscal 2003, a total of 10 sites have now met the goal.
As for Green Procurement, domestic sites achieved 97.4% and31*Four Electric and Electronic Industry Associations:Japan Electronics and Information Technology Industries Association (JEITA),
Communications and Information Networks Association of Japan (CIAJ),
Japan Business Machine and Information System Industries Association (JBMIA),
and Japan Electrical Manufacturer’s Association (JEMA).

Environmental Action Plan “Clean & Green 21” Initiative*Rate of Achievement:The ratio of the actual results of
FY2004 to the target fiscal year.

☆☆☆:100% of target achieved. ☆☆:80% achievedor higher. ☆:Below 80% achieved.

Product-related Initiatives
Item

Development
targets foreco-products

Hazardous
substances
phaseouttargets

Level of
Achievement*

FY2005 Targets

To boost the sales of Green Products to be
50% of total sales by the end of FY2005

Green products grew to 59%. The C.G.P.50 was met one year
ahead of the initial plan.

☆☆☆

To raise Green Products
sales in fiscal 2007 to 70%
of total sales

4042

To reduce the total volume of packaging materials used per unit of sales by 30% by the end of
FY2007 compared to the FY2000

A 20.5% reduction was achieved.
Progressing toward the goal of 30% reduction in the FY2005.

☆

Continuing.

50

To discontinue the use of RoHS Directive-specified toxic substances, namely, lead (lead contained in finished products), cadmium, mercury
and hexavalent chromium, by the end of 2005

Product certification and use commenced in accordance with the
new Casio Green Procurement Standard Manual to comply with
the RoHS Directive. Progressing toward the goal of discontinued
use by the end of 2005.

☆☆

Continuing.

52

FY2004 Targets

FY2004 Results

To discontinue the use of lead-based solder by
FY2004

Page No.

In FY2004, the Casio Group completed full phaseout of leadbased solder in manufacturing.
*Some models (such as those that are to be discontinued) were excluded
from the calculations.

☆☆☆

FY2004 Results

Level of
Achievement*

FY2005 Targets

43

46

45

Business Sites-related Initiatives
FY2004 Targets

EnergyConservation
Targets

To reduce the CO2 emissions per unit manufactured by 10% by the end of FY 2005 comparedto the FY1990
To reduce by 25% by the end of FY2010 compared to the FY1990

The actual FY2004 results on a per unit basis was a 14% increaseover the FY1990, due to a rise in energy use that resulted from anincrease in the production volume.

☆

Actual production* A 10% reduction in CO2 emissions perunit in FY2005, a 20% reduction by the end of FY2010
compared to the FY2003

Resource
SavingTargets

To reduce usage per unit of production at domestic manufacturing sites by 5% by FY2005
compared to the FY2000

The actual FY2004 results on a per unit basis was a 18.3% increase over the FY2000, due to a strong impact of water usage byincreased production of Casio Micronics in spite of reduction efforts with the installation of a circulation system.

☆

Continuing.

To achieve zero emissions by FY2005 (the volume of landfill waste to be 1% or less of the total waste)

In FY2004, three additional business sites, consisting of Hamura
Research and Development Center, Hachioji Research and Development Center and Casio Hitachi Mobile Communications Co.,
Ltd., newly met the zero emission goal. As a consequence, total often business and manufacturing sites have achieved the goal.

☆☆

Continuing.

To reduce the waste generation per unit by 30%
by the end of FY2005 compared to the FY2000

The actual FY2004 results on a per unit basis was an approximately 10% reduction over the FY2000, thanks to significant impact ofvarious waste reduction efforts.

☆

To discontinue the use of hydrochlorofluorocarbon
at all manufacturing sites, including other corporations cooperating with Casio, by the end of 2004

In FY2004, the 1-1-dichloro-1-fluoroethane use at a contractor’splant ended, completing the discontinuation of hydrochlorofluorocarbon use by the Casio Group.

☆☆

To detoxify PCB-containing equipment currently
in storage by the end of FY2005

Regarding the PCB contents stored at Hachioji Research and Development Center and Hamura Research and Development Center, agreements have been signed with a waste treatment contractor. Disposal is awaiting a treatment facility to start up. The PCB
stored at Kofu Casio is awaiting the completion of a facility.

☆

To raise green Procurement to 95% of total procurement at domestic sites by the end of
FY2005

Green Procurement reached 97.4% at domestic sites in FY2004,
achieving the target one year earlier than originally planned.

☆☆☆ (the rate of recovery of sur-

Waste
Reduction
Targets

Hazardous
Substance
Phaseout
Targets

Green
Procurement
Implementation Targets

Green
Purchasing
Implementation Targets

Targets
against Global
Warming inDistribution

Page No.

47

Continuing.

45
Continuing.

Green Parts response rate
veyed parts) in FY2005:
100% at domestic sites

39
To raise Green Procurement to 85% of total
procurement at overseas sites by the end of
FY2005

Green Procurement reached 77.4% at overseas sites in FY2004.

☆☆

Green Parts response rate(the rate of recovery of surveyed parts) in FY2005:
100% at overseas sites

To raise Green Purchasing to 60% of total stationery product, office supply and OA equipment purchases at domestic sites by the end of
FY2007 (based on the number of purchases)

Achieved 41.2%.
Still progressing toward the 60% goal by the end of FY2007.

☆

Continuing.

39

Achieved a 32% reduction.
Still progressing toward the goal of a 50% reduction by the end of
FY2007.

☆

The target is unchanged fordomestic distribution
A 5% reduction in CO2 emissions per unit of sales by theend of FY2007 compared to the
FY2004 by improving the efficiency of overseas distribution

49*At sites that have adopted the CATS e-P system

To reduce the CO2 per unit of sales by the endof FY2007 by 50% by improving the efficiencyof domestic distribution compared to the
FY2000*Actual production output:CO2 emissions per unit of production were used for reduction targets up to the reporting of the actual FY2004 results. However,this basic unit does not properly reflect the realities, such as changes in business modes. Accordingly, Casio began to compute reductions by correcting thebasic unit denominator (production value: in units of ¥1 million) with the Bank of Japan’s domestic enterprise price index (electrical equipment) in accordancewith the policies of the four electrical and electronic industry associations, starting in FY2005. Actual production output value is this corrected amount.
Table of Bank of Japan’s Domestic Enterprise Price Index
Fiscal Year
1990
1996
1997
1998
1999
2000
2001
2002
Price Index Corrected Values
1
0.77
0.77
0.74
0.72
0.69
0.62
0.58
*2005 figures are Casio projections. 2010 figures are projections by the Japan Center for Economic Research.

2003
0.54

2004
0.54

2005
0.54

ActualNominal Production output
production＝Bank of Japan’s Domestic Enterprise PriceoutputIndex (Electrical Equipment): Yearly ratios incomparison with the base year of FY1990.

2010
0.57

32

Global Environment and Casio

ItemGlobal Environment and Casio

Environmental Management
Casio has been promoting improvements through PDCA cycles
under the Casio Environmental Conservation Committee System.

System of Promotion

The Casio Group has the Casio Environmental Conservation Committee System, which ischaired by the vice president and consists offive specialized committees and five implementation organizations. The Committee
oversees environmental activities of Casio
Computer Co., Ltd. and its Group companies. Under this system, Casio has been promoting environmental management by implementing continuous improvement of all of its
environmental conservation activities throughthe Plan, Do, Check and Act cycle, based on
the Casio Voluntary Plan for the Environment
and the Casio’s Environmental Action Plan.
Specifically, the Promotion Office and fivespecial committees take charge of the Planpart, the five implementation organizations
handle the Do part, whereas the environmental Audit Organization and the Promotion Office perform Checks, and the Casio Environmental Conference takes responsibility over
Act part in the organization that is shown in
the following diagram:■ Functions and Overview of Individual Organizations
Casio Environmental Conference•Makes decisions on the direction of Casio
Group’s environmental policies, and establishes action plans and targets.
•Examines the environmental policies of theimplementation and specialized commit-

tees and reports their activities.
•Exchanges information about future environmental trends and among implementation organizations.
Specialized Committees•Each specialized committee consists ofdedicated committee members who control strategic themes that should be tackled not by implementation groups alone
but jointly by Group companies and divisions. Each committee chairman is appointed by the Chairman of the Casio Environmental Conservation Committee.
•Each theme-based specialized committee
is made up of the specialized committee
chairman and implementation committee
members who are appointed by implementation organization committee chairmen. The Promotion Office manages thesecommittees.
Implementation Organizations•Promote environmental improvement activities in response to decisions made by the
Casio Environmental Conference.
•Construct an environmental management
system for the entire Implementation Organizations.
•Clearly establish the system and responsibilities for the implementation of the environmental management system. Define objectives and targets, control the operaionof the system, conduct self-audits andtake remedial action.
Promotion Office•Plans the direction of the Casio Group’s
environmental policies, its action targets
and plans.

•Controls the implementation of the Casio
Voluntary Plan for the Environment and revises the environmental management
guidelines.
•Grasps environmental trends in Japan andabroad and forwards information to the
Implementation Organizations, etc.
•Manages the Casio Environmental Conservation Committee and the theme-basedSpecialized Committees.
Environmental Audit Organization•Consists of internal auditors of the Promotion Office and those of the Implementation
Organizations. Conducts environmental
performance research in the Implementation Organizations and environmental selfaudits in manufacturing sites to improve
the Group-wide environmental management.

ISO14001
Certification Status
Of Casio’s major manufacturing sites, 12 domestic sites and 9 overseas sites have been
ISO14001 certified. 15 Of these 21 sites havealready completed a renewal review. Activities
from this point onward will shift to continuous
improvement of systems and performance.
Casio will also expand the acquisition of
the certification to sales sites so as to build asystem of environmental conservation for theentire Casio Group.
As of fiscal 2004, the certified businesssites represented 78.2% of all employees.

Management System of the Casio Environmental Conservation Committee

Casio Environmental Conference
Committee Chairman: Y. Kashio, Executive Vice President
Promotion OfficeSpecialized Committee
Chairmen

Packaging Committee
Green Procurement Committee
Green ProductDevelopment Conference
Environmental Accounting
Committee
Green Purchase Committee

33

Manager, Development
Department
Department Manager

Implementation
Organization•Development Department- Consumer- Watch- Visual- System•Casio Hitachi Mobile
Communications Co., Ltd.
•Electronic Component(Division)

Environmental Audit Organization

Casio Sites Responsible
Person for General Affairs

Responsible Person for
R&D and Staff Functions

Responsible Person
for Sales

Presidents of Major
Consolidated Companies

Implementation
Organization•Head Office at Hatsudai•Hachioji Research andDevelopment Center•Hamura Research andDevelopment Center

Implementation
Organization•Research and Development, and Staff Function Departments

Implementation
Organization•Sales Department•Branches•Sales offices•Consolidated domestic
sales companies•Consolidated overseas
sales companies

Implementation
Organization•Consolidated domestic
manufacturing companies•Consolidated overseas
manufacturing companies

Site Name

Date of Certification

Yamagata Casio Co., Ltd.

November 1997

Kofu Casio Co., Ltd.

January 1998

Kochi Casio Co., ltd.

March 1998

Domestic

Casio Electronic Manufacturing Co., Ltd. September 1999
Casio Support System Co., Ltd.

January 2000

Casio Micronics Co., Ltd.

March 2000

Hamura Research and Development
Center of Casio Computer Co., Ltd.

October 2000

Hachioji Research and Development
Center of Casio Computer Co., Ltd.

October 2000

Head Office of Casio Computer Co., Ltd. December 2000
Casio Soft Co., Ltd.

December 2001

Casio Techno Co., Ltd.

May 2002

Casio Hitachi Mobile Communications Co., Ltd.

June 2004

Overseas

Casio Korea Co., Ltd.

April 1998

Jiu Shui Keng Casio Electronics
Factory

September 1999

Casio Computer (Hong Kong) Ltd.

December 1999

Casio Electronics (Zhuhai) Co., Ltd.

September 2000

P.T. Asahi Electronics Indonesia

February 2001

Casio (Thailand) Co., Ltd.

September 2001

Casio Taiwan Ltd.

December 2001

Casio Electronics (Shenzhen) Co., Ltd.

February 2002

Casio Electronics (Zhongshan) Co., Ltd.

April 2002

Environmental Audits

Casio conducts internal and external audits incompliance with the environmental management system ISO14001 once every three
years for continuous improvement. In addition, Casio conducts “Environmental self-audits system” annually in accordance with its
own standards to supplement the triennial
audits. The results have manifested themselves in the form of zero emissions at sevenmanufacturing sites. Casio also conducts
product eco-designs assessment simultaneously with product development. Green
Products account for 59% of all products
currently. By fiscal 2007, the percentage is
expected to rise to 70%.

■ Environmental self-audits system
In addition to the internal and external audits
mandated by ISO14001, Casio conducts Environmental self-audits system annually at all
domestic sites, starting in April 2004.
For these audits, Casio independently selects audit items and performs audits even atsites that have not yet been ISO14001 certified. These audits are positioned to augment
the internal and external audits.
For each audit, the “Procedures for a environmental self-audits system” and the “Checklist of environmental self-audits system” areprepared, and the audit is carried out in thesix genres that are based on the Casio Voluntary Plan for the Environment. The six genres
are: 1) environmental management system,
information disclosure and social contribution; 2) energy conservation, resource savings, resource recycling and prevention ofozone layer destruction; 3) reuse of waste,
recycling and reduction of landfill waste; 4)
toxic substance reduction, optimal control;5)water, air and soil pollution countermeasures; and 6) distribution and environmental
accounting.
Casio sets the direction for its future measures by gaining clear understanding of current situations in each of the genre, based on
the results of these audits.

Environmental
Risk Management
Casio regards any accident that can lead tosoil, water or air pollution that negatively affects the human bodies and biodiversity to
be an environmental risk. A risk management
system is established at each manufacturingsite, and the Emergency Response Rules are
established for the equipment and chemicals
used. Furthermore, site-specific Emergency
Response Rules are created at each manufacturing site and a drill is conducted annuallyby assuming an emergency situation.

■ Status of Compliance with Regulations Concerning the Environment

Environmental
Education and Awards
Casio promotes environmental education andawareness-raising activities so that every employee can be mindful of the environment ona daily basis.
New employees are first given general
education about environment before they are
assigned to their posts. In addition, generalemployees, managers and those who are responsible for the environment are provided
with general and specialized education oncea year depending on their responsibilities andtheir job ranks. By taking these steps, Casio
endeavors to raise employees’ awarenessand their knowledge level about the environment.
In addition, Casio runs a program of suggestions for improvement at each manufacturing site, and gives awards twice a year toindividuals or groups who submit excellent
suggestions. Additionally, two manufacturing
sites have their own award systems. Furthermore, Casio has various other award programs to encourage employees’ commitment to conserve the environment. Included
among these awards are the Eco BonusAward (awarded on an as needed basis),
President’s Award (given twice a year), andthe commendation program for compliancewith the Workplace Action Guidelines (given
twice a year).

As the following table shows, Casio had noenvironment-related violations of laws or regulations, penalties, fines, complaints or lawsuit over the past five years.

Violation of Regulations, Etc. over the
Past Five Years
FY
FY
FY
FY
FY
2000 2001 2002 2003 2004
Numberof cases

0

0

0

0

0

Monetary
value

0

0

0

0

0

Example of Efforts

Emergency Drill at Kochi Casio
In September 2004, Kochi Casio executed an annual test and a drill about emergency situations and accidents. The drill
was organized by the Environmental Conservation Section of the Environmental
Conservation Department. This year’s
scenario was that a chemical fluid leakage occurred inside an etching supply
system in the chemical supply room. Between 3 and 11 employees took part at atime over a period of six days and received explanations about protective
gear, the supply system, treatment methods and chemical soaked clothing.

A Training Scene

34

Global Environment and Casio

ISO14001 Certified Manufacturing Sites

Global Environment and Casio

Environmental Accounting
Casio compiles and analyzes data regarding the cost and the effect of environmental conservation activities
in its business in accordance with the “Environmental Accounting Guidelines 2005”
published by the Ministry of the Environment.

cleaning. The COF2 gas utilitization is worthlyof ¥45 million. Kochi Casio is the company
succeeded in mass producing of the COF2
gas. It has a global warming potential one
2,500th of NF3 gas, which has been conventionally used as the CVD cleaning gas,
and thus contributes to the reduction ofgreenhouse gases.
Among investment that is included in pollution prevention cost is an expansion of thedust collection equipment of Casio Electronic Manufacturing Co., Ltd. (¥8 million). Thiswas beneficial in reducing the volume ofdust dispersal that occurs during toner production. These expenditures raised the investment in environmental equipment by¥195 million (a 44% increase) over the levelsof fiscal 2003, to ¥641 million this fiscal year.
The environmental expense grew ¥23 million, to ¥1,135 million as large expenses
were incurred for the reduction of waste volume.
As the result of such aggressive investment, coupled with expenses on a focusedarea, the environmental efficiency indicators

Scope and Methodof Data Compilation
The accounting figures for fiscal 2004 weretreated under the same methods as in previous years. As for the scope of data compilation, the coverage was expanded to all
Japanese and foreign consolidated subsidiaries starting this year pursuant to the
Guidelines 2005.
Accordingly, the data for fiscal 2003 wererecalculated to encompass the same scopeas this year’s to ensure their comparability
with the data included in this year’s report.

Actual Results of
Fiscal 2004
As capital investment for the environment
conserrationn Kochi Casio has sitched COF2
gas from NF3 gas for the purpose of CVD

relating to CO2, waste recycling, and countermeasures on specified toxic substances,which represent the locus of Casio’s efforts,
improved over the preceding fiscal year.

Focus of Future Policies

Casio plans to continue to raise the level of
its environmental accounting and use it as atool for making decisions on environmental
management, and aims to further improvethe environmental efficiency indicators, themain part of which are countermeasures on
specified toxic substances.

Report of the Actual Results of FY 2004 * Please refer to page 1 for details of the business units encompassed.
Environmental Conservation Cost
Capital Investment
Electronic Component Electronics Equipmen
Division
Division

Items

Environment-related Cost*

Total
Major Works of This Year

Costs within Business Areas 473 423

50 132

Breakdown

2004 2003 Change 2004 2003 Change 2004 2003 Change

76

Pollution Prevention Cost 314 238

360 336

24 196 223

84 facilities, exhaust gas removal devices

205 15154

12

3

NF alternative gas using facilities and24 air 3conditioning equipment
Reduced capacity equipment,
51 water circulation-using facilities

7

▲7

7

21

▲14

14

148 171 ▲23 177 199▲22

325 370 ▲45 Recycling and sorted disposal-related cost

82 165 ▲83 122

15 107 204 180

Resource Recycling Cost

77

8

Upstream andDownstream Costs

6

57

2

6

5

Major Works of This Year8 322 238

Global Environmental Conservation Cost

20

Total

2004 2003 Change 2004 2003 Change 2004 2003Change

23 109 605 446 159

8Electronic Component Electronics Equipment
Division
Division

▲6

79

5

11

Feed water and drainage treatment

28

14

▲27

556 559

Administrative and maintenance

Maintenance and inspection cost of

35 ▲21 energy conservation facilities, etc.

Chemical substance

Cost of Green Purchases

11 countermeasure facilities

12

Soldering machines

12 265 184

81 277 184 93 Cost of recovery of products, etc.

16 168 142

26 242 200 42 Administrative activity personnel cost.

4

53 106▲53

57 106 ▲49 Research cost

3

▲16

3

Cost of research on RoHS countermeasures
ISO administrative and maintenance cost

Management Activity Cost

74

Research andDevelopment Cost

25

58

Related cost

Eco-products, Eco-packaging, etc.

25

25 X-ray analyzers

25

4

Information Disclosure andSocial Contribution Costs

21 ▲21

19

Research cost of discontinuing lead soldering

23 ▲23

Other Costs

479 423Total▲3

9 217 154 63 cost of environment-related facilities

56 16223 139 641 446 195

23 ▲2312 685 674

450 43840 ▲37 Greening of Neighborhoods

11 1,135 1,112 23* Depreciation expense relating to fixed assets is not included in the computation of the environment-related cost
* For personnel cost, the average unit cost was used for the computation.
(Unit: ¥1 million)
Pollution
prevention cost
Management
activity cost

CapitalInvestment
Electronic
Component
Division

314

FY2004

8
15
0

35

2

FY2004
FY2003

165

100

122
8
100

Resource
recycling cost

Upstream/
downstream costs

Social activity cost

Other cost

82

238

FY20030Electronics
Equipment
Division

Global environmental
conservation cost
Research anddevelopment cost

77

6

20

200

300

400

500

600

200

300

400

500

600

5
25

By the Area of 2004 Measures
Wastes and recycling

Chemical
substances

Wastes and recycling

Chemical
substances

43

6

4

28

Global warming
measures

Ozone layer
protection

148

8

Water, soil andfoundation
environmental
conservation

254

Atmosphericenvironmental
conservation

Global warmingCounteractions

122

28
Electronic Component Division

Electronics Equipmen Division

■ Important Indicators
Sales Environmental＝
Efficiency(CO2)

Examples of Projects Achieving Results from Environmental Investment
At Casio, efforts to reduce environmental impact are made both at the corporate level and at the levels of
individual business and manufacturing sites. Specific examples of investment that led to reductions in environmental impact which were implemented one a site-by-site basis in fiscal 2004 are shown here as
the “Projects Achieving Results from Environment Investment.”

Sales (In millions of yen)
Environmental Impact(CO2 emissions: tons-CO2)

Represents sales per ton of CO2 emissions.
FY2004

FY2003

Electronic Component Division

1.49

1.65

Electronics Equipment Division

11.93

10.99

Total

4.98

4.83

Sales Environmental＝
Efficiency(Waste)Investment Theme＝

Represents sales per ton of waste emissions.

25.50

22.97

Electronics Equipment Division

145.17147.55

Total

75.09

66.40

＝

A reduced capacity device was installed in order to reduce the costof treating used development effluent.

24,000 effluent disposal)
43,000＝ 0.558(The amount of investment)* The economic effects should ideally be at least 1. However, a project is deemed to be environmentally managed if the
figure, when multiplied by the number of years of depreciation, is 1 or higher.

FY2003

Electronic Component Division

4,284 in power usage / year)＝ 0.7146,000 (The amount of investment)(Annual cost of development

Installation ofVolumeReduction Device

Implemented Work
Implemented as part of the remodeling of the cold water system, including an additional installation of freezers, which was partof an expansion of the Electronic
Component Y3 Line.

(The amount of reduction

Free
Cooling
SystemSales (In millions of yen)
Environmental Impact(Waste emissions: tons)

FY2004

A formula to calculate the cost vs. effects (unit: ¥1,000) (Economic effects*)

Investment Themes Investment Amounts
A reduction of CO2 andenergy conservation
through reconstructionof heat source system(cold and hot water
generator)

Sales Environmental
Sales (In millions of yen)＝
Efficiency
Environmental Impact(PRTR)(Volume of use of PRTR-specified
substances: tons)

Implemented Work

Effects (Environmental Effects)

The heat source system was upgraded and reconstructed tomaintain the air conditioned environment of a clean room (efficiency
improvement and a fuel replacement from Special Bunker A fueloil to city gas) to reduce environmental impact.

●An annual reduction in the volumeof CO2 (from the previous years)
1,519 tons (5,492 → 3,973)

35,870(thousand yen)

●An annual reduction in the cost ofenergy: ¥1,610 thousand

FY2004
Electronic Component Division

FY2003664.45Introduction of analternative gas for
NF3 (COF2)

750.83

Electronics Equipment Division

28,525.03 18,622.68

Total

3,054.68

45,000(thousand yen)tic reduction to one 2,500th.

2,927.35(Unit: ¥1 million)(Unit: ¥1 million)* “Differences” shown in the table may not match the results of the computations. This is due to rounding of fractions.
Quantities

Economic effects*
Capital Investment

By Field

Global WarmingCounteractions

Environment-related Cost

FY2004

Results of the Results of theResults of the Results of the
Total
Total
Electronic Electronics
Electronic Electronics
ActualActualComponent Equipment Results Component Equipment Results
Division
Division
Division
Division

148

122

270

20

7

NF3 that had been used as a CVD
cleaning gas was replaced with
COF2 (COF2 Global warming coefficient: 1, ozone layer destruction
coefficient: 0)●Impact on global warming: a dras-

Results of the Results of the
Total
Electronic Electronics
ActualComponent Equipment Results
Division
Division

By Field

Reduction throughEnergy Conservation

27

▲54

▲94

Unit

▲148

FY2003DifferenceElectronics Electronic Electronics Electronic Electronics Electronic
Equipment Component Equipment Component Equipment Component
Division
Division Division
Division Division
Division

Total Energy Input

Crude Oil
Equivalent (KL) 10,965 41,497

Water Resource Input

thousand ｍ３

464 2,551

9,384 39,266 1,581 2,231
433 2,454

31

97

Greenhouse Gas Discharge
Ozone Layer
Protection
Atmospheric
Environmental
Conservation
Noise andVibration
Countermeasures
Water, Soil and Foundation / Environmental Conservation
Wastes andRecycling
ChemicalSubstances

8
28

28

254
43
6

Resource Saving

8

254
4
28

47

23

164

1

479

162

641

Recycling

520

89

▲5

9

thousand ｍ３ 1,051

17

250

267

(the Landfill Disposal Portion)

35

22

57

Total Effluent Volume

203

289

685

1,135

3

11

398

0

▲9

336 ▲776

19

653

▲8

347 1,959

24

86

19

13

18

▲6

1

COD ton

0

0

10

0

▲10

0

NOx ton

83

16

70

20

14

▲4

SOx ton

23

8

22

9

1

▲1

Dust ton

2

1

3

1

▲1

0

GJ

2,871

0 3,074

Cyclic Usage Volume of Used and Recovered ton
Products, Containers and Packages

12,350483 12,425

Volume of Containers and Packages Used ton

11,676607 11,654

Other Emissions

15

207

204

3,085 4,359 2,749 5,135
371 2,045

Energy Consumption during Use

Total

39

7

21

7

86

29

BOD ton

92

450

0

(ton)

Reuse

15

0 1,3030

Total Waste Generation

Sell out of valuable resource

Other

0 15,248

ton

324

2

654 3,104

0 16,551

Specified Chemicals Emissions

272

19

CO2 ton-ＣＯ２ 37,548 74,607 36,894 71,503
SF6 ton52

Reduction ofWaste Disposal Cost

171

7

Other
Total

1

373

3

Preservation of the
Natural Environment

28

7

147

34

5

▲14

0 ▲203

0

393

▲75

90

501

22

106

* Effects based on hypothetical calculations are not compiled.
(Unit: ¥1 million)
Pollution
prevention cost
Management
activity cost

Environment-related Cost
Electronic
Component
Division

7205
151 14

FY2004
FY20030Electronics
Equipment
Division

Global environmental
conservation cost
Research anddevelopment cost

12 7

FY200421

FY2003
0

3

100

177
199
100

Social contribution cost

Other cost

12
74 4
58 2123

300

400

265
184
200

Upstream anddownstream costs

148

171
200

Resource
recycling cost

300

Social activity cost

500

600

700

106

53 3
19

600

700

168
142
400

500

800

800

By the Area of 2004 Measures
Other
86
Conservation of
the naturalenvironment
7
Chemical
substances
3
Wastes and recycling
147

Global warming
counteractions
20
Atmosphericenvironmental
conservation
23
Water, soil andfoundation
environmental
conservation
164

Electronic Component Division

Atmosphericenvironmental conservation
5
Global warming
counteractions
7
Other
203
Chemical
substances
89

Noise and vibration
countermeasures
1
Water, soil andfoundation
environmental
conservation
7
Wastes andrecycling
373

Electronics Equipmen Division

36

Global Environment and Casio

Represents sales per ton of PRTR-specified substance use.

Global Environment and Casio

Material Balance
Casio strives to accurately grasp the input and output that go with business activities inan effort to further improve its environmental conservation activities.

Material Balanceof the Casio Group

Material Balanceof the Electronic
Component Division

At Casio, the Electronic Component Division and the Electronics Equipment Division individually grasp their material andenergy input, as well as the environmental
impact that is discharged as the result, anduses the data to continue to improve theirenvironmental conservation activities.

In the Electronic Component Division, production has been growing rapidly since
1990, thanks to proliferation of such products as personal computers and cell
phones. Accordingly, factory scales have
expanded and facilities and equipment
have been added. This has had an effect ofboosting the total CO2 emissions to 74,607
tons in fiscal 2004, a 3.7-fold increase from
20,144tons in fiscal 1990.
In this division, heat sources for clean
rooms and the equipment that detoxifies
effluent operate around the clock at a steady pace regardless of changes in production volumes, and constitute a major factorof energy and water consumption. All sites
are making ongoing efforts to reduce CO2
emissions. One solution is to switch to a

In recent years, CO2 emissions of the
Casio Group have been on a rising trend instep with its expanding business. Furthermore, water usage has also increased as
the Electronic Component Division has
grown in Japan. To offset the increased
water use, Casio has endeavored to use
recycled water.
As for wastes, Casio considers recycling
to be an important task, and preferentiallyhires waste treatment companies that possess excellent recycling technology. In addition, Casio makes efforts to reduce
chemical substances, including chemicals
that are used for treatment in the electronic
component processes. As these examples
show, Casio takes various environmental
measures in the course of its expansive
business activities.

Material Balanceof the Electronics
Equipment Division* Please see the details of Casio’s performancedata on the following Website:

URL

37

http://www.casio.co.jp/env/
activity/report.html(in Japanese)In the Electronics Equipment Division,
consumption of electricity decreased with
the introduction of co-generation at Yamagata Casio Co., Ltd. in 2002. On the other
hand, an increase in the use of fuels has
become the major cause of a rise in CO2emissions. Total CO2 emissions grew from13,891 tons in fiscal 2003, to 17,417 tons
in fiscal 2004, an annual increase of over25%.
On the basis of the unit of production,
CO2 emissions grew over 32% between fiscal 2003 and fiscal 2004, from 0.153 (tonsCO2/¥1,000,000) to 0.202 (tons-CO2/¥1,000,000). Recognizing that the Kyoto
Protocol mandates Japan to reduce its CO
2 emissions by six percent on an absolutebasis, Casio will continue to pursue energy-saving measures.
As with the Electronic Component Division, the Electronics Equipment Division
strives to recycle wastes by selecting
waste treatment contractors that have thefuel that releases less CO2 (from Bunker A
fuel oil to light oil).
As for waste disposal, there has been alarge increase in the chemical solutions
used. For this reason, all sites strive to recycle wastes by selecting waste treatment
contractors that have the best treatment
facilities so as to reduce the volume oflandfill wastes. As the result of these efforts, five sites out of a total of six that are
subject to monitoring achieved zero emissions (or landfill wastes representing 1% orless of the total wastes) by fiscal 2004.
(These five sites are Kochi Casio Co., Ltd. ,Kofu Casio Co., Ltd. (head office and Ichinomiya branch), Casio Micronics Co., Ltd.
(in Yamanashi), and Casio Computer Co.,
Ltd. (Hachioji Research and Development
Center).) The remaining one site, where thelandfill wastes represent 1.23% of total
wastes, is expected to reach zero emission
during fiscal 2005.

best treatment facilities so as to reduce thevolume of landfill wastes. As the result of
these efforts, five sites out of a total ofeight that are subject to domestic monitoring achieved zero emission by fiscal 2004.
(These five sites are Yamagata Casio Co.,
Ltd., Casio Electronic Manufacturing Co.,
Ltd., Casio Computer Co., Ltd. (Head Office and the Hamura Research and Development Center) and Casio Hitachi Mobile
Communications Co., Ltd.) The remaining
three sites are pressing forward with continued improvements.

Input and Output of the Electronic Component Division(Data were collected at six domestic sites.
Please refer to page 1 for further details.)

Electronic
Component
Division

Use of Recycled
Industrial Water
173,700 m3

EnergyElectricity
Fuels

Water
Chemical substances(PRTR Law-controlled)

Greenhouse
Gases

Global Environment

Development
and Design

127.388 million kwh
8,044.9 kl(crude oil equivalent)
2.551 million m3

Emissions

CO2: 74,607 tons-CO2
SF6: 16,551 tons-CO2

NOx: 16.3 tons
SOx: 7.7 tons
Dust: 0.6 tons

Waste Water:
2,044.8 thousand m3

ChemicalSubstances

BOD: 18.6 tons

(PRTR Law-controlled)
29.4 tons

Procurement

167.3 tons

TFT-LCD
modules

W-CSP*2

Finished
Products

COF*3

Materials Input*1
Manufacture

Transportation

RecoveredFinished Productand Recycled
Manufacturers
Materials:

TFT LCD
Packaging Materials 18.3 tons

2,264.5 tons

Resources(petroleum,
metals,quartz, etc.)

Users

Recycled Waste:
Intermediate
Processing

Plastics
135.3 tons
Metals
117.9 tons
Electronic partsand substrates
159.4 tons
Packaging materials 607.4 tons(including 464.4 tons of recycledmaterials)

Waste:
4,358.6 tons

Sale

Suppliers

Waste Reduced in Volume:2,083.4 tons

Landfill Waste:

Apology and Correction:
The Sustainability Report 2004 erroneously indicated that the Material Input contained “0.5 ton of packaging materials (including 0.3 ton of recycled materials).” This should have read “501.0 tons of packaging materials (including 384.1 tons of recycled materials.).”*1 Material Input: Figures are for TFT LCD modules, W-CSP and COF.
*2 W-CSP: An IC package whose entire packaging process is completed at thewafer level. It is characterized by the fact that the package is minimized to theexact size of a chip.
*3 COF: An acronym for Chip on Film. A LSI chip is directly bonded to thin resin
film. It enables packaging of LSI in limited space efficiently at high density.

Input and Output of the Electronics Equipment Division(Data were collected at 17 domestic sites and 17 foreignsites. Please refer to page 1 for further details.)

Greenhouse
Gases

Global Environment
Electronics
Equipment
Division

EnergyElectricity
Fuels

Water
Chemical substances(PRTR Law-controlled)45.317 million kwh
3,792.8 kl(crude oil equivalent)
464.0 thousand m3

Development
and Design

Emissions

CO2: 37,548.0 tons-CO2

NOx: 83.4 tons
SOx: 23.3 tons
Dust: 2.0 tons

Waste Water:
371,200 thousand m3

ChemicalSubstances

BOD: 6.8 tons

(PRTR Law-controlled)
0.0 tons

Electricity:

15.7 tons

88,140,034.0 kw

Procurement
Electronic
Tablet PCs
Dictionaries

Materials Input*4
Products
24,968.0 tons
Manuals
4,342.0 tons(including 2,188.6 tons ofrecycled materials)
Packaging materials 11,676.0 tons(including 8,970.7 tons ofrecycled materials)

Watches

Digital
CamerasManufacture

40,882.0 tons

Recoveredand Recycled Users
Materials:
Used PCs

Transportation

CO2 Emissions:

Used
Printers

Consumables Consumables 1,091.0 tons
for Labelfor Page
Printers
Printers

Recycled Waste:(petroleum,
metals,quartz, etc.)

1,918.0 tons

Suppliers

Sale

Waste:
3,085.2 tons

Intermediate
Processing

Resources

Products:
14,797.0 tons

Packaging Materials:
2,705.3 tons

Manuals:
2,153.4 tons

Waste Reduced in Volume:116.7 tons

Landfill Waste:
1,050.5 tons

*4 Material Input: Figures were estimated, based on the
representative models of individual products.

Apology and Correction:
The Sustainability Report 2004 erroneously indicated that the Material Input contained “12,154.5 tons of
packaging materials (including 10,052.6 tons of recycled materials).” This should have read “11,654.0 tonsof packaging materials (including 8,625.0 tons of recycled materials).”38

Global Environment and Casio

10.7 tons

Global Environment and Casio

Green Procurement and Green Purchases
Casio promotes Green Procurement that is consistent with the RoHS Directive.
Furthermore, Casio strives to improve the Green Purchase ratio throughout the company.

Green Procurement
Philosophy

Changes in the Actual Rate of Green
Procurement■Domestic

Overseas100

In accordance with the Casio Group Green
Procurement Standard Manual, which was
created in November 2000, Casio evaluates
the response to environmental conservation
with respect to parts and materials thatcomprise Casio products and their manufacturing plants, and use the information in
the selection of preferential sources of procurement.
Specifically, Casio defines “Green Production Plants” to be supplier plants that either
are already ISO14001 certified, plan to becertified within the following year, or score atlease 70 points in Casio’s item-by-item assessment of ISO14001-compatibility even if
they have no plans to be ISO14001 certified. In addition, Casio regards parts thatsatisfy Casio’s environmental standards withrespect to energy conservation, resourcesaving, recyclability, and chemical content tobe “Green Parts” and makes every effort topreferentially procure Green Production
Parts that are manufactured at Green
Plants.
In light of today’s rapid changes in the
mandate imposed by environmental laws
and regulations, Casio currently considers
compliance with the European RoHS Directive and other environmental laws and regulations to be the top priority procurement
consideration, and is re-examining its standards for preferential Green Product procurement.

Fiscal 2004 Green
Procurement Results

Casio set its goals for Green Procurement
rate at 95% at domestic sites and 85% atforeign sites in fiscal 2005, and has worked
toward these goals. It has achieved healthy
results with the domestic rate reaching
97.4% and the foreign rate 77.4% in fiscal
2004.
In addition, Casio overhauled its Standard
Manual in March 2004 to be consistent withthe draft standards of the European RoHS
Directive. Casio invited its Japanese andoverseas business partners to an orientation
meeting, where they were asked to show
understanding and offer cooperation.

39

91.1
80.3

80
60

(Unit: %)
97.4
77.4
70.0

54.7

40
0

FY
2001

FY
2002

Efforts on
Green Purchasing

FY
2003

FY
2004

* The new targets for FY2005 are Green Parts Response
Rates (the response rates regarding parts that are subject to monitoring) of 100% for both domestic and overseas procurement.

Green Procurement Orientation Meeting

Future Green
Procurement Efforts
In the past, Casio’s top priority target waspreferential procurement of Green Parts.
Green Procurement rates were viewed asindicators of the Green Procurement progress every fiscal year. At this point, however, compliance with the RoHS Directive isthe highest priority consideration. Casio’s
current environmental action targets are to“discontinue the use of substances that arebanned by the RoHS Directive by the end of2005” and increase the Green Parts response rate to 100%. Casio is devoting its
full efforts to achieve these goals.
To conduct a study of the contents ofspecified hazardous substances listed by
the RoHS Directive, detailed data on chemical substances must be collected. This requires extensive work. For this reason, Casio will work on improving the efficiency ofsuch work as research, input and search by
adopting IT tools to use on databases.
Regarding preferential procurement ofGreen Parts based on the Casio standards,
policies are currently under review. Casio
plans to establish and promote new activities policies and indices once its action on
environmental laws and regulations runs its
course.

Casio targets to raise its Green Purchasingrate at its domestic sites to 60% by fiscal
2007. As for intermediate goods, Casio
strives to purchase Green Goods as a general rule. Accordingly, Casio ensures that atleast 90% of the products that are listed in
the catalogue on the CATS e-P System* areGreen Goods, and instructs Casio’s purchasing agents to purchase goods from thecatalogue. CATS e-P System is a centralized purchasing system for intermediate
goods. As a result of these efforts, Casio
achieved the domestic Green Purchase rateof 41.2% (based on the number of purchases) in fiscal 2004.
In addition, Casio is constructing a mechanism to compute actual purchases by individual departments, based on the purchasedata provided by the CATS e-P System andin cooperation with the Environmental Center, to determine the current status andmake an assessment. The company plans
to use the data to urge preferential purchaseof Green Goods when departments arefound not to be adhering to Green Purchasing to the extent desirable.

Changes in the Actual Rate of Green
Purchasing(Unit: %)
80
60.0

60
36.7

40

41.2

25.8
20
0

FY
2002

FY
2003

FY
2004

FY
2005

FY
2006

FY
2007
Target* CATS e-P System: A system under which estimates are
obtained from multiple suppliers for the same goods
and the purchase is made from the supplier that offers
the lowest price.

A CATS e-P System ScreenGlobal Environment and Casio

Consideration for the Environment in Product Development
Casio strives to promote the development of Green Products and an increase in theirpercentage in total sales, based on clear design standards and detailed assessment criteria.

Flow of Product Assessment
Standards and Format• Casio Guidelines for Green Product Development• Documented procedures for product environmental audits• Product environmental audits sheet

Since 1993, Casio has been conducting
product assessment on new products,
based on the Casio Voluntary Plan for theEnvironment.
In 2001, the “Casio Guidelines for Green
Product Development” were created toclearly establish the design standards for
Casio Green Products, which are eco-products. Product assessment is conducted ateach of the planning, design review and design in accordance with the Guidelines andthe “Documented procedures for productenvironmental audits.” During fiscal 2004,
65 product assessments were conducted in
the Electronics Equipment Division and 61
assessments in the Electronic Component
Division.

Audits within divisions
Assessment of design and planning
Assessment of design decisions
Assessment of overall design

Environmental Center’s certification and approval of audits
Physical audits of products
Proceeds to certification if the standards havebeen met, based on the verification of actual
products and the audit sheet.

Product certification registration
A Green Product certification, following approval of the Director of Environmental Center.

Issuance of a Certification Number

Product Assessment Results
Electronics Equipment Divisionline with the Casio Guidelines for Green
Products Development. The results of a
product assessment that is performed
based on the guidelines are summarized in
the “Product Environmental Audit Sheet.”Anassessment
consistsofan“Environmental Design Assessment” and an“Environmental compliance Assessment”
with respect to eco-products of the productdesign.
The “Environmental Design Assessment”
evaluates the extent to which basic ecoproducts design features are adopted. The“Environmental compliance Assessment”
evaluates the extent to which advanced
eco-products design features are incorporated. Products that meet the standards inboth of these assessments are certified as
Casio Green Products and are issued certification numbers.

Green Product registration/
Disclosure on the Website

Electronic Component Division

Fiscal 2004 Targets andResults(Unit: number of assessments)
200
150

166
45

100

121

172
80

92
50

157
73

126
61

84
65

System of Green
Product Certification

0
FY
2001

FY
2002

FY
2003

FY
2004

At Casio, all new products are developed inGreen Product Certification Criteria
Consumer Products
Environmental Design Assessment:
Minimum required score is 90 out of total 100 points.
1 Labeling of materials used
2 Recycling-friendly Design
3 Standardization of functional parts types
4 Ease of disassembly
5 Battery recycling
6 Use of material identification codes
7 Disclosure of environmental data
8 Sorting and disassembly down to single materials
9 Recycled resources
10 Green Procurement*
11 Ozone layer protection and pollution control

Environmental Product Assessment:
Compliance with at least two amount the six items is required.
1 Reuse of resources: products other than watches
Allergic safety:watches
2

Reduced power usage and extended battery life3

A parts count reduction

4Effective use of resource saving measures(or recycled materials)

5

Use of lead-free solder

6

Elimination of harmful substances in parts*

1

Energy conservation

2

Reducing resource use

3

Reuse

4

Recycling

5

Easy processing

6

Environmental soundness

7

Packaging materials

8

Information disclosure

9

User manuals, catalogues, etc.

Percentage of Green Product Sales(Unit: %)90

System Products
Environmental Design Assessment:
Minimum required score is 810(90%) out of total 900 point.

Casio initiated the “Casio Green Products(C.G.P.) Activity” in fiscal 2001 and has since
worked toward the target of raising Green
Product sales to 50% of total product sales
by fiscal 2005.
In fiscal 2004, Green Product sales accounted for 59% of total sales, allowing Casio to achieve the goal one year ahead ofschedule. With a new Green Product saletarget set at 70% to be reached by fiscal
2007, Casio will plan to make assessmentof individual items on the product environmental audit sheet, select technical tasks to
be accomplished and make improvementson the focused areas so as to continue toraise the Green Product percentage.

Environmental Product Assessment:
Office computers and printers must meet at least
three of the items. Handy terminals and electronic
registers must meet at least two of the items.
1 Top runner in resource savings
2 Top runner in energy conservation
3 Top runner in environmental impact
4 No use of lead*
5 No use of hazardous substances* (in plastics)
or free of halogen * (in PCB)
6 No use of chrome*
7 No use of PVC*
8 Response to product recycling systems (forproduct bodies)
Energy Star (an energy saving label) certifica9 tion, an industry ecolabel certification, registration in an outside environmental database, or
third-party ecolabel certification.

70
59

60
35.3

44.4

30
0

1
FY
FY
FY
FY
FY
FY
FY
2001 2002 2003 2004 2005 2006 2007
TargetGreen Product Certification Results(Unit: number of models)
FY
FY2001 2002

FY
FY
2003 2004

Consumer Product

2

61

55

50

System Equipment Product

―

5

12

4

* Must be at or below the threshold value set by Casio’s Green Procurement Standards.

40

Global Environment and Casio

Efforts on Product
Assessment

Global Environment and Casio

Consideration for the Environment in Product Development

Examples of Green Products

A high-performance, elegant, slim credit card size digital camera[EXILIM CARD EX-S500]
This is a digital camera that realized a slim credit
card-size body with the use of a new slim 3X
optical zoom lens and the high-density packaging technology. Thanks to low power consumption, it has an extended battery life, enabling approximately 200 still pictures and 1 hour and 20
minutes of video time. The signal process technology called “Anti-Shake DSP” used in the EXILIM engine enables high sensitivity shots, andthe fast shutter speed reduces blurring fromhand motions and movements of the objects
when still pictures are being taken.
[Green Product Technology Points]• “EXILIM Engine,” a proprietary ultra-compact image processing module that achieves energy saving and a size
reduction, is installed.
• A metal (SUS316) that is easily recyclable is used for theouter case.
• No cadmium, mercury or hexavalent chromium is usedin the product.
• No polyvinyl chloride (PVC) is used in the packaging materials.

EXILIM CARD EX-S500
Digital Camera

A digital camera that saves energy and resources[EXILIM ZOOM EX-Z57]
Using the latest semiconductor process andlarge capacity batteries, as well as a low voltage
driver system, this camera has a high-resolution
5 megapixel CCD, in addition to a 3X opticalzoom lens and a large 2.7-inch display. Nonetheless, it has a longer life than the previous 2.0inch model (EX-Z4), and can take approximately
400 shots on a single battery charge. (EXZ-4
takes 144 shots.) (The battery life is about 2.7
times longer.)[Green Product Technology Points]• An easily recyclable metal (aluminum) is used for theouter case.
• No cadmium, mercury or hexavalent chromium is usedin the product.
• The volume of the package box is reduced by 51%(compared with Casio’s QV-4000).
• No polyvinyl chloride (PVC) is used in the packaging materials.

EXILIM Zoom EX-Z57
Digital Camera

EX-Z4
Pixel Count: 4 million
LC display: 2.0 inches
Number of shots: 144

EX-Z57
Pixel Count: 5 million
LC display: 2.7 inches
Number of shots: 400

Electronics dictionaries made with easily recyclable materials[EX-word Series]
Super-high resolution liquid crystal (HVGA) enables the industry’s first 480 x 320 dot display,replacing the 320 x 240 dot display used in thecompany’s earlier electronic dictionary models.
Even small letters and Chinese characters withnumerous strokes are displayed beautifully andsmoothly. A variety of user-friendly features areadded, including TAFCOT, a strengthening design that softens the shock of an accidental
drop.

[Green Product Technology Points]• An easily recyclable metal (aluminum) is used for theouter case.
• No cadmium, mercury or hexavalent chromium is usedin the product.
• No polyvinyl chloride (PVC) is used in the packaging materials.

Ex-word Series ofElectronic Dictionaries

Paper Use Reduction Effects of Electronic Dictionaries

Paper Reduction Effects

If all the dictionaries that are contained in the electronic dictionaries
that Casio sold in 2004 were to be converted to paper dictionaries,
they would weigh 22,071 tons. Assuming that 50 kg of paper is produced from one tree, approximately 440 thousand trees (22,071 tons
divided by 50 kg) were saved.

50
40
30
20
10
0

(Unit: 10 thousand trees)
4430
13
FY2002

FY2003

Electronic musical instrument contributes to energy and resource savings[Privia PX-100]
Casio performed a computer-assisted strength
analysis and built a resin-made body structurethat combines a wood cabinet, a keyboard unit
and a metal reinforcement board into a single
unit, the very first in the industry. The company
succeeded in an approximately 40% weight reduction and an approximately 20% reduction in
depth in comparison with its conventional models. Capitalizing on the company’s high-density
packaging technology, the sound source board
was also reduced in size at the same time. In
comparison to previous models, the LSI count41

was slashed by 50% and the board area wascut by 17%. With these improvements, Privia
provided the basis for greening of future electronic pianos.
[Green Product Technology Points]• An approximately 40% reduction in weight.
• An approximately 20% reduction in depth.
• A 50% reduction in the LSI count.
• A 17% reduction in the board area.
* In comparison with Casio’s PS20.
• No cadmium, mercury or hexavalent chromium is usedin the product.
• No polyvinyl chloride (PVC) is used in the packaging materials.

Privia PX-100
Electronic Musical Instrument

FY2004

Examples of Green Products

A Solar-powered, radio-controlled watch with lower power use and smaller size

[Oceanus]
motor and the SOI (rapid process low voltage
transistor) technology. Together with a solar battery, the technology gives Oceanus a long life.

Casio has worked on reducing the size of internal antenna and its power consumption, as wellas performance improvement of solar recharge
systems, since it adopted the technology tocorrect time by receiving standard radio waves
through an antenna in its wristwatches. For
Oceanus, a system that improves the efficiencyof radio reception was developed and adopted,
together with a reduction in the size of an antenna. In addition, low power consumption was realized with the use of a low power consuming[Green Product Technology Points]• Power consumption is reduced with the development ofa low power consumption motor.
• An easily recyclable metal (SUS) is used for the outercase.
• No cadmium, mercury or hexavalent chromium is usedin the product.
• No polyvinyl chloride (PVC) is used in the packaging materials.

Oceanus Watch

Compact, lightweight and energy efficient cell phone

A5512CAThe compact body of approximately 89 cc holds
a 1.28-megapixel camera. Shots of up to the
SXGA size (1280 x 960 dot) are possible. Sub
liquid crystal display comes loaded with a practical and fun watch. The screen is designed todisplay FLASH animation, using FLASH Lite.
[Green Product Technology Points]• This cell phone was developed under the concept of acompact, lightweight and energy efficient. Semiconductors, which were conventionally packaged on a board,
are integrated into on system LSI. By making parts’ padpitch narrow, the board was made smaller and the number of parts was reduced by 13%.

A5406CA

A5512CA(2004 Model)(2005 Model)

Comparison
with

A5406CA

Size(when folded)

Approximately 51 (width) x
102 (height) x 28 mm (depth)

Approximately 49 (width) x
94 (height) x 25 mm (depth)

A 21%
reduction
in volume

Weight(including
batteries)

Approximately 125 g

Approximately 105 g

A 16%
reduction

Continuous stand-by:
Approximately 200 hours (when folded)

Continuous stand-by:
Approximately 270 hours (when folded)

A 35%
increase

Continuous talk:
Approximately 160 minutes

Continuous talk:
Approximately 180 minutes

A 12%
increase

Global Environment and Casio

Battery life

Evaluation of Casio Green Products (Cellular Phones) by the LCA
Casio Green Products A5406CA (2004 model) and A5512CA (2005 model) were evaluated, using Casio’s LCA standards.

[Life Cycle Stages Assessed][Conclusions]
1. Comparison at the material procurement stage

Procurementof Materials

Use

Manufacturingof Products

Transportationand distribution

Recycling
Effects*1

DisposalResource
Recovery
RecycleReuse asMaterials for
Other
Products

Assumption for LCA Calculations: Products are used for five years.

[LCA Evaluation Results]
Energy Consumption and Reduction
A5512CA(Unit: mega joule)
142.1
115.8

150
Reduction Consumption

120

107.5
90.1

90
60

26.7

30
0

5.9 5.1

19.4

0.2 0.2

1.8 1.030
Procurement Manufacture Transportation
of
of
and
Materials
Products
Distribution

2. Comparison at the use stage
At the use stage, the environmental impact of A5512CA (2005 model) is smaller
than that of A5406CA (2004 model) in terms of both relative energy consumption
and CO2 emissions. This is the result of reduced power consumption and the extended battery life of A5512CA, which manifested themselves in the LCA evaluation.

3. Comparison of Recycling Effects

Inventory Analysis*2 (per unit of product)
A5406CAThe environmental impact of A5512CA (2005 model) is smaller than that of
A5406CA (2004 model) in terms of both relative energy consumption and CO2
emissions. This is the result of a reduction in the number of parts used in A5512CA
and its weight reduction, which manifested themselves in the LCA evaluation.

Use

DisposalandRecycle10.0 8.7
Recycling
Effects

10.0 8.7
Total

The recycling effects of A5406CA are greater than those of A5512CA in terms ofboth energy reductions and CO2 reductions. This indicates the high content of recyclable materials in A5406CA, which raises its likelihood of post-disposal use as
materials for other products.

*1 Recycling Effects
When a product is reused for materials (recycled materials) for other products after
the recycling stage, the materials are assumed to be used in the material procurement stage of the other products for computation purposes. In this example, therecycling rate of 100% was assumed with respect to recovery and recycling, basedon the recycling system of KDDI Corporation to whom the end-of-life products
were sold.
KDDI’s Recycling System
Recovered end-of-life cell phones, etc.
Cellular Phone Body

CO2 Emissions and Reductions
A5406CA(Unit: kg)

A5512CA

10
8
Reduction Emissions

6

Plastic

8.9
6.5

2

Batteries

ChargerManual Disassembly and Sorting of Materials
Steel

Aluminum

CopperMaterials

Batteries

Refining by Individual Makers

6.8
5.6

Recovered
Resources Steel Aluminum Copper Gold Silver Palladium ABS Resin Cobalt Nickel Cadmium

420Recycling Company

0.3 0.2

0.0 0.0

Procurement Manufacture Transportation
of
of
and
Materials
Products
Distribution

1.3 1.0Use

1.0*2 Inventory Analysis

0.0

DisposalandRecycle0.4 0.0
Recycling
Effects

0.4 0.0
Total

Creating a list of the environmental impact input (energy, raw materials, parts, etc.)
and the environmental impact output (CO2, waste, etc.) at every stage that arequantified. This enables quantification of environmental input and output.

42

Global Environment and Casio

Prevention of Global Warming
Casio tackles prevention of global warming from a number of different angles,
including CO2 emission reductions.

cut its CO2 emissions by 6% between 2008
and 2012 from the levels of fiscal 1990. To
comply with this mandate, Casio will study
ways to reduce total emissions by taking
part in emissions trading, etc.

Reduction of CO2
Emissions
Casio set out to reduce CO2 emissions perunit of production by 10% in fiscal 2005
and by 25% by fiscal 2010 from the levelsof fiscal 1990. However, the company’s CO2
emissions per unit of production in fiscal
2004 amounted to 0.48 ton – CO2/¥1 million, a 14% increase over the FY 1990 levels.
Starting with fiscal 2005, the company
will use CO2 emission figures per basic unitof actual production, which corrects the basic unit of production with Bank of Japan’s
Domestic Enterprise Price Index (electronicequipment) so as to more accurately reflect
the realities of changes in business modes
in line with the policies of the four electricaland electronic industry associations. Using
the corrected emission figures per basic
unit of actual production, Casio targets to
reduce CO2 emissions by 10% in fiscal
P32
2005 and 20% in fiscal 2010.

Example of Efforts

Efforts of Casio Micronics Co., Ltd.

* The data were collected from 16 sites, not including
Casio (Shanghai) Co., Ltd.

In fiscal 2004, the new inclusion of P.T.
Asahi Electronics Indonesia, which consumes large quantities of energy, in the
study caused both the total CO2 emissions
and the CO2 emissions per basic unit ofsales to rise. The unit was computed byusing as the denominator the sales figures
after they were converted to yen.

40,000

10,2460.63

20,144
FY1990

0.48
0.20

0.42
0.20

0.20

62,371
FY200067,647
FY2001

0.21

72,250

0.57
0.48

0.6

0.15
71,503
FY200374,607
FY2004

0.31
0.13
0.11
80,009FY2010Target78,273
FY2005
Target0.4
0.2
0Changes in CO2 Emissions per Unit of Production Corrected for Price Index■Electronics Equipment Division ●Electronic Component Division
1.0
0.87
0.8
0.6

0.51
0.42

0.42

0.4
0.2
0

43

0.21
FY19900.14
FY20000.12
FY2001

Total(Unit: ton/¥1 million)

0.47

0.31

0.29

0.2
0

FY2003

FY2004

Casio uses SF6 in its manufacturing process. Until last year, Casio stated its SF6
use efficiency to be 0.75. This year, thecompany hired a specialized contractor toperform a component analysis. The results
found that the use efficiency was 0.5 orlower with some variance. Furthermore, theuse efficiency rates fluctuate under different
conditions. Consequently, past data are restated here, using the use efficiency of 0.5,
a guidance value suggested by the Japan
Electronics and Information Technology Industries Association.

2,000

0.38

0.55

0.21

20,000
0

0.71

0.50
0.42

0.4

Use of SF6SF6 Emissions■CO2 Conversion Unit
●CO2 Emissions per Basic Unit of Production

Changes in CO2 Emissions and CO2 Emissions per Unit of Production at Domestic Sites

0.61

0.50

Changes in SF6 Usage, Emissions,and CO2 Equivalent Emissions

CO2 Emissions: Electronics Equipment Division
Electronic Component Division
Basic Unit of Production: ■Electronics Equipment Division ●Electronic Component Division
Total(Unit: ton-CO2)(Unit: ton/¥1 million)
1.0
16,688100,000
17,4170.87
14,1190.83
13,891
15,064
14,737
16,6330.81
0.880,0000.42

0.40■ SF6 Reductions(Unit: kg)

60,000(Unit: ton-CO2/¥1 million)
0.8
20,131
17,794
0.6

Reduction of Other
Greenhouse Gases■ CO2 Emissions at Overseas Sites

With respect to efforts to reduce CO2 emissions, Casio has switched to a fuel thatgenerates less CO2 and adopted co-generation. In addition, individual sites are taking
measures individually to reduce CO2 emissions.
The Kyoto Protocol mandates Japan to

CO2 Emissions ●CO2 Emissions per Unit of Sales(Unit: ton-CO2)
25,00020,00014,99315,00010,0000.37
5,000
0FY2002

Casio Micronics Co., Ltd. remodeled its
factory and installed a free cooling system(which uses cool outside air for air conditioning), and reduced power consumption, which in turn lowered CO2 emissions. At the company’s head office (inOme), Special Bunker A fuel oil was replaced with city gas as the fuel for air
conditioning of its clean rooms. As theexhaust gas became cleaner, CO2 emissions were slashed by 2% from the levelsof fiscal 2003.

■ Efforts to Reduce CO2 Emissions

Changes in the CO2 Emissions and CO2
Emissions per Unit of Sales at Overseas Sites

0.32
0.12
FY2002

0.34

0.37

0.08
FY2003

0.31

0.25

0.23

0.20

0.11

0.07

FY2004

FY2005
Target

0.27
0.18
0.06
FY2010Target

1,500
1,000
500
0

(Unit: ton-CO2)(Unit: ton/¥1 million)
20,0000.60
16,551 17,328
15,2480.413 0.429
15,000
0.440
0.45
0.312
14,2090.283
1,189 0.273
10,000
1,450
1,385
0.30
6,931 6,584.45
1,276
5,000
551
638
725
580
693
0.15
595
290
276
0
FY
FY
FY
FY
FY
FY
0.00
2000 2001 2002 2003 2004 2005

■ Total Discontinuation of NF3
Cleaning Gas
In the past, Kochi Casio used NF3 as acleaning gas in its TFT LCD manufacturing
process. NF3 was replaced with COF2 by
March 2005.
NF3 is not among the six gases specified
in the Kyoto Protocol. However, its warming coefficient is 10,800 times on a CO2converted basis. In comparison, the coefficient of COF2 is 1, the same as CO2. Therefore, the effects on warming can be reduced to 1/2500 in spite of a four-foldincrease in the volume of gas used.

Global Environment and Casio

Prevention of Air Pollution
Casio promotes the reduction of SOx, NOx and dust emissions
through facilities and energy conversions.

2004 than in fiscal 2001, which precedes
the introduction of co-generation.

Reduction of SOx, NOx
and Dust Emissions■ Emissions of SOx, NOx andRegarding SOx, NOx and dust emissions,
Casio will promote the use of turbo freezers, the gentlest kind of freezers to the environment, as a company-wide policy. In
addition, Casio will promote the replacement of heavy oil with such fuels as kerosene and city gas to reduce emissions.
In fiscal 2004, fuel for absorption-type
freezers was changed from heavy oil tokerosene in an effort to reduce SOx, NOx
and dust emissions.
Furthermore, old boilers at Casio Hitachi
Mobile Communications Co., Ltd. and Hachioji Research and Development Center
were replaced with new models that emit
little SOx, NOx or dust in the building thatwent through remodeling and additions,

The emissions of SOx, NOx and dust are
shown in the following graph.
In the Electronics Equipment Division,
the emissions of SOx and NOx have increased substantially since fiscal 2003.
This is due to the full-capacity operation ofco-generation, which burns heavy oil, at
Yamagata Casio Co., Ltd. as growing production necessitated an increase in electricity. The measured values of emissions at
Yamagata Casio Co., Ltd. clear the ordinance standards.
Co-generation was introduced to lower
CO2 emissions per unit of production. The
CO2 emissions per unit of production were0.038 ton-CO2/¥1 million lower in fiscal

Changes in NOx, SOx and Dust
Emissions at Overseas Sites

Table of Comparison of Freezer Emissions Impact on the Environment(Calculations based on the operating conditions within Casio)
Main Energy Source
Capacity

Name

Energy Source(RT)

Auxiliary Power
SourceDust at Overseas Sites
In fiscal 2004, Casio Korea Co., Ltd. andCasio Electronics (Zhongshan) Co., Ltd.
were able to reduce their NOx and dust
emissions, thanks to facilities alterations.
However, SOx emissions at Casio Electronics (Zhuhai) Co., Ltd. increased as adequate measures were not implemented.
The company plans to take action toward
reduction of emissions in the future.
As of fiscal 2004, there are no facilities
that emit NOx, SOx or dust at Casio’s overseas sites with the exception of Casio Korea Co., Ltd., Jiu Shui Keng Casio Electronics Factory, Casio Electronics (Zhuhai) Co.,
Ltd. and Casio Electronics (Zhongshan)Co., Ltd.

C Emissions During
1 Hour of Operation
(KgC)

Ratio

Turbo Freezer

500

Electricity

315 Kw

2.75 Kw

133.5

100%

Cooling and Heating
Machine (Standard)

500

City Gas

136 Nm3/h

9.95 Kw

295.6

221%

Cooling and Heating
Machine (Energy-saving)

500

City Gas

129 Nm3/h

11.75 Kw

281.4

211%

Cooling and Heating
Machine (Standard)

500

Kerosene

162 I/h

11.75 Kw

415.0

311%

Cooling and Heating
Machine (Standard)

500

Bunker A Fuel Oil

152.5 I/h

15.75 Kw

415.9

312%

* Turbo freezers exert the least environmental impact. Because they run electricity, they emit no NOx, SOx or dust in house.

NOx

SOx

(Unit: ton)

Dust

2.00
1.71

1.66

1.50
1.13

1.20

1.25

0.94

1.00

0.93

0.51
0.50

0

FY2002

FY20030.40

FY2004

Changes in NOx, SOx and Dust Emissions by the Domestic Electronic Component Division
NOx

SOx

Dust

(Unit: ton)

25

22.7
19.8

20

18.0

16.3

15
8.9

10
5

FY2000

0.9

0.7

0.6
0

8.9

7.5

5.8

5.3

FY20017.7

0.7
FY2003

FY2002

0.6
FY2004

Changes in NOx, SOx and Dust Emissions by the Domestic Electronics Equipment Division
NOx

SOx

(Unit: ton)

Dust

100
82.92
80

68.74

60
40

0

22.42

21.23

20
3.46 2.55 0.16

3.27 1.50 0.15

FY2001

FY20021.60

0.67
FY2003

FY200444

Global Environment and Casio■ Efforts to Reduce Emissions

Equipment Calculated

drastically reducing their emissions.

Global Environment and Casio

Control of Chemical Substances
Casio exercises proper control of chemical substances in compliance with the
PRTR Law and endeavors to reduce the volume of their use.

the Kofu region. The company is thus
awaiting the completion of treatment facilities in 2007. None of Casio’s overseas
sites holds or controls PCB.

Control of Substances
Subject to the PRTR Law

Complete Discontinuationof Hydrochlorofluorocarbon
Use

Regarding control of chemical substances,
Casio has in place a system of environmental control organizations that are set up
at sites where chemical substances areused. Built in these organizations are organizations that control chemicals. Under
this system, Casio controls chemical substances that are subject to the PRTR Law
and files reports as required.
At sites that use large quantities ofchemical solutions, drills are held to beready for such emergencies as chemicalsolution leakage.

Casio set out to terminate the use of hydrochlorofluorocarbon by the end of 2004at all of its manufacturing sites, including
those of its contractors. This goal was met
in March 2005 as all corporations cooperating with Casio ended the use of the substance.

Storage of
PCB-containing
Equipment
Casio targets to complete the proper disposal of all PCB-containing equipment by
the end of fiscal 2005. Equipment that iscurrently included in the disposal plan consists of 19 capacitors condensers and 258
small ballast for fluorescent that were usedin lighting fixtures, all of which are held at
Hachioji Research and Development Center, Hamura Research and Development
Center and Kofu Casio Co., Ltd.
Casio has stored these items under optimal conditions and filed reports in compliance with the law. Their disposal has beenplanned to mesh with prefectural plans for
disposal facilities.
Casio has made reservations for disposal in Tokyo with Japan Environmental Safety Corporation to dispose of the items thatare held at Hachiouji Research and Development Center and Hamura Research andDevelopment Center, and are awaiting thestartup of the treatment facilities. The items
that are stored at Kofu Casio Co., Ltd.
must be treated in Hokkaido because ofrestrictions on disposal placed by law in■ Efforts to Reduce Quantities
Used/Transferred
There has been a large increase in thequantities of PRTR-controlled chemical solutions that are used, due to a massive increase in the volumes of production atelectronic component manufacturing
plants. At Kochi Casio Co., Ltd., Casio Micronics Co., Ltd. and Kofu Casio Co., Ltd.,
efforts are under way to recycle chemicalsolutions (amino ethanol, hydrogen fluoride
and its water-soluble salts) so as to achieve
reductions.

Recycling of Used Chemical Solutions
Chemical Solution Companies
Recycling
Replenishmentwith New Solutions

Distillation

Delivery

Purchase

Supply Equipment Recovery Tank Primary Storage

Waste

Used in Processes
Casio

Complete Discontinuationof Solder containing lead
Casio used lead-free solder in its Eco electronic calculators in 1999, the first such attempt for the company. Since then, thecompany has worked on curtailing the useof solder containing lead. In fiscal 2003,
packaging technologies that are free ofsolder containing lead were established inall departments, and the use of solder containing lead ended at the end of fiscal
2004. There are, however, some models
that were excluded from the change, including those models that are destined for
discontinued production.
Use of solder containing lead at overseas sites changed over time as shown in
the following chart. However, a switch tolead-free solder was completed at the endof fiscal 2004.

Changes in the Use of Solder containing
lead at Overseas Sites(Unit: ton)
25
21.78
20
15.97
15

12.61

10
5
0

3.74

FY2002

FY2003

FY2004

Transfers and Emissions of PRTR-controlled Substances *Column totals in the table may not add up, due to rounding errors.
Class 1 DesignatedChemical Substance Name
Ethylbenzene
Ethylene glycol*(Unit: ton)

FY2003
Amount released

FY2004
Substance Site using one
AmountSite using one AmountAmountAmount released
AmountQuantities
Quantities
No.
or more tons ofor more tons oftransferredtransferred Quantities Quantities
the substance handled Atmosphere Public Waters and waste Consumed Recycled the substance handled Atmosphere Public Waters and waste Consumed Recycled
40
1
11.71
3.55
8.16
1
9.37
2.48
6.90
Decreascd below 1 ton in fiscal 2004 by reviewing used chemicals
43
1
3.24
3.24

Xylene

63

2

49.25

Octyl phenyl ether

308

1

1.18

2-ethoxyethyl acetate

101

3

16.99

Theouria

181

1

15.36

Water-soluble copper salt

207

1

16.89

Toluene227

Hydrogen fluoride and its water-soluble salts

283

2-amino ethanol

16

Total

24.13

25.12

2

42.28

1

3.15

10.12

3

17.17

6.53

15.36

1

23.59

0.00

16.85

1

23.98

0.01

1.18
6.87
0.04

18.49

21.43

2.36

3.15
10.64
23.59
0.04

23.92

No use within the Group as the processes that use thecontrolled substances are contracted out

1.47

1.47

1

13.30

0.07

2.59

10.62

1

9.60

2

29.83

0.03

0.03

29.77

2

36.86

0.07

0.04

1.87

155.9

36.12

2.67

169.24

27.42

2.00

94.74

75.61

41.57

1.92

7.68

*Ethylene glycol exceeded 1 ton in FY2004 again because of the start-up of a new business at Casio Micronics Co., Ltd. (head office).

45

FY2001

34.88
2.36

42.56

Global Environment and Casio

Reduction of Industrial Water Use and Prevention of Soil and Water Contamination
Casio strives to reduce the use of industrial water through such means as recycling of wastewater andprevent the release of contaminants to waterways, soil and subterranean water.

■ Industrial Water Usage at Overseas Sites

Casio targets to accomplish a 5% reduction in its industrial water usage per unit ofproduction by fiscal 2005 over the levels offiscal 2000. Casio’s company-wide water
usage in fiscal 2004 amounted to 14.2
thousand m3/¥1 million, an 18% increaseover the fiscal 2000 usage of 12.0 thousand m3/¥1 million.
This was in part due to an increase in theuse of water for cleaning, air conditioning
and Yamagata Casio’s co-generation, resulting from an increase in production volumes. The other reason was a fall in thesale price. The water use per unit of production, after adjustment for Bank of Japan’s Domestic Enterprise Price Index(Electrical Equipment), amounted to 7.5 forfiscal 2004 for the entire company, an approximately 15% decrease over the levelsof fiscal 2000.

In fiscal 2004, such factors as the new inclusion of P.T. Asahi Electronics Indonesia,
which uses large quantities of water, in thisreport and a production increase at Casio(Thailand) Co., Ltd. caused both the water
usage and the water usage per unit ofsales to rise. Notwithstanding, Casio is
working to lower water usage per unit byorganizing a water usage reduction campaign at all sites.

the Waste Water Volume

Water Usage ●Water Usage per Unit of Sales(Unit: m3)(Unit: m3/¥1 million)
12.0
400,000
285,264
265,404
10.0
300,000
261,6618.0

200,000
100,000

6.51

5.91

7.13

0

FY2002
FY2003
FY2004* The data were collected from 16 sites, not includingMontres Casio France S.A.

6.0
4.0

Prevention of Water
Contamination
Casio steadfastly performs regularlyscheduled maintenance of its wastewater
treatment facilities and water quality
checks that are mandated by law, as wellas files reports to government offices as required by law and ordinances. Casio has
never experienced contaminants surpassing their standards-specified limits.
With respect to facilities, Casio sets its
voluntary standard values at 10 percent ormore below the standards that are established by the national and local governments so as to ensure that Casio always
clears such government-established standards. Casio installs equipment that is capable of clearing such values by consulting
equipment makers.

Changes in the Usage of Water / Changes in the Water Usage per Unit of Production at Domestic Sites
Electronic Component Division
Water Usage: Electronics Equipment Division
Water Usage per Unit of Production:■Electronics Equipment Division ●Electronic Component Division ◆Total
3(Unit: thousand m )(Unit: m3/¥1 million)
3,000
30
26.5
168
25.0
179 24.1
168
2,500
25
2,655
21.7
170
213
19.4
199
2,551
2,230
2,172
2,000
20
2,454
2,047 20.0
15.3
14.2
14.2
12.8
1,500
15
12.0
11.4
1,000
500
0

With respect to prevention of soil and underground water contamination, no accidents, such as leakage, occurred at any of
Casio sites during fiscal 2004. No contamination was found in soil or rivers in the vicinity of Casio sites, either.

■ Status in Fiscal 2004
Changes in the Use of Water and those of theWater Use per Unit of Sales at Overseas Sites■ Efforts to Reduce Water Use andWith a rise in the production volume, water
use in manufacturing processes also grew.
The installation of facilities to reuse waste
water at Kochi Casio Co., Ltd., Kofu Casio
Co., Ltd. and Casio Micronics Co., Ltd.,
however, led to the Electronic Component
Division’s use of 1,747 thousand m3 of recycled water, representing 6.7% of the total
water use in the preceding fiscal year, or
2,551 thousand m3. By striving to increase
the use of recycled water, Casio hopes tocontinue to lower its industrial water use
and the volume of its wastewater.

Prevention of Soil andUnderground Water
Contamination

Casio makes it a policy to preferentially examine soil of the premises on which thecompany has a manufacturing plant or
conducts research and development forcontamination. In the event contamination
is found, the findings are disclosed.
Moreover, a contamination study must
be completed and the absence of contamination confirmed before any land is newly
purchased. In January 2005, land was purchased for the second plant of Casio Micronics Co., Ltd. This too was preceded bya soil study, which was conducted at theexpense of the landowner, and the absence of problems was confirmed.

Results of Soil Contamination
Studies in FY2004(Unit: number of studies)
Domestic

Overseas

Land on which a
study was completed

4

1

Land that was revealed
to have contamination

0

0Land that has beencleaned00■ Efforts to Reduce Impact
As for wastewater facilities that may cause
soil contamination, Casio implements suchmeasures as a double structure for piping
and enclosing chemical solution tanks withconcrete that has been given anti-leakage
treatment. Whenever suppliers deliver
chemical solutions, a Casio supervisor ispresent on site so that immediate action
can be initiated in the event of unanticipated accidents. The departments that use
large quantities of chemical solutions thatcan contaminate soil conduct annual drills
by simulating a chemical leakage to ensure
full readiness.

10
2.4

2.5

2.5

1.8

2.1

FY2000FY2001

FY2002

FY2003

FY2004

1.5
FY2005 Target

5
0

46

Global Environment and Casio

Reduction of Industrial
Water Use and that ofWaste Water

Global Environment and Casio

Reduction of Waste Generation and Landfil Wastes
Casio has been working to reduce emissions and promote recycling toward
the goal of zero emissions at all Casio sites.

to reach the goal.

Zero Emission* Casio defines “zero emission” to be landfill wastes representing 1% or less of the total wastes.

Casio has set up targets in the area ofwaste generation curtailment to reduce
waste generation per unit of production by
30% in fiscal 2005 from the levels of fiscal
2000, and achieve zero emission. *In fiscal 2004, Casio reduced its waste
generation, partly by installing condensation equipment (through evaporation of water) for waste chemical solutions in theElectronic Component Division. The overall
waste generation per unit of production
was 30.1 tons/¥1 million, which was 85%of the level reported in fiscal 2000.
Regarding the zero emission target, 10of the 14 sites that are subject to domestic
monitoring achieved zero emission. The remaining four sites are taking various steps

Reduction ofLandfill Wastes

waste by promoting contracts with themost suitable contractors for the specifictypes of wastes at each Casio site.

■ Status of Wastes at Overseas Sites

As the following diagram shows, waste
treatment follows a series of steps taken bya contractor. These steps consist of sorting, intermediate processing, recycling andburial of the final residues in a landfill.
The ability of a waste management company to properly process waste is a prerequisite for the reduction of landfill wastes.
Thus, sorting of wastes at the sites wheresuch wastes are generated is extremely important. Accordingly, Casio has implemented activities to ensure that wastes are sorted properly at each of its sites.
Casio also promotes reduction of landfill

Starting with fiscal 2004, P.T. Asahi Electronics Indonesia was newly included inthis report. As a result, both the total volume of wastes and their volume per unit increased. At present, measures to reduce
the total volume of wastes and their unit
are being examined.

Changes in the Quantities of Wastes
Generated / the Quantities of Landfill Wastes/ the Quantities of Wastes Generated per Unitof Sales at Overseas Sites
Quantities of Wastes Generated
Quantities of Landfill Wastes◆Quantities of Wastes Generated per Unit of Wales(Unit: ton)
2000
1600

Quantities of Wastes Generated: Electronics Equipment Division
Electronic Component Division
Quantities of Landfill Wastes:■Electronics Equipment Division ■Electronic Component Division(Unit: ton)
8,000

800

712.2

2,000
0

4,226

3,883

254
834
FY2000

2,388

1,790

67
202

FY2001

4,998

5,135

45
1,392 102
FY2002

1,626

19
76

FY2003

4,359

4,750

11
1,429 90
FY20041448
1,387
FY2005 Target

Changes in the Quantities of Wastes Generated per Basic Unit of Production■Electronics Equipment Division ●Electronic Component Division ◆Total(Unit: ton/¥1 million)
56.1
60
47.4
45.3
50
41.2
40.6
40
33.9
35.4
30
20.3
33.0
20
28.4
20.9
10
17.8
0
FY2000FY2001
FY2002
FY2003

Electronics Equipment Division (Domestic Sites Only)
Intermediate Processing
Quantities Reused,
Reclaimed orUsed for Heat
Recovery by theBusiness Operator

3.00
2.00

322.0

1.00
1.77
0
FY2002
FY2003
FY2004* The data were collected from 15 sites, not including
Casio (Shanghai) Co., Ltd. or Casio India Co., Pvt. Ltd.
0

16.6
FY2004

34.7
24.8
12.6
FY2005 Target

Intermediate Processing
Quantities Reused,
Reclaimed orUsed for Heat
Recovery by theBusiness Operator

806.1 tons
Quantities
Recycled

416.3 tons

1,222.4 tons

Total Quantities
of Wastes
Generated

Amount of
Residue

Quantities of
Recyclable
Resources Used for
Heat Recovery

1,428.8 tons

0 ton

0 ton
Quantities
Incinerated
or Dehydrated

1,428.8 tons

30.1

Quantities of
Recyclable
Resources
Reused0 ton

Total Quantities
of Wastes
Discharged

41.2

169.7 tons

Recognizing that improvement of the recycling rate is an important theme of corporate social responsibility, Casio has been
devoting its efforts to sorting of wastes anddiscovery of new recycling contractors. As
the result of these activities, Casio achieved a 57% recycling rate on a companywide basis in fiscal 2004.

Electronic Component Division (Domestic Sites Only)

Quantities of
Recyclable
Resources
Reclaimed

47

410.2

960.8

Promotion of Recycling

6,000
4,000

1,123.4
2.54

1200
400

Changes in the Quantities of Wastes Generated and Quantities of Landfill Wastes at Domestic Sites(Unit: ton/¥100 million)
5.00
1,656.4
4.14 4.00

Quantities ofWastesReduced inVolumeQuantities of
Recyclable
Resources
Reused1,336.0 tons

0 ton

Quantities of
Recyclable
Resources
Reclaimed

Quantities
Recycled

736.5 tons

2,264.5 tons

Total Quantities
of Wastes
Generated

Amount of
Residue

Quantities of
Recyclable
Resources Used for
Heat Recovery

4,358.6 tons

0 ton

192.0 tons
Quantities
Incinerated
or Dehydrated

116.7 tons
Quantities
of Landfill
WastesTotal Quantities
of Wastes
Discharged

89.7 tons

4,358.6 tons

2,092.9 tons

Quantities ofWastesReduced inVolume2,083.4 tons
Quantities
of Landfill
Wastes10.7 tons

Global Environment and Casio

Communication about the Environment and Disclosure
Casio strives to actively disclose information
through various opportunities and media

Casio has participated in the Eco-products
Exhibition since it started. The Eco- products
Exhibition is the largest exhibition of environmentally conscions products, services andactivities in Japan. In fiscal 2004, Casio
sought to build communication with its stakeholders about the environment by introducing
Casio products that were developed under
the concept of “compact, lightweight, slim,
and energy efficient,” and also by making avideo presentation of Casio’s environmental
conservation activities.
Casio plans to take part again in the EcoProducts 2005 Exhibition.

• I felt that it would become necessary forschools to publish what might be called aschool management and environmental
report so that school education can beevaluated and improved on.
• I was able to develop clear understandingof the concept of LCA (life cycle assessment) and how corporations use it.

Casio began to publish its environmental report in 1999. The old reports, together withthe latest report, can be viewed at Casio’s
Website.

URL“Sustainability Report
Reading Session” Held

URL

Sustainability Report 2004
(published in July 2004)

http://world.casio.com/env/

Publication ofSite Reports

Environment Home Page

Participation in the
Sustainable Management
Forum of Japan
Starting in fiscal 2004, Casio has taken part in
the Sustainable Management Forum of Japanby having Mr. Wakao, Section Chief of Casio’s
CSR Operation Section serve as a director of
the forum. His responsibilities include providing manpower assistance to the Sustainable
Management Rating Reviews, which are conducted annually by the Sustainable Management Rating Institute, an external organizationof the forum, and contributing to the sustainable growth of the society.
URL

On August 3, 2004, Casio invited seventeachers from elementary and middle schools
in the Tokyo area to its Hachioji Research andDevelopment Center and held the“Sustainability Report Reading Session.”
Casio personnel gave a presentation of Casio’s environmental activities, using the Sustainability Report 2004 as the main referencematerial, and had the participants hold a Casio Green Product (digital camera) and examine it while explanations were provided.
The participants gave the following comments and opinions:• I felt the need to educate my students
about how corporations approach environmental issues.

Again in fiscal 2004, Kofu Casio Co., Ltd.
published its annual site report. In addition,
Kochi Casio Co., Ltd. and Casio Micronics
Co., Ltd. published their site reports for the
first time. These reports provide details of theirsite-specific efforts on environmental conservation, resource saving, energy saving, andeco-communication.

Site Reports 2004
(From left, Kofu Casio, Kochi Casio and Casio Micronics)

Information Releaseon the Environmental
WebsiteSustainability Report Reading Session･

http://www.casio.co.jp/csr/(in Japanese)

Publication ofEnvironmental Reports

Environmental Report
2003

Eco-Products 2004

activities of the Casio Group, a home pagehas been set up to provide the latest information on the company’s environmental activities.

http://www.smf.gr.jp/index.htm

Outside Awards

Yamagata Casio Co., Ltd. received recognition by the Environmental Conservation
Council of the Prefecture of Yamagata in fiscal
2005 for its environmental conservation activities over the past three years, including theachievement of zero emission, a reduction of
CO2 emissions with the adoption of a co-generation system, and a reduction of wastes
with the development of a defect generation
system. The company was conferred with the“Yamagata Prefectural Governor’s Award for
Excellence in Promotion of Environmental Conservation.”Award Certificate

In connection with the overall environmental

48

Global Environment and Casio

Participationin Exhibitions

Global Environment and Casio

Consideration for the Environment in the Area of Distribution
Casio endeavors to lower CO2 emissions that result from the transport of its product byimproving the efficiency of distribution through such means as a modal shift.

that result from distribution:(1) Reduction of the total transportation
distance and the CO2 emissions while
lowering the distribution cost throughrelocation, elimination and integration ofdomestic distribution centers.
(2) Promotion of a modal shift in favor of JR
rail containers.
(3) Promotion of a switch from charteredfreight transport to shared deliveries
and route services.

CO2 Emission
Reductions in Domestic
Distribution
Casio has a policy of “targeting for distribution that is gentle to the environment, given
the mission to improve the levels of distribution services to its customers and users.”
Based on this policy, Casio strives to reduce the environmental impact of its distribution.
Specific targets in the area of domestic
distribution include a 50% reduction in CO2emissions (per unit of sales) by 2007 overthe 2000 levels.
A look at CO2 emissions in fiscal 2004 byroute reveals that reductions progressedon the formal delivery routes (central distribution center → distribution center →customer) that had been monitored closely.
On the other hand, increases occurredalong direct shipment routes from a central
distribution center to customers, an areathat had not been kept track of before. As
a consequence, total emissions were
104% and emissions per unit of sales were
93% of the preceding year.

Eastern Distribution Center: Adachi Ward→
Koto Ward (Scheduled for August)Western Distribution Center: Yodogawa Ward,
the City of Osaka → Minato Ward, the City ofOsaka (Scheduled for October)

Consumer Products:
Factory, Seaport, Airport→Suzuka Central Distribution CenterSuzuka Central Distribution Center→Distribution CenterSuzuka Central Distribution Center→Customer
Distribution Center→Customer●Per Unit of Sales

4,323(Unit: ton- CO2/¥100 million)
1.8

Data coverage was expanded.
In the past, data were obtained only withrespect to the “Central Distribution Center→Distribution Center” and “Distribution
Center→ Customer” routes. Starting with
2004, the data compilation was expanded
to the routes shown in the diagram.
• Conventional scope ofdata compilation• Routes that are newly included
in data compilation• Routes not yet encompassed
for data compilation

Delivery Flow of System Products
Domestic Factory

153

1.10

1.2

1.02

248
1,868

Reductions of CO2 Emissions
through a Modal Shift

In 2005, distribution efficiency improvements will be made by relocating distribution centers to areas near ports and also by
promoting their integration with Suzuka
Central Distribution Center.

System Products:■Factory, Seaport, Airport→System Distribution Center

4,500

Relocation, elimination and Integrationof Domestic Distribution Centers

Delivery of Consumer Goods

Changes in CO2 Emissions and CO2
Emissions per Basic Unit of Sales Resulting
from Domestic Distribution(Unit: ton- CO2)
6,000
1.60

Example of Efforts

In July 2005, production of page printerbodies and toner was transferred from Japan to China. The system distribution center will then be relocated from Kofu to Yokohama. The purpose to reduce thedistance of truck transportation from portsby bringing the distribution center closer tothe bay area.

Casio has been pressing forward withthe following three action plans in order torealize its target to reduce CO2 emissions

3,278

3,000

129
235

1,324

3,416

128
216

1,249

0.6

296
1,758

435
1,155

697

FY200049

FY2003

FY2004

Trucks(Unit: ton)

1,324

1,249

74

76

FY2003

FY2004CO2 Emission
Reductions in Overseas
Distribution
In the past, Casio set its targets only withrespect to domestic distribution. Startingwith fiscal 2005, however, targets are set
newly for overseas distribution too.
Targeting to reduce CO2 emissions perunit of sales by 5.0% by fiscal 2007 fromthe levels of fiscal 2004, efforts will be focused on the following themes:• Integration of Malaysia Distribution Sites• Printer Packing Box Improvement• Digital Piano Packing Box Improvement• Relocation of PA Distribution Site to China• Stepped-up Use of Chinese Ports instead of H.K. Port
• Relocation of CCP’s Delivery Sites to
Areas near Ports• Use of ALLWATER SERVICE for shipping to the East Coast (New Jersey) of
the United States (Railroad → Sea)
• Concurrent use of SEA & AIR SERVICE
for shipping to Europe

CO2 Emissions by Region andby Route in FY2004

Delivery Flow of Consumer Products

Boat

Air Transport Railroad

North America

9,504

35,218Europe8,854

29,849

Japan

2.960

7,338

China

132

521

ASEAN

79

0

21,53072,926

Seaport/Airport

Distribution Center0

JR Containers
2,500
1,868
2,000
1,500
1,000
500
101
0
FY2000

Customer

Suzuka Central Distribution Center

1,126

0

Seaport/Airport

System Distribution Center (Kofu)

Domestic Factory
1,500

Promotion of a Modal Shift
A modal shift means a switch in the method oftransporting products from trucking, which
exerts large environmental impact, to freighttransportation by railroad.
Looking at the distribution of consumer
goods, where a modal shift was made. CO2
emissions between central distribution centersand distribution centers in fiscal 2004 decreased by 75 tons-CO2 over the levels of fiscal
2003. The breakdown shows a decrease indeliveries by trucks and an increase in JR container deliveries. This suggests that a switch to
JR containers contributed to CO2 reductions.

Delivery of System Goods■ Efforts to Reduce CO2 Emissions

Example of Efforts

Total(Unit: ton)

1,303

Total
46,02538,703

1

10,299
653
79

1,303

95,759Customer* “Differences” shown in the table may not match the resultsof the computations. This is due to rounding of fractions.

Global Environment and Casio

Consideration for the Environment in Connection with Packaging Materials
Reduction of theEnvironmental Impact of
Packaging Materials
Casio is ever in pursuit of the “optimal
packaging design for transportation” that ismost suitable for specific products and themethod of distribution as part of the company’s efforts to use environmentally conscious packaging. Casio has been pressing
forward to reduce the amount of packaging
materials used and that of packaging materials that are discarded through such efforts as the development of structures andshape of packaging themselves and reductions in size and weight of packaging,based on the understanding of productstrengths. In addition, the company has
been moving aggressively toward using reclaimed resources for packaging and recycling used packaging materials.

■ Special Committee on Packaging
Casio’s activities concerning environmentally conscious packaging are run primarily

by the Special Committee on Packaging,which is organized by Casio’s Environmental Conservation Committee. The committee sets environmental action targets andchecks on responses to and managementof environment-related matters.
Since fiscal 2000, packaging material usage volumes have been tracked in a database. Targets were set up through fiscal
2003 and efforts made for reductions. In
fiscal 2004, along with Casio’s businessexpansion, a new reduction target was set
for the total packaging material usage perunit of sales through the end of fiscal 2007.
Casio is working toward this goal, which isto reduce packaging material usage by atleast 30% by the end of fiscal 2007 fromthe levels of fiscal 2000.

Changes in the Total Packaging Materials
Used and Those in the Total Packaging
Materials Used per Unit of Sales
Total Packaging Materials Used
●Total Packaging Materials Used per Basic Unit of Sales(Unit: ton)
15,0009,000(Unit: ton/¥100 million)
3.0
13,30012,2842.43 12,155
12,2702.5
2.32
10,6272.20
10,708
1.93
2.0

6,000

1.5

3,000

1.0

12,000

Action Policies of the Special Committee
on Packaging

2.76 2.78

Main Objectives
Volume reduction of packaging wastes takes up
an important part of environmental conservation
activities for a sustainable society. The key philosophy of packaging is that either the amountof packaging waste must be reduced or packaging that is gentle to the environment must be
created. Casio believes that this is a responsibility that makers should accept willingly.

0.5
FY
FY
FY
FY
FY
FY
2000 2001 2002 2003 2004 2007
*The figures for Total Packaging Materials Used paperbased, cardboard, polystyrene foam and plastic materials.
0

Policies
1.Establishment, implementation and evaluationof action targets for environmentally conscious packaging.
2.Development of environmentally conscious
packaging, and sharing and commercialization of technologies.
3.Compliance with laws and regulations of various countries regarding environmentally conscious packaging.
4.Ascertainment of the total quantities of packaging materials used by Casio.
5.Establishment of packaging quality guidelines.

Operation
The Special Committee on Packaging meets on
a quarterly basis.

Description of Actions
Reduction of packaging materials: weight reductions and size reductions
Safety of materials: compliance with regulations concerning hazardous substance contents.
Recyclability: Use of a single material, Ease of
disposal, Compliance with regulations concerning package labeling.
Use of resource-saving materials and reclaimed resources: use of reclaimed paper, reclaimed plastics and non-wood paper.

■ Efforts to Reduce Packaging Materials
In fiscal 2004, efforts were made to makepackaging boxes smaller and lower thequantities of materials used by determining
the anti-shock strengths of products andpackages. Moreover, attempts were madeto reduce the size of packaging boxes andimprove the packaging ratio (= volume of abox/volume of a product). In addition, suchpackaging reduction efforts as a re-examination of packaging materials and a studyof efficient dimensions for cutting materials
resulted in the total packaging material use
per unit of sales in fiscal 2004 to be 2.20, a
5% decrease from the preceding year.
In addition to continuing to conduct
these activities, Casio will tackle the following themes in the future:• Improvement of the ratio of reclaimed
plastic material used in plastic packaging, in response to increased demand
for the use of plastic in packaging materials stemming from the diversificationof packaging design and the growth ofsales promotion displays.
• Active promotion of “returnable packaging” that uses shuttle boxes in a move
aimed toward resource-recycling distribution.
• Re-examination of the packaging quality assessment standards (specifications
related to falls and vibrations), in recognition of the decreased number of delivery routes resulting from efficiency improvements made to the distribution
process and the consequential decline
in cargo handling frequency.
• Pursuit of “Universal Packaging,” which
offers ease of opening boxes, ease of
taking products out and ease of waste
disposal to consumers.
• Reduction of CO2 emissions with a reduction in the number of containers andthe frequency of transportation throughimprovement of the shipping containerloading efficiency, resulting from a reduction in the size of outer boxes forshipment.
• Continued efforts to reduce the amountof polystyrene foam used.

Example of Efforts

Reduction of Polystyrene Foam Use
The major part of polystyrene foam use isfor packaging of large products. In fiscal
2004, polystyrene foam shock absorbersthat were used in the packaging of musicalinstruments were replaced with paperbased materials. In the future, Casio plansto gradually switch over to paper-based
pulp molds, mainly for the packaging of(standard) keyboards.

Changes in Polystyrene foam Used and Thosein Polystyrene foam Used per Unit of Sales
Packaging Used ●Per Unit of Sales(Unit: ton)
(Unit: ton/¥100 million)
0.15

500
400

406

0.12

372
321

332

319
0.09

300
0.091 0.097
200

0.06

0.073
0.063

0.057
0.03

100

0.00

0
FY
FY
FY
FY
FY
2000 2001 2002 2003 2004

50

Global Environment and Casio

Working to successfully develop “environmentally conscious packaging”
through our Special Committee on Packaging

Global Environment and Casio

Recovery and Recycling
Casio believes that its responsibility extends all the way to disposal and recycling of its products.
It thus establishes recovery and recycling routes individually for each of its products.

■ Recovery of Portable Recharge-

Domestic Targets andActual Results of
Fiscal 2004

able Batteries

Casio strives to promote recycling of Casio
products by establishing recovery and recycling routes for individual products.
Regarding the actual recovery results
and recovery methods, efforts for thoroughinformation are made through such means
as publication on Casio’s Website.

■ Recovery of Information Devices from Corporate Customers
Casio began to recover and recycle information and communications devices from
corporate customers in February 2002, targeting to surpass the recycling target ratethat is set by the Law for Promotion of Effective Utilization of Resources (the revised
Recycling Law). The company has beenworking to improve recycling rates by employing such tools as a trade-in campaign
for page printers.

■ Recovery of PCs from Households
Casio has been working on the recovery
and recycling of end-of-life PCs and monitors that are released from households, targeting to surpass the recycling target ratethat is set by the Law for Promotion of Effective Utilization of Resources (the revised
Recycling Law).

Recovery of Information Devices
from Corporate Customers (FY2004)

Recycling

PC/OC

CRT/
LCD

Printer

9.94tons 5.77tons 23.66tons 3.51tons
84.8%

77.6%

86.7%

86.4%

TargetRecycling Rate

50%

55%

—

—

Recovery of PCs from Households (FY2004)
DesktopPC

NotebookPC

CRT/LCD

AmountRecovered

189kg

13kg

119kg

AmountRecycled

138kg

5kg

98kg

Percent
Recycled

72.9%

36.2%

82.7%

TargetRecycling Rate

50%

Recycling■ Recovery of Label Printer Tape

FY200355%

FY2004NiCd Battery

436kg

289kg

Nickel Hydrogen Battery

20kg

654kg

Lithium Ion Battery

84kg

748kg

Small Sealed Lead Acid Battery

0kg

0kg

Drum and Toner Cartridge Recovery Results
FY2003

FY2004235.0tons

717.0tons

Reused42tons83tonsMaterial
Recycling

193tons

634tons

Percentage Recycled

100%

100%

Amount Processed

Label Printer Tape Cartridge Recovery Results
Amount Recovered

20%■ Casio, Inc.
In the state of California, the California
Electronic Waste Recycling Act (SB20)
came into effect in September 2003. Under
the law, retailers are required to collect recycling fees from consumers when sellingelectronic products that are subject to thisAct for the purpose of proper recycling or
disposal. The Act was revised to “SB50” inSeptember 2004 and the scope of covered
products expanded.
Casio, Inc. is taking steps to inform consumers the proper ways to dispose of
products and file annual reports with thestate of California.
In addition, the company is conducting a
study of hazardous substances that arecontained in products along with the construction of its Green Database.

Cartridges
Casio recovers and recycles used label
printer cartridges and DISK title printer ink
ribbons that are widely used by corporations and households.

ECR/Other

Dot/Page ECR/POS//Other UPS/Other

Percent
Recycled

51

Sets
Since 2000, Casio has been recovering
spent drums and toner sets by using contract carriers.
Recovered drums and toner sets are disassembled at the Eco Center of Casio
Electronic Manufacturing Co., Ltd. to reclaim reusable parts. Parts that cannot bereused are converted into materials. At
present, the recycling rate*1 is 100%. Casio
will continue to strive to maintain this recycling rate in the future.

Portable Rechargeable Battery
Recovery Results

Amount 11.72tons 7.44tons 27.27tons 4.06tons
RecoveredAmountRecycled■ Recovery of Drums and Toner-

AmountRecycled

Main Body Monitor

Since becoming a member of JBRC, a limited liability intermediate corporation (formerly Japan Battery Recycling Center) in
September 2001, Casio has cooperated
with the recovery and recycling of portable
rechargeable batteries.

Status of Overseas
Recovery and Recycling

Weight

FY2003

FY200457,200pieces

77,430pieces

1.82tons

2.46tons■ Casio Europe GmbHThe Law concerning Containers and Packaging of Products Sold in Germany (German Container and Packaging Law) thatwas enacted in 1991 (and most recently
revised in 1998) mandates business operators to recover and recycle packaging
wastes.
Casio Europe GmbH furnishes DSD*2
AG a monthly report of actual shipments,
and pays licensing fees commensuratewith the actual performance to use the“grüne Punkt (Green Dot),” the DSD logo.
In Austria, too, licensing fees are paid to
ARA*3 although the shipping volumes are
small. The licensing fees in fiscal 2004
were Û62,000 in Germany and Û3,982.6 inAustria.
*1: Recycling rate = (Weight of reusable parts removed +Weight of parts converted to materials) ÷ Weight ofgoods rendered for recycling.
*2: DSD AG: Acronym for Duales System Deutschland AG*3: ARA: Acronym for Alstoff Recycling Austria

Response to the WEEE & RoHS Directives■ System of Promotion

All Casio products are subject to both the WEEE and RoHS Directives. Accord-

Both the WEEE and RoHS Directives are legal requirements of the European Uni-

ingly, all companies in the Casio Group that are affected by the directives areon (EU). The WEEE Directive mandates the construction of a recovery and recy-

pressing forward with efforts to be in compliance with these legal requirements.

cling system for electric and electronic equipment. The RoHS Directive bans the

To promote such efforts, the WEEE & RoHS Promotion Work Group was createduse of specified hazardous substances (lead, mercury, cadmium, hexavalent

in 2004 with members from the International Sales dept., the European andchromium, and PBB and PBDE, both of which are bromine-containing flame re-American Sales dept., the Overseas System Sales dept., the Development dept.,

tarders) that are contained in electric and electronic equipment. European coun-

the Distribution dept. and various materials depts. of the Material Control dept.,

tries are expected to enact and implement laws that are in conformity with thesevarious item depts., and the Environment Center (administrative office).

directives.

System to Promote the Response to the WEEE & RoHS Directives
System to Promote the Response to the WEEE & RoHS Directives
Administrative Office (Environmental Center)
Global Marketing Headquarters Strategic Marketingand Sales Division North America and Europe

Overseas Marketing & Sales Department
System Solution Products HQ.

Casio Europe GmbH

Casio UK

Montres Casio France S.A.

International Sales andMarketing Division

Development Dept.

Materials Control Dept.

Agencies in various countries

Various materials departments

Distribution Dept.

Various item departments■ Efforts on Response to the WEEE Directive

forward with preparations to place a designated marking of the WEEE Directive

Casio is in the process of selecting local recycling companies to sign allianceon the main body (handling manual, warranty) of the products.

agreements that take into consideration their collection and recycling capabilities,
capability to process wastes into renewed resources, and cost of such processing while exchange information with Casio Europe GmbH (Germany) about the

Global Environment and Casio

contents of laws that are enacted by the legislatures of various countries so as toconstruct a recovery and recycling system in Europe prior to the deadline for the
implementation of the WEEE Directive (i.e., August 13, 2005).
With respect to products that are sold on or after August 13, Casio is moving

An Example of a Marking
on an Alarm Clock

Trends of Legislation in European Countries

periment was financed by 41 groups in the affected industrial sectors and

The EU member countries are moving forward at a rapid pace toward the legis-

ADEME (Agence de l’Environnement et de la Maitrise de l’Energie – French

lation of the WEEE Directive by establishing the mechanics of recovery and re-Agency for Environment and Energy Management). Nante has a population of

cycling systems that are aimed at consumers. In particular, such details as theapproximately 550 thousand. The experiment conducted verification of the re-number of category containers (sorting containers for end-of-life electrical andcovery amounts, recov-

electronic equipment) to be installed are being examined because of restrictions

ery routes and recycling

on recovery locations. (A German category container is shown in the photo.)

rates. Similar studies for

In France, an experiment on the recovery and recycling of end-of-life electric

the operation of the di-and electronic equipment was conducted over a 2-year period between July

rective are under way in2002 and June 2004 in Nante in the North Western region of France. The ex-many other countries.

German Category Container■ Efforts on Response to the RoHS Directive

are checked against Green Procurement data and absence of any problems is

Regarding Casio’s efforts to respond to the RoHS directive, Casio hopes to com-confirmed as the final step.)pletely eliminate the six specified hazardous substances from products that will

Casio has also constructed a system that enables in-house content analyses

be released in the European market on or after July 1, 2006. In the company’s

by installing a fluorescent X-ray analyzer so that physical verification of parts canenvironmental action targets, the timing of discontinuation is set at the end of De-

be made as needed.

cember 2005.
As for specific steps, Casio revised its Green Procurement Standard Manualand incorporated all study data furnished by Casio’s suppliers in a Green Database in order to conduct a study of the content of the six specified hazardous
substances (percentages contained in homogenous materials) in purchased
Fluorescent X-ray Analytical Microscopeparts. The Green Database contains a total of 26 substance groups, consisting of
the six substances that are specified by the RoHS Directive and other substancesthat Casio designated.
Designers use this Green Database when selecting parts to verify their compli-

Chemical SubstanceDBance with various laws and regulations and their safety. In addition, the Green Database is used in environmental audits of chemical substances prior to productshipment approval is issued. (In these audits, all parts that comprise a productChemical Substance
Environmental
Audit Sheet

Fluorescent X-ray Element Analysis

52

Chapter III

Employees and Casio
Casio tries to strike a balance between employment and business results while
respecting the human rights of individual employees.
Casio strives to maintain a comfortable and safe working environment where all
employees can realize their capabilities satisfactorily.

Labor Force
Employees
Responsibilities to Employees
Creation of Employment Opportunities
Appointment and Effective Posting of Qualified Workers● Creation of a Worker-Friendly Work Environment● Occupational Safety and Health● Communication and Information Disclosure●●53

Employees and Casio

Creation of Employment Opportunities
Casio strives to continually create and expand employment opportunities while respecting the humanrights of individual persons and not discriminating them on the basis of their gender or disabilities.

Casio Code of Conduct states that “We respect others and value cooperation that is
free of discrimination. We hold in high regard every individual’s human rights, eliminate harassment, remarks and behaviors
that are discriminatory on the basis of gender, beliefs, religion, ethnicity, social statusor physical handicap, and protect the privacy of individuals.” This is one of the mostimportant standards of value judgment in
Casio’s hiring. Casio will thus strive to continually create employment opportunities tothe extent possible under this philosophy.
At the same time, Casio has been working to “secure employment within theGroup” by bringing inside the Group workthat used to be contracted to companies
outside the Group.

Number of Employees by Gender(Casio Computer Co., Ltd.)FY2004

Female
304

Male
2,827

their gender, creed, religion, ethnicity, social
status or disability.
Casio Computer Co., Ltd. supports Nippon Keidanren (Japan Business Federations)’s “Charter of Corporate Ethics for
Screening and Employing New Graduates”
and minimizes the impact on students’learning of hiring them at extremely earlystages of the hiring season. In addition,
Casio holds its interviews on Saturdays orother hours that are easy for students totake part in so that many students are extended an opportunity to be interviewed.
Casio is determined to help students seek
employment without sacrificing their school
work and thus will continue to improve its
hiring activities without being limited bycorporate logic. In fiscal 2004, the activities
were energetically promoted. Casio website was updated to include enriched hiring
information. At the same time, hiring forspecific job types increased and interviews
were held in multiple regions. As a consequence, hiring of foreigners and women
dramatically grew. Fifty nine new graduates, including four foreigners and ten
women (consisting of 49 engineers and 10
administrative workers) joined the company
in the spring of 2005. In addition, six people, including one woman, making careerchanges were hired. (Five are engineers
and one is an administrative worker.)

Changes in Regularly-scheduled Hiring(Casio Computer Co., Ltd.)
Male

Changes in the Average Number of Service
Years by Gender (Casio Computer Co., Ltd.)

80

■Male
20

60

15
10
5

●Female(Unit: Year)

16.00 16.30
14.40 15.20 15.10
13.50
11.40 12.00
9.80 10.20
8.70
7.50
FY
1999

FY
2000

FY
2001

FY
2002

FY
2003

Female(Units: number of people hired)

40

39
2

38
6

20

37

32

0

FY
2000

FY
2001

59
10

1
FY
2002

32
2
30

49

FY
2003

FY
2004

FY
2004

■ Hiring Disabled Workers

Efforts Relating to
Employment
Based on the philosophy and policies described above and while responding tochanges in the environment that surrounds
the labor market and the society, Casio respects every individual’s human rights aswell as individuality, hiring individuals whoare highly motivated to work regardless of

Casio hopes to work with individuals who
courageously keep on tackling challenges
with strong determination to materialize
dreams. Casio therefore seeks people witha spirit of challenge and willingness to work
exercising their creativity regardless of theirdisabilities.
Casio is improving the internal environment so that disabled workers would capitalize on their abilities and aptitude to the
maximum extent possible.
Examples of such work are the con-struction of lavatories for disabled workers
at both Hamura Research and Development Center and Hachioji Research andDevelopment Center; implementation ofcommuting by car by disabled workers at
the Head Office, Hamura Research andDevelopment Center and Hachioji Research and Development Center; and remodeling at the Head Office and Hachioji
Research and Development Center tomake the workplace barrier free. Looking
ahead, Casio will continue to promote theconstruction of a work environment that is
pleasant for anyone to work in.

URL

http://www.casio.co.jp/
saiyou/career2/

Hiring Information Website for Disabled Applicants■ Hiring Older Workers
Since 2001, Casio has run the Casio Senior Staff Program (CSP). Its purpose is toprovide employees who reach the mandatory retirement age with employment opportunities and to effectively utilize the skills
and know-how that these employees haveaccumulated within the Group.
Under this program, employees whoreach the mandatory retirement age register with Casio Information Service (CIS),
which is the outsourcing company within
the Group, as long as they have the desire
to continue to work, are healthy and possess knowledge and skills that are deemed
to be usable within a Group company. After finding a new job through CIS, they
conclude an employment contract. As ofthe end of fiscal 2004, 21 retired workers
were still working within the Casio Groupby taking advantage of CSP.

Changes in the Employment of Senior Workers(Casio Computer Co., Ltd.)(Units: number of workers)
9
8

10
8

6

6
4

4

2
0

FY
2001

FY
2002

FY
2003

FY
2004

54

Employees and Casio

Employment Philosophy
and Policies

Employees and Casio

Appointment and Effective Posting of Qualified Workers
Casio creates a sound corporate climate by appointing qualified workers in a fair andequitable process, based on the “merit system” and “results orientation.”

Philosophy and Policies

At the base of Casio’s human resource system are the “equity and fairness” and the materialization of “Creativity and Contribution,”the corporate creed. The company reviews
the system as it continually seeks a betterway in response to changes in the surrounding environment.
Under the “merit system,” workers are recognized fairly for their competence that they
manifest through their work irrespective of
their academic backgrounds, age or length ofservice. The “results orientation” determines
the grade and compensation of workers
based on the results they actually achieved in
the roles they are assigned to. The objectiveof Casio’s human resource system is to strikea balance between the growth of employees
and the company’s growth at the most optimal level.

Structure of Human
Resource Systems
As shown in the diagram below, Casio’s human resource system consists of three subsystems: the Grade System, Appraisal System and Compensation System.
The “Grade System” forms the base of Casio’s human resource system. The“Qualification System” applies to non-managerial employees, who are promoted basedon the growth of their ability to perform theirduties. The “Professional System” applies tomanagers and specialists, who are graded

and ranked, based on their individual functions and accomplishments.
In the “Appraisal System,” employees areevaluated along three scales, consisting of theevaluation of the extent that they attained theobjectives set under the management by objective program, evaluation of their work intheir job type, and the evaluation of the extent
of contribution they made toward department
goals. The evaluation is relative and made on
a 5-point scale. The results are reflected inbonuses, pay increases and promotions. The
appraisal results are explained to employees
to their highly understandings and satisfaction
through feed-back interview with their supervisors.
The “Compensation System” applies a salary range that is based on job-grade under
the principle of “merit-based competitive salary.” Pay raises are given in harmony withperformance evaluation and salary levels. Bonuses are distributed with modulation, basedon semiannual performance evaluation.

TopicsInvention Prizes
In 1968, Casio created its “Award Program”
to recognize employees’ contribution to inventions and creative work. By providing incentive to inventors and creators, the program serves to motivate company’sengineers to tackle new technology.
In addition, Casio revised its regulations
concerning inventions and added a discussion process to allow inventors to express
their opinions and a program to allow inventors to protest the amount of prizes in compliance with the provisions of Article 35 of
the new Patent Law (employee inventions),
which came into effect in April 2005.

TopicsPresentation of “The President’sAward and the President’s Award
for Cost Ratio Reductions”
Casio Computer Co., Ltd. recognizes employees who made significant contributions to the expansion and growth of its
business by conferring the President’sAward.
In fiscal 2004, evaluations were madewith attention to “significant contribution to
the attainment of corporate-wide targets
through creative work and activities for improvement to expand and develop business, accompanied by development oftechniques and mechanisms that are innovative and have potential for growth” insuch areas as (1) product development, (2)sales promotion (3) research and development, (4) control improvement and (5) image improvement. The review resulted in a
total of eight awards, consisting of two
most outstanding performance awards,
two outstanding performance awards, andfour encouragement awards.
Furthermore, the President’s Award for
Cost Ratio Reduction was established withthe goal of making substantial improvements in the company’s cost structure,stabilizing the business and improving the
profit ratio between fiscal 2004 and 2005.
The objective of this award is to lower thecompany-wide cost ratio by three percent(over the level of fiscal 2003) during theaward period, which is limited to two
years. In fiscal 2004, the initial year of thisaward, “themes that significantly contributed toward cost ratio reductions in individual product businesses and which also
contributed toward this year’s cost ratio reductions” were selected. Two outstanding
performance awards and three encouragement awards for a total of five awards
were conferred.

System of Human
Resource Development

Diagram of the Structure of Human Resource Systems
Grade System(Qualification System/Professional System)
Appraisal System(Performance Appraisal System)

Compensation System(Salary System/Bonus System)

System of Human Resource Development(OJT/off-JT)

55

Casio has various systems for human resource development with the intent to“develop creative human resources that are
eager to take on challenges” and “train professionals with early selection of specialized
fields.”The “professional human resources” in Casio’s concept have two profiles. One is that of“strategic generalists that pass on the company’s corporate culture.” The other is that of“specialists that pass on the company’s intrinsic technology and know-how.”
Casio approaches the nurturing of theseworkers with the philosophy that “people■ Career Challenge Program
Casio Computer Co., Ltd. initiated the Career
Challenge Program in 1998 with the goal of
realizing career development that takes into
account individual employees’ careers, skills
and wishes.

In this program, an employee provides astatement of his/her career history and accomplishments and requests the types ofjobs he/she wishes to have while his/her supervisor (department head) makes a suggestion as to the future course of career growth,
all through the intranet website. The information is used in such human resource development-related measures as the determinationof future job placements and training opportunities.

■ Internal Job Postings
Casio Compute Co., Ltd. has constructed an“internal job posting system” to recruit workers from within the company. When the company determines that appointment of workers
who have specific skills or those who havespecialized training of a certain level is necessary for starting a new business operation or
staffing key business operations, it publicizes
the job openings by clearly stating the knowl-

Diagram of Human Resource Development System

OJT

Off-JT

Measures to train existing workers into professionals
Assessment of Job Performance(A tool that effectively supports OJT between ayounger employee and his/her direct supervisor by clearly indicating the basic skills required of younger workers in each of the job
types, and by placing them into different levelsof annual skills targets.)

Measures for Proper Placement

Skill Selective Training(A training program in which all
workers to be in charge can select from a menu a training program that helps them effectively
and efficiently acquire needed
skills.)

Career Road Map(A basic system that clearly presents the career course an employee should follow to become a professional employee in any of the
career paths, such as sales and engineering,and serves as reference for an employee’s career orientation and his/her supervisor’s placement policies.)

Career Development Training(A training program that aids
younger workers develop career
orientation.)■ Education and Training Programs(Aids with self-improvement.)

OJT-MAP

Cutting-edge Technology Seminar(Nurturing of entrepreneurs who
can dramatically reform the business and maximize the organizational strength.)

Language Learning and Crrespondence Courses

Executive Training(Provides information on the latest technological trends.)(Behavioral assessment that articulates the job
performance that is expected of a professionalin each of the job types, checks the actual performance of a worker against the expectations
every six months to produce a self assessment
and an assessment by his/her supervisor to encourage the attainment of such expectations)

Career Challenge Program(An employee periodically provides the company with information on his/her career, skills andwillingness to take on challenges. His/her supervisor also provides a clear suggestion for individual subordinates’ courses of future growth. The
information serves as an important reference for
future placement of individual employees.)edge, work experience, skills or specialization
required for the jobs and seek qualified applicants widely from within the company. All applications are reviewed along such factors as“whether or not their skills, abilities and aptitude meet the needs of the hiring departments,” “relative merits of having the applicants join the new departments in relation to
the demerits of removing them from their current organizations,” and the “willingness of theapplicants to take on new challenges.” Thereview is followed by an interview by an officer
responsible and the manager of the hiring department, and by the human resource department. The officer in charge of personnel
makes the final decision.
In fiscal 2004, Casio recruited in threeareas: “overseas sales,” “public relations” and“human resources.” Over 40 employees applied, and eight were given new assignments.
The program has been implemented on a trial
basis for three times since 2002. However,the board of directors approved formal implementation of the program as a system starting with fiscal 2005. The company hopes toactively use this system in the future to energize employees and build a climate that accepts challenge while striking a balance between the company’s business needs andindividuals’ career formation.

Casio offers various education and training
programs that provide knowledge and skills
required for the performance of jobs so as tomeet the desire of its employees for growth.
To start, newly hired employees and otheryounger workers are provided with basic skills
training and career development support in“job grade-based training.” To follow, thecompany is expanding “skill selective training,” which effectively and efficiently supports
acquisition of required skills by workers whotarget to become professionals in charge. In
addition, Casio offers “self improvement training” to back up the desire of employees for
growth from various angles with English andChinese language classes and a wide assortment of crrespondence courses.

Newly-hired Engineer Education(The aim is to let newly-hired engineers acquire basic
engineering skills.)

Open Job Posting Program(The program aims to support the businessneeds of the company and employees’ career
orientation at the same time. Applicants toopen job postings are reviewed and those
who fit the job requirements best are transferred preferentially to the new positions.)

Introductory Training of New Employees(Provides new employees with the basic knowledge
about being Casio employees.)

Training Scene

56

Employees and Casio

grow through their work” and that “the sourceof growth is one’s will.” Based on this belief,
Casio supports growth and skill improvementof its workers by providing them with an environment in which new abilities are constantly
demanded and by giving the workers opportunities to overcome challenges by relying on
their own determination and efforts.
For this reason, Casio’s system of humanresource development is anchored in skill improvement through actual work, or OJT. Various training programs that are offered as offthe-job training (Off-JT) are positioned as supplementary training, such as the systematiclearning of theories.

Employees and Casio

Creation of a Worker-friendly Work Environment
Casio is pressing forward with the construction of an environment and a system that
permit all employees to demonstrate their full capabilities.

Policies concerning
Construction of a Work
Environment
Casio strives to build a work environmentthat is friendly to all workers so that every
one of them can demonstrate their full capabilities. As part of such efforts, we areworking to shorten the total annual hours
worked by employees and expand support
programs that give consideration to family
demand that workers face, such as childcare and nursing care.

Vacationsan environment and climate that enable
employees to actively take paid vacations.
In fiscal 2004, 21.8 paid vacation days
were given, and 55.3% of them wereclaimed. The number of days of paid vacation taken was 9.9 days and the number ofhalf-day vacations claimed was 4.4 times.
(Based on sole Casio Computer Co., Ltd.)In 1997, Casio started its “Vacation Day
Accumulation Program.” Under the program, part of unclaimed paid vacation days
that otherwise would expire is carried overand made available for use in case an employee faces personal situations, injuries orillness that prevents him/her from working.
Furthermore, employees with at least 10
years of service are granted five days of vacation to get refreshed.

are applicable to employees with a child orchildren younger than one year, and have beenrevised in response to changes in laws and theenvironment. In addition, employees who havea family member requiring care are covered by
the “Rules concerning Nursing Care Leaves.”
The rules also have been revised as necessary
since their establishment in 1999.

Changes in the Number of Employees
Taking Child Care Leaves(Casio Computer Co., Ltd.)(Units: number of employees)

30

28

25
19

20

19

16

15

15
10

■ Child Care and Nursing Care Leaves
Toward the goal of shortening the annual
working hours by employees, Casio ispressing forward with the construction of

5

Casio established its “Rules concerning Child
Care Leaves” in 1996 in accordance with thecompany’s employment regulations. The rules

0

FY
2000

FY
2001

FY
2002

FY
2003

FY
2004

Continued Promotion of Support to Achieving a Balance between Work and Family~In Preparation of the Law Concerning the Promotion of Measures to Aid the Nurturing of the Next Generation of Children~
Casio has always worked on establishing various vacation programs, including childcare leaves and nursing care leaves, so that all employees may demonstrate their fullcapabilities in a work environment that accommodates their needs.
In preparation of the implementation of the Law Concerning the Promotion of
Measures to Aid the Nurturing of the Next Generation of Children in April 2005, Casio
had held numerous discussions at its labor-management committee level so that thecompany may provide further assistance to permit its workers to balance work andfamily. At the Central Labor-Management Council meeting in April 2005, the Special
Committee on Aid to the Nurturing of the Next Generation of Children was set up
and the following action plan was established:

Objectives of the Special Committee on Aid to the Nurturing of the Next Generation of Children:● To create a work climate in which all employees understand the importance of“helping workers achieve a balance between work and family, and show understanding and offer cooperation to the employees who seek to receive the benefitof various programs.
● To provide support to employees who request a leave for child care or nursing
care so that the workers can retain and improve their professional skills and return
to work smoothly.
● To disclose to employees, who wish to receive the application of laws and regulations as well as the company’s various systems of support in connection with “aidto the balancing between work and family,” the workings and procedures relating
to such laws, regulations and company’s various systems in a way that is easy tounderstand.
● To advise the Labor-Management Council as to the direction of improvement
concerning various systems for the “support of the balancing between work andfamily,” based on the employees’ needs and industry trends.

Schedule
Apr. 2005 Central Labor-Management Council (Organization of the Special Committee and discussion of the action plan)- An expansion of reasons for gaining paid vacation time carryovers (An addition of doctor visits by pregnant workers and family nursing care).
- An expansion of shorter hours workdays for childcare by employees (from3 years of age to until entry in elementary school).
- An expansion of a special leave of absence for a child delivery by an employee’s spouse from one day to two days.
- An expansion of the number of times that paid vacation days can be split
into half days (from 12 times to 18 times).
Jun. 2005 The first Special Committee meeting (Confirmation of the action plan)
Jul. 2005 Information to employees regarding a plan on planned paid vacations andencouragement of taking vacations.
Aug.2005 Gathering of opinions at a meeting between labor and management at theSales Department Chapter (- September).
Aug.2005 The second Special Committee meeting (Discussion of a manual, an officefor employees to contact, and management education)
Sep.2005 Preparation of a manual on the program of child care and nursing careleaves, and procedures for claiming them; information dissemination about
the program; creation of an office for employees to contact about child careand nursing care leaves; and implementation of management education.
Oct. 2005 The third Special Committee meeting (Discussion of an HP, and confirmation of the results of the opinion gathering)
Jan. 2006 Start-up of an HP concerning measures to aid the nurturing of the next
generation of children.
Feb.2006 The fourth Special Committee meeting (Summarization of this year andconfirmation of the tasks for next year)

Organization Chart of the Special Committee on the Nurturing of the Next Generation of Children
Targets
Target 1: Creation of an environment that permits employees to claim vacations easily.
(1) Advance planning of paid vacation requests.
(2) An expansion of leaves with a specific purpose.
Target 2: Creation of an environment that permits employees to gain time off for childcare or nursing care (leaves or shorter hours workdays), and improvement ofacquisition status. (During the planned period, at least one male employee
gains a child care leave, etc. (including shorter hours workdays) and usage raito
of female employees’ child care leaves reach at least 70%.)
Target 3: To enable workers returning from child care leaves to be reintegrated smoothly.
Target 4: To construct a system that reflects the opinions of employees on the action
plan.

57

Labor-Management Committee
Special Committee
Executive Office

Sales Dept. Chapter

Northern Japan
Chapter

Hachioji Chapter

Eastern Japan
Chapter

Hamura Chapter

Central Japan
Chapter

Western Japan
Chapter

Head Office Chapter

Southern Japan
Chapter■ Casio Group Benefit Association
Casio strives to provide all employees of the
Casio Group with a full range of fringe benefits, as well as maintain and improve thesebenefits. The benefit program is administered mainly by the Casio Group Benefit Association. Specifically, the association issues
various congratulatory or condolence payments relating to its mutual benefit work to
its members on such occasions as wedding,child birth, wedding anniversary, graduationof a member’s child from middle school,
hospital admission and death. In addition,
the association runs a pension program forsurviving families, a lending program (of small
amounts), and arranges for group insurance.
In fiscal 2004, the association consolidated information on all of its services andplaced it on a company HP so as to ensurethat its benefit activities are well known. Thisreplaced the sending of information thatused to be done on an individual basis. As aresult, the recognition level of the association’s activities among employees wasraised, and more employees began to participate in the program.

TopicsIntroduction of the Care
Provider Discount Program
The Casio Group Benefit Association adopted a care provider coupon program in April
2002. This program allows members of theassociation and their families to use nursing
care coupons to receive services at a discounted rate when a care provider is needed for temporary childcare, illness or nursing care at home. Individuals using the
program receive nursing care coupons fromthe association’s office, selects an agency
that is a member of the Japan Clinical Nursing Housekeeping Association from the “listof agencies” that is furnished with the coupons, and applies.

tended by many employees and their families and was instrumental in deepening
friendship among them. Regarding distantlearning classes for life-long education,
guidebooks were distributed. Eleven employees took classes.

Clam Digging

Sports Day

Communication
among Employees
Casio has taken steps to build a Web-based
environment to activate two-way communication among employees.
In 2002, Casio Computer Co., Ltd. started
up an in-house portal called “C’s☆Cafe” forcompany-wide dissemination and sharing of
information. The portal contributes greatly tothe sharing of information within the company, productivity improvement and reductionof paper use by making available a wide
range of information, including not only business communication within the company but
also messages from the company president,
communication between the sales people on
the forefront and the development staff, various application-related work, pay slip information, indirect commodity purchase, andtravel expense reimbursement.
In fiscal 2004, “Blog technology” was introduced so information can be sent out
more easily. This reduced the content creation time to a quarter of what it used to take.
In addition, an English language portal wasstarted up to enable sharing of information at
a global level. The target of 90 thousand hits
per day was surpassed greatly. In the future,contents directed at overseas employees will

■ Recreational Activities
At Casio, the labor union plans, organizes
and runs various recreational activities andfurnishes information on distant learningclasses for life-long education as a way tohelp employees and their families enjoy healthy and fulfilling lives.
In fiscal 2004, a trout fishing competition,
clam digging, beach seining and a sports
day were held. Each of these events was at-

be expanded, and a new target of 120 thousand hits per day is hoped to be achievedby the end of fiscal 2005.

Communication between
Labor and Management
Through regular communication between
the management and the labor union, Casio
hopes to raise the awareness of employees
about participating in the company’s management, and establish close communication between labor and management.
At the core of this labor-management
communication is the Japan Federation ofWorkers’ Labor-Management Conference,”
which is held twice a year (in September andFebruary). At these conferences, opinions of
the management and labor, both representing the entire Casio Group, are exchanged.
In addition, close communication is maintained at various levels and in varying
scopes, including the Central Labor-Management Meeting, the Division Labor-Management Meeting, and Sales Chapter LaborManagement Meeting.
As of the end of fiscal 2004, 4,637 of the7,035 employees of Casio Computer Co.,
Ltd. and its domestic Group companies
were members of the labor union.

Efforts on the Protectionof Employees’
Personal Data
In response to the Personal Information Protection Law, which came into full effect inApril 2005, Casio has devoted its efforts on
constructing a mechanism to protect personal data on employees. In time with the full
enforcement of the law in April 2005, thecompany issued a memo entitled “Handlingof Personal Information of Employees” tothoroughly educate employees about thedefinition of personal information, rules thatgovern the acquisition of such information,
purpose for using it, considerations to be
paid when sharing the information with third
parties and the rights of employees. In addition, an office was created within the Human
Resource Department at the company’shead office for employees to contact and reP18
quest disclosure.

In-house Portal “C’s☆Cafe”

58

Employees and Casio

Expansion ofFringe Benefits

Employees and Casio

Efforts on Occupational Safety and Health
Casio promotes various measures through maintenance andpromotion of employees’ health and prevention of occupational injuries.

Basic Philosophy

The entire Casio Group promotes the construction of a work environment where employees can work without worries in compliance with the Occupational Safety and
Health Law and various other laws, in addition to Casio’s employment regulations so
as to “maintain and promote employee’s
health” and “prevent the cause of occupational injuries and their recurrence.”
In overseas Group companies, similar
measures are adopted in compliance withthe laws and regulations of the countries towhich they belong.

Activities of the
Occupational Safety and
Health Committee
Casio Computer Co., Ltd. has an Occupational Safety and Health Committee at its

head office in accordance with Article 18 of
the Occupational Safety and Health Law.
The committee meets monthly pursuant to
the “Casio Computer Co., Ltd. Head Office
Safety and Health Regulations” and promotes various measures to keep employees physically and mentally healthy and ensure occupational safety.
In fiscal 2004, (1) promotion of health, (2)improvement of mental health, and (3) improvement of awareness about occupational safety were selected to be the keytasks and the following activities were carried out:

Promotion of
Employees’ Healthoffice of Casio Computer Co., Ltd. andstaffed by a full-time doctor who looks after
the health of Casio employees.
In fiscal 2004, a physical exam was conducted in July (on 890 employees), which
had 100% participation. In 2000, Casio
started a “Walking Campaign” for the maintenance and promotion of health and prevention of lifestyle-related diseases. The
campaign was run at various locations between September and November, and wasparticipated by many people, including
families of employees. Casio also signed
an agreement with a sport club and began
to offer opportunities for employees to promote their health.

■ Oral Health Education

Casio offers annual physical exams to all
employees. The company endeavors to increase the items checked in the examination and also devotes its efforts on secondary exams and follow-ups. A clinic (internal
medicine and dentistry) is open at the head

In April 2003, a column entitled “Diseases
Originate in the Mouth,” written by thehead office clinic’s dentist, began to be
published on the company’s internal Web
site. This oral hygiene education activity
was continued into fiscal 2004.

Actual Results of the Annual Safety and Health Promotion Plan for FY 2004 (Casio Computer Co., Ltd.)
Item

Key Goals

Results of Activities

Nationwide Activities

To implement various measures to correspondwith nationwide activities.

Safety Week (July 1 ~ 7)
Industrial Health Week (October 1 ~ 7)

Physical Exams and Health Building

To strive to keep the participation in physical exams at the 100% level and promote efforts to behealthy.

Regular Physical Exams (July 13 ~ 22)
Follow-up (consultation about health)
Walking Campaign (September ~ November)

Health Promotion Seminar

To hold seminars on promoting health and furnish
information.

“Promotion of Health and the Role of Supervisors” Seminar
May 13: Head Office, November 18: Hamura

Mental Health

To arrange for the use of telephone consultation incooperation with the health insurer as necessary.

Determined the status of use and reported at a Safety
and Health Committee meeting

Smoke Cessation Measures

To strive to conduct education activities and furnish information.

Posted smoking cessation education posters

Anti-Obesity Measures

To strive to conduct education activities, furnish information, and promote exercises to prevent obesity.

Created a new healthy menu in the employee cafeteria
Offered health promotion opportunities under an agreement with a sports clubTo furnish information from time to time as needed(on SARS, influenza, etc.)

Raised awareness about influenza (October 28)
Provided information about thoroughness in influenza
prevention (January 27)

Training of Health Management
Personnel

To train on a regular basis.

Training under way with an enrollment in a distant learning class.

Social Contribution Activity(Blood Donation)

To implement twice a year.

Assistance with blood donation July 2 and November 19
Marrow donor registry November 19

Work Site Inspections

To implement to correspond with the Industrial
Health Week.

Measurement of the Work
Environment

To measure temperature, humidity, air flow, carbon
monoxide, carbon dioxide, dust, noise and illumination intensity.

Committee Activities

To hold Occupational Safety and Health Committee meetings regularly.

Held consistently on a monthly basis.

Other

To promote health and offer health education, andexpand the scope of the internal Web site.

Publication of a dental column

Infectious Disease Measures

59

Implemented on all floors.
Measurements were taken on the 20th day of evennumbered months.

■ Employee Cafeterias
Casio’s employee cafeterias offer a healthymenu with attention paid to calories andnutritional balance. The menu includes information on the energy, salinity and fat
contents to ensure safety of dining, as wellas to improve and prevent obesity and lifestyle-related diseases.
In March 2005, a “Company-wide Employee Cafeteria Conference” was held tostrengthen cooperation among the company, Casio Health Insurance Union, and theemployee cafeterias. The conference wasattended by on-site supervisors, a nutritionist, and a nurse to provide support tothe education campaign about obesity andlifestyle-related diseases. The employee
cafeterias also hold health promotion fairs
at each site and promote their health promoting menus.

Mental Health Care

Anxiety, worries and stress about work andworkplace conditions have become important social issues in recent years. Construction of an environment for mental
health care within corporations is now being sought. This can be seen among otherplaces in the 2000 publication of the Ministry of Labour (currently the Ministry of
Health, Labour and Welfare), entitled the“Guidelines for Sound Mental health andphysical care program.”
Casio too strives to raise awarenessabout “mental health” through such channels as a seminar for managers. Furthermore, Casio encourages workers to haveoff-hour physical exams by an occupational
health physician so as to prevent healthproblems resulting from excessively heavy
work. Consultation is also given at clinics

List of Disaster Prevention and Fire
Drills Conducted in FY2004 (Major Sites)■ Promotion of Health and theNames of Major Sites

Date of ImplementationRole of Supervisors” Seminarfor Managers

Casio Computer Co., Ltd.
– Head Office Building

Sep. 2004

A seminar for managers, entitled “Promotionof Health and the Role of Supervisors,”
was held at the Head Office (in May) and at
Hamura Research and Development Center (in November). Both sessions were attended by many managers. The occupational health physician from the Head Officeclinic gave a lecture, systematically encompassing diverse subjects, including physicalexams, taking steps to be healthy, excessive work and health hazards, duty to pay
attention to safety, and mental health. In
particular, he stressed the role that supervisors should play in the health managementof workers. Participating managers listened
attentively.

Casio Computer Co., Ltd.
– Hamura Research andDevelopment Center

Mar. 2005

Casio Computer Co., Ltd.
– Hachioji Research andDevelopment Center

Dec. 2004

Casio Computer Co., Ltd.
– Ome Site
(Casio Micronics Co., Ltd.)

Dec. 2004

Casio Hitachi Mobile
Communications Co., Ltd.

Feb. 2005

Kofu Casio Co., Ltd.

Sep. 2004

Kochi Casio Co., Ltd.

Jul. 2004

Yamagata Casio Co., Ltd.

Oct. 2004* Fire drills are held at other affiliate companies too bymocking real fires so as to raise awareness about disaster prevention.

■ Emergency Relief Training at
Hamura Research and Development Center

Seminar for Managers

Prevention of
Occupational Injuries
Casio has been working toward “Zero Occupational Injury” and engaged in safety
activities that target to achieve no accident
or injury at each of the work sites. In addition, each site provides disaster prevention
training and conducts evacuation drills to
prepare for emergencies.

On December 3, 2004, firemen from the
Hamura fire station within the Fussa Fire
Department were invited to Hamura Research and Development Center to conduct emergency relief training.
Approximately 150 workers, including
the fire warden at the center, members
from the notification and communicationgroup, evacuation guidance group, fire extinguishing group, electricity and machinerygroup, and voluntary firemen of the medical
office, participated in the training. Under
the guidance of the firemen from the Hamura fire station, they received over one
hour of training in life-saving first aid.

The number of employees taking time off
for reasons of occupational injuries(over the past five years)(Casio Computer Co., Ltd.)
Number of Workers

Number of Days

FY200000FY20010

0

FY2002

1

73

FY200300FY200400Training in Life-saving First Aid

60

Employees and Casio

Column “Diseases Originate in the Mouth”

and the “Mental health and physical careprogram,” an outside consultation office.

Chapter IV

Society and Casio
Casio makes social contribution in unique ways so as to achieve sustained
growth of both the society and the company itself. Casio conducts various
activities to contribute to local, civic and international communities.

Responsibilities to the Society

Creation of Regional Employment
International Exchange● Respect and Protection of Local Culture●●

Creation of Regional Employment
Participation in Community Activities● Donations and Contributions
to the Community●

Expectations and Trust

●

Local
Community

International
Community

Expectations and Trust
Expectations and Trust
Participation in Various Activities
Donations and Contributions to Organizations● Support of Sporting and Cultural Events● Support of Social Welfare and Disaster Efforts
●
●

61

Civic
CommunitySociety and Casio

Social Contribution Activities
Casio fulfills its broad responsibility to the society by capitalizing on its
proprietary know-how and management resources.

Sustained growth of a corporation is possible only when sustained development of
the global society takes place. Casio’s
wish is to make social contributions in
unique ways that is possible only for Casioin accordance with the company’s management philosophy of “Creativity andContribution” and by capitalizing on its
proprietary know-how and management
resources that are represented by Casio’s
core competence, namely, “small size, lightweight, thinness and low power usage.”
Casio will continue to make dedicatedsocial contribution efforts in five key areas.
They are “environmental conservation” toprotect the irreplaceable global resourcesand environment; “education” to fulfill our
responsibility to the next generation ofpeople, who will bolster the future of theworld; “culture and arts” to provide people
with joy and inspirations; “academics andresearch” that contribute to the development of cutting-edge science and technology that are indispensable for the society to grow; and “community activities” asa member of the community.
Furthermore, Casio strives to be a corporation that is trusted by voluntarily setting its responsibilities to the society
based on its communication with all of its
stakeholders, and fulfilling these responsibilities as a good corporate citizen in accordance with the Charter of Creativity for
Casio and the Casio Common Commitment.

System of Promoting Social
Contribution Activities
In the area of Casio’s social contribution
activities, individual departments promote
separate themes that heed the uniquefeatures of individual companies and business sites. The CSR Operations Section,
which was created in April 2004, promotes common themes and provides
overall control, as well as accept inquiries
about donations and contributions. In addition, the CSR Operations Section deliberates on the policies, plans and budgetsof Casio’s social contribution activities. In

fiscal 2004, the CSR Operations Section
conducted a survey of domestic and overseas sites to gain understanding of thecurrent status and the committee adopted
policies on future activities.
The main focus of Casio’s future activities will be on the environmental conservation and interaction with children, who will
form the next generation. In addition, levels of activities at various sites will be coordinated through periodic information
gathering and information exchange onsocial contribution activities so as to promote further activities.

Contribution to
Local Communities■ Factory Tours for 10,000 people“The Factory Tours for 10,000 people”
program was initiated in February 2004.
The concept is to plant the “strength forliving” in children by taking them on a tourof a Casio plant.
The children may come to realize thebonds of their families as they watch theirparents work. They may understand thefunctions of a product and be awakened
to the wonder of science by observing a
production line or by doing a simple assembly of a product. They may listen topassionate talks of employees and findthat dreams do come true when you keep
on working hard without giving up. And
hopefully they become motivated to cherish the global environment when theycome across Casio’s environmental activities. Casio hopes to contribute to the nurturing of people who will be the integral
members of the future society by offering
these opportunities for “awareness.”
In fiscal 2004, students from fiveschools were invited, mainly to Kofu Casio
Co., Ltd. Approximately 140 people, including the board of education chairmen
from various municipalities, visited. In fiscal
2005, this program will be expanded withcooperationfrom production sites sothat tours will
be open tovisitors fromall over Japan.
Factory Tour Scene■ Participation in “Kids’ ISO” Program“Kids’ ISO” is an environmental education
program for children that was developedin 2000 by the International Art and Technology Cooperation Organization (ArTech),a non-profit organization. The program isconducted in various places in the worldin cooperation with UN organizations andISO. The goal of the program is to educate children to develop hope and confidence about the future while building
strength for living through contributions to
global environment and exposures to opportunities that let each one of them develop “awareness.” In Japan, the programis implemented at the prefectural and municipal levels, as well as by an increasing
number of corporations. Over 300 schools
and approximately 70 thousand children
throughout Japan have participated in the
program.
Casio supports “Kids’ ISO” program,and began to introduce it to various elementary schools by taking the opportunityof their factory visits in fiscal 2004. Our
staff that has earned the instructor’s certification guide the children with environmental activities based on the ISO philosophy. Casio’s program has received
immense appreciation from local communities. Starting in fiscal 2005, Casio
plans to expand the program nationwide
with the cooperation of its production
sites. In addition, the government of Tokyo
started to take the “Kids’ ISO Program” toelementary schools as part of its environmental education and global warming
countermeasures that apply to homes. In
fiscal 2005, the program will be used withthe 5th and 6th graders, and targets toencompass 150 schools in Tokyo (approximately 10,000 students). Casio supports this program and will participate in it
as a sponsoring corporation.

Society and Casio

Policies regarding Social
Contribution Activities

Kids’ ISO62

Society and Casio

Social Contribution Activities■ Hosting CASIO WORLD OPEN
Golf Tournament

approximately 4.5 km-long course from
Yoyogi Park to Sasazuka Middle School ina little over one hour. They stopped at a
temporary station, set up in front of the
Head Office building, to drink some waterand use rest rooms. After a 15-minuterest, the re-energized participants took off
again as Casio employees cheered on.

Since 1981, Casio has held CASIO WORLDOPEN Golf tournament at Ibusuki Golf
Club in the prefecture of Kagoshima, aiming to make social contribution throughsport promotion. Casio donates Casio
products to the city of Ibusuki and thetown of Kaimon, where the tournament isheld, for use in school education. Casio
contributes actively to the local communities in other ways too. For example, thecompany hosts golf lessons for junior golfers from the local areas, and donates theproceeds from a charity event that is held
during the tournament.
Starting with fiscal 2005, which will
mark the 25th anniversary of the golf tournament, the location of the tournament
will change to the prefecture of Kochi, thebirthplace of Casio’s founder and where
Casio has a major manufacturing subsidiary. The company will build closer ties
with the local community with the relocation of the golf tournament.

In the city of Hamura, Tokyo, where Casio’s Hamura Research and Development
Center is situated, tulips are grown in ricepaddies during the off season to preserve“rice paddies before rooting.” Every April,the “Tulip Festival” is held in the second
half of the “Hamura Festival of Flowers
and Water” and visited by many tourists.
In November 2004, Casio participatedin the planting and planted 15,000 bulbs
in approximately 990 m2 of idle rice paddies, thus becoming a foster parent to tulips. Thanks to the care given by local volunteers, colorful tulips bloomed in thespring of 2005.

Local junior golfers receive lessons

Field of Tulips, Foster Parented by Casio■ Cooperation with the “Survival Walk
Home Drill” in Shibuya Ward
On the Disaster Prevention Day, which falls
on September 1 of every year, the Shibuya
Ward government conducts a “Survival
Walk Home Drill” as part of its disaster preparedness program in anticipation of people who will face difficulties going home inthe event of a disaster. Since 2003, Casio
has assisted with the drill like this by offering its head office building, which is on thecourse, to be used as an “aid station” forresting and information.

Participants resting in front of the Head Office building

In fiscal 2004, 37 participants walked the63■ Foster Parenting Tulips

Contribution to the
Civic Society■ Supporting the “Fourth Dolphin& Whale Eco-Research
Network” Project
Casio participated in the “Fourth Dolphin& Whale Eco-Research Network” project –FEEL THE TIME OF NATURE –, held in
2004. In support of this effort, which assists to boost the level of cetacean watching at ten watching points spread acrossJapan, including Shiretoko and Nemuro(Hokkaido), Ogasawara (Tokyo), and Oogatacho (Kochi), Casio donated part ofthe proceeds from sales of G-SHOCK and
Baby-G.
In addition, Casio promotes the recognition of I.C.E.R.C. activities by displaying
exhibits of the Cetacean in the antenna
shop at Odaiba and at retail stores of Casio Distribution.

G-SHOCK
A model of the “Dolphin & Whale Eco-Research Network”■ Support of a Tropical Rain
Forest Protection Organization
In support of Rainforest Foundation Japan(RFJ), which works for the preservation of
Amazon rain forests and survival of the indigenous people’s culture, Casio donatespart of the proceeds from sales of its
Rainforest watches.
*See photo at the bottom left on the front cover.

■ Activities of Casio Science
Promotion Foundation
Casio Science Promotion Foundation wasestablished in 1982 by four Kashio brothers, in addition to the late former chairman
Shigeru Kashio, to contribute to thegrowth and promotion of academic research in Japan.
The foundation’s main focus is on“assisting leading-edge, creative researchthat is at the sprouting stage and conducted especially by young researchers.” Every
year, assistance is given to approximately
40 projects. In addition, approximately 10
grants are awarded to send researchers
abroad and to host research meetings.
In fiscal 2004, 39 research projects received grants, and a combined total of 14
grants were awarded to send researchers
abroad and to host research meetings, fora total of 53 grants in the amount of approximately ¥55 million. The cumulative total amount of grants awarded since the establishment of the foundation isapproximately ¥1.1 billion.In fiscal 2004, 39

Changes in the Number and Amountof Research Grants Awarded by
Casio Science Promotion Foundation■Number of Grants ■Total Amount of Grants Awarded(Unit: Number of Grants)
60
49,710 49,800
50
40

39

37

55,64042(Unit: ¥1,000)
60,00050,400 50,740
40
39

50,00040,00030

30,00020

20,00010
010,000
The 18th The 19th The 20th The 21st The 22nd
(FY2000) (FY2001) (FY2002) (FY2003) (FY2004)

0*Excludes grants awarded to researchers studying abroad
and research groups.

■ Cooperation with “Teacher’s Business Training Program”
Casio participates in the “Teacher’s Business Training Program,” which is part ofthe program to promote communication
between the business world and the education world, as a corporation that accepts teachers.
This program, which is sponsored by
Keizai Koho Center (Japan Institute forSocial and Economic Affairs), provides
elementary, middle and high school teachers an opportunity to experience corporate activities and share their experienceand what they learned with their students
in their curriculum. The program started in1983 and teachers are assigned to corporations during their summer breaks.
In fiscal 2004, which was the first year ofparticipation for Casio, the company offereda 3 day-long program, from August 2 to 4,
in which seven teachers from elementaryand middle schools received training. The
teachers who participated were surprised at
the way Casio works with private corporation’s goals and dreams and were very
pleased with what they saw, saying thatthey would apply in their classrooms what
they learned in Casio.

Training of Teachers■ “Conference for Corporations
and People”
Keizai Koho Center sponsors conferences
between corporations and people to enhance mutual understanding between people
who are members of the center and corporations. Already 83 conferences have been heldat corporations in various industries.

Casio held one such conference on January 17 at its Head Office building as thecompany considered this conference to“provide a great opportunity to listen to thefrank outside voice and communicate thecompany’s activities to ordinary people.”
Casio welcomed twenty participants on theday. Following a brief explanation given by
the General Affairs Department, a conference was held with the participation of thecenter personnel, who was the master of
ceremony, and Casio personnel representing CSR Operations Section, Public Relations Department, and the Customer Support Center. Not only was Casio able togain extensive information through questions and requests that came from people’s
perspective, but also had the participants
develop deep understanding about Casio.
The conference was thus mutually highlymeaningful.

A Conference Corporations and People■ Participation in the “Next Generation Office for the UbiquitousSociety” Symposium
The Japan Business Machine and Information System Industries Association,with the backing of the Ministry of Economy, Trade and Industry, held a symposiumin July 2004, upholding the “Ubiquitous
Corporation” as the concept of the next
generation offices. This symposium advocates for the next generation office thatsimultaneously strengthens individuals andteams by fully utilizing the network environment, which “enables optimal collaboration any time, any place with any one.”
Casio’s managing director took part in the
symposium as a panelist, and provided
support from the technical side.

struck on October 23, 2004. Responding
to this request, Casio’s Labor Union and
the CSR Operations Section took leadership in coming up with a decision to run a“Sympathy Ad,” whose advertising costbecame a donation, and to organize ajoint Casio Group labor-management donation drive. Casio president quickly promised that the company would match thecollected donation money.
On November 4, the announcement of
the donation drive was made. Specificmethods of collection were discussed
among Casio’s Labor Union, benefit association and the management, and the details of how to make a donation were announced on the Website and sent out by
e-mail on the tenth of the month. By the
30th of the month, ¥2,490,667 was collected. The money was donated to theJapanese Red Cross Society and JAM as
a donation from the Casio Group. In turn,
Casio Computer Co., Ltd. gave the sameamount (rounded up to ¥2.5 million) to theJapanese Red Cross Society.
In addition, Casio donated some products. Three hundred each (waterproof)
pocket TV sets with a radio and adapterswere given to meet the needs for information tools at the disaster-struck area. As amember of Japan Clock and Watch Association, Casio also donated 1,000 alarm
clocks and 500 wall clocks.

■ Award for Contribution to the
Next Generation Technology
On June 23, 2005, Shinichi Matsui of theSecond Development department of Casio Computer’s Reseach&Development
Center received commendations from the
Telecommunication and Technology Committee for his outstanding achievement regarding Advanced video coding for generic audio visual services.

Society and Casio

research projects received grants, and a
combined total of 14 grants were awarded
to researchers studying abroad and research groups, for a total of 53 grants inthe amount of approximately ¥55 million.
The cumulative total amount of grants
awarded since the establishment of thefoundation is approximately ¥1.1 billion.

■ Donations to Niigata-Chuetsu
Earthquake Victims
Many offices within Casio voiced their desire to see Casio organize a companywide donation drive to help the victims of
the Niigata-Chuetsu earthquake that

Letter of Commendation

64

Society and Casio

Social Contribution Activities

Contribution to
International Communities■ Cooperation with the “Video
Letter Exchange Project” of thePeople for the Advancement of
Cambodian Education
In support of the Video Letter Exchange
Project that was implemented between
June and November of 2004 by the People
for the Advancement of Cambodian Education (PACE), a non-profit organization, Casio
provided projectors to show video letters.
The project was designed to provide
Japanese and Cambodian children, wholive in different cultures, with opportunities
to have exchanges that have “faces” withthe use of video letters with the hope thatthey would feel closer to each other anddevelop a more informed view of the worldand build their value systems accordingly.

■ Cooperation with the “JointFASID/GRIPS International
Development Studies Program”
On September 28, Casio received a visitby 42 graduate students from Asia andAfrica who are studying in Japan. The visit
was a part of the joint international development program by the Foundation for
Advanced Studies on International Development (FASID) and the National Graduate Institute for Policy Studies (GRIPS).
The program offers students who study
international development support opportunities for field study and observation.

The purpose of the graduate students’visit was to “inquire directly into the history, background and process of thegrowth of Japanese corporations, observe Japan’s technological power firsthand, and examine their findings.” They
attentively listened to the presentation
about Casio’s history and product development process.
Casio plans to actively seek these opportunities to play a role in cultivating human recourses capableof making a
global contribution in
the future.
Company visit

Major Social Contribution Activities in FY 2004
Category

Theme Name
Disaster Prevention

Assistance with the “Survival Walk Home Drill” of the
Shibuya Ward

Local
Community

P63

Implementing Organizations
Casio Computer Co., Ltd.
(Head Office)Participation in a traffic safety campaign

Cooperation with the Manseibashi Police Station and the Japan
Traffic Safety Association during the national traffic safety weeks inthe spring and the fall, and participation in guiding pedestrians at Casio Techno Co., Ltd.
intersections.

Cooperation with a traffic safety campaign

Safety Association during the national traffic safety weeks in thespring and the fall, and participation in guiding pedestrians at inter- Casio Information Systems
Co., Ltd.
sections.

Traffic Safety

Social Education

Content

Factory Tours for 10,000 people

P62

The Casio Group

Kids’ ISO

P62

Casio Computer Co., Ltd.

Implementation of the Clean-up Day

Cleaning of the areas around the premises, the neighboring Higashi Kofu Casio Co., Ltd.
Casio Micronics Co., Ltd. (Yamanashi)
Hanawa station, and streets twice a year (in summer and winter).

Beautiful Yamagata and Mogami River Forum

Activities to support the cherry tree planting and conservation bymunicipalities in cooperation with forums and prefectural govern- Yamagata Casio Co., Ltd.
ments for the revitalization of local communities.

Community cleaning in the areas around sites

Efforts to keep the environment esthetically pleasing by regularly
cleaning the areas around business sites as part of the activities to Casio Micronics (Ome)contribute to local communities.

Environment
Smoking manner improvement campaign

Early morning cleaning in the vicinity of sites

A campaign to improve smoker manners by urging smokers not to Casio Computer Co., Ltd.
smoke while walking around or toss away their cigarette butts to (Hamura Research and Developmake it possible for smokers and non-smokers to live side by side ment Center)in peace.
People are asked to voluntarily clean the areas around the company sites all across Japan.
Under way at major sites, such as the Head Office and Ochanomi- Casio Techno Co., Ltd.
zu (Tokyo).

Cooperation with community activities by sending employees toParticipation in the grass burning along the Kokubu the Kokubu River (Kochi Prefecture) clean-up (grass burning) event
Kochi Casio Co., Ltd.
River
in February.
Disaster Relief

Education

Civic
Community

A drive to solicit donations to the victims of the Niigata-Chuetsu earthquake

P64

The Casio Group

Charity events and other social contribution activities
at the Casio World Open golf tournament

P63

Casio Computer Co., Ltd.

Sending lecturers to a program that invites special A lecturer was sent to Suzaki High School to cooperate with a program of the Kochi Prefectural board of education to invite special Kochi Casio Co., Ltd.
part-time lecturers
lecturers. A two hour-long lecture was given to 168 freshmen.
Cooperation with a blood donation drive

WelfareEnvironment

173 employees at the Head Office and 288 employees at Hamura
The Casio Group
Research and Development Center cooperated.

Jobs offered to physically or mentally handicapped Product disassembly, parts sorting and other types of light work
Casio Support System Co., Ltd.
are offered on a contract basis.
workers
Support of education and research activities in connection with dolphins and whales of the world

P63

Casio Computer Co., Ltd.

Support of the activities of a tropical forest protection
group

P63

Casio Computer Co., Ltd.

Support of the Sustainable Management Forum of Casio employees serve as a director and the assistance managerof the Executive Office of the Sustainable Management Forum of Casio Computer Co., Ltd.
Japan protection groupJapan, and support Forum activities.
Disaster Relief

International
Community65

A drive to solicit donations to the victims of the mas- Solicitation of donations for disaster restoration.
sive offshore Sumatra earthquake

The Casio Group (Overseas)

Assistance to an employee group that sends foods to poor people
P.T. Asahi Electronics Indonesia
and orphans on isolated islands.

WelfareIMASA (the in-house Muslim club)

Environment

Participation in a tree planting festival in the city of Participation in the greening program of the city of Shenzhen.
ShenzhenTraditional Culture

Aids to the preservation of traditional dances from the Assistance to employees from regional areas by allowing them time
P.T. Asahi Electronics Indonesia
regions that workers are from at company events
for practicing their traditional dances and paying for costumes.

Casio Electronics (Shenzhen)Co., Ltd.

Major Donation Activities in FY 2004
Category

Environment

Education/Social
Education
Culture and Arts

Local Community

Project Title

Donee

Implementing Organizations

Support of the global-scale action on environmental and social problems by
the “Think the Earth Project” FY2004

Think the Earth Project (NPO)

Casio Computer Co., Ltd.

Support of education and research activities concerning dolphins and whalesof the world
P63

I.C.E.R.C. Japan (NPO)

Casio Computer Co., Ltd.

Sponsorship of the activities of a tropical forest protection group

Rainforest Foundation Japan (NPO)

Casio Computer Co., Ltd.

Donation to the Japan Industrial Waste Management Foundation

Japan Industrial Waste Management Foundation

Casio Computer Co., Ltd.

Sponsorship of the International University of Japan

International University of Japan

Casio Computer Co., Ltd.

Sponsorship of NHK Symphony Orchestra

NHK Symphony Orchestra

Casio Computer Co., Ltd.

Sponsorship of Tokyo Philharmonic Orchestra

Tokyo Philharmonic Orchestra

Casio Computer Co., Ltd.

Donation of Select Products to the JIDA Design Museum Exhibition

JIDA Design Museum

Casio Computer Co., Ltd.

Sponsorship of the Fruit Nation Higashine - Cherry Marathon

Fruit Nation Higashine Cherry Marathon Executive
Committee

Yamagata Casio Co., Ltd.

Sponsorship of the 2nd Kaze no Owara

The City of Hamura

Foster Parenting of Tulip Bulbs for the Preservation of Rice Fields before
Rooting
P63

The City of Hamura

P63

Casio Computer Co., Ltd.
(Hamura Research andDevelopment Center)
Casio Computer Co., Ltd.
(Hamura Research andDevelopment Center)
Casio Computer Co., Ltd.
(Hamura Research andDevelopment Center)

Assistance with the installation of a multi-purpose station-front air dome in the
The City of Hamura
square in front of the East Exit at Ozaku train station
Donation of Wave Clocks to Gomen-Machi Station (nicknamed “Arigato
Station”) on the Gomen-Nahari Line of Tosa Kuroshio Railway

The City of Nangoku and Tosa Kuroshio Railway

Kochi Casio Co., Ltd.

Donation to local community activities

Hie and Kokubu burakus, the city of Nangoku

Kochi Casio Co., Ltd.

Monetary donations to the victims of the massive offshore Sumatra
earthquake

The Japanese Red Cross Society, etc.

The Casio Group

Donations to the victims of the Niigata-Chuetsu earthquake, and a gift ofclocks and pocket TV sets
P64

The Japanese Red Cross Society, JAM, etc.

The Casio Group

Cooperation with the Video Letter Exchange Project of the People for the
Advancement of Cambodian Education
P65

The People for the Advancement of Cambodian
Education (NPO)

Casio Computer Co., Ltd.

Sponsorship of the Expo 2005 Aichi, JapanThe Expo 2005 Aichi, Japan Association

Casio Computer Co., Ltd.

Sponsorship of the Friends Association, MAISON DE LA CULTURE DU
JAPON À PARISThe Friends Association, MAISON DE LA CULTURE
DU JAPON À PARIS

Casio Computer Co., Ltd.

Donations to the Tree Planting Ceremony of the City of Shenzhen

The Tree Planting Committee, the City of Shenzhen

Casio Electronics(Shenzhen) Co., Ltd.

Social Welfare

Sponsorship of the Special Olympics GamesThe 2005 Special Olympics World Games Executive
Committee

Casio Computer Co., Ltd.

SportsSponsorship of the 2005 FISA World Rowing Championships

The Organizing Committee of the 2005 FISA World
Rowing Championships

Casio Computer Co., Ltd.

Disaster Relief

International
Exchange/
Cooperation

Major Disclosure and Communication Activities in FY 2004
Category

Local
Community

Theme Title

Description

Lecture at the Kitamurayama principals’ meeting

A lecture was given to 37 elementary school principals about “Yamagata Casio’s business andYamagata Casio Co., Ltd.
corporate management, and what is expected of school education by corporate executives.”

Implementing Organizations

Receiving of internship students

Actively accepts internship, which many universities offer as part of vocational training. 21 interns
Kochi Casio Co., Ltd.
were accepted in FY 2004.

Internship Partnership

One or two students are accepted every year and receive approximately two week-long OJT.

Casio Information Systems
Co., Ltd.

Receiving of visitors to the company

Students visit Casio as part of their integrated study, usually during their school excursion tours.
During FY 2004, 130 students from 21 schools visited Casio.

Casio Computer Co., Ltd.
(Head Office)Opening of factories for tours

Factory tours are given as part of the children’s social learning experience. In FY 2004, approximately 350 pupils from ten schools took tours.

Kochi Cashio Co., Ltd.

Goods making network for energetic people

An active program that is built on the business-academia-government cooperation. Small business owners and entrepreneurs of the city of Iruma play the central role with the involvement of
the government and universities.

Casio Electronic
Manufacturing Co., Ltd.

In recognition of the critical importance of disaster prevention, Casio meets regularly with theInformation exchange meeting about disaster pre- residents, government administrators, and fire and police bureau personnel from the community Casio Computer Co., Ltd.
in which the Head Office is located and exchange information. Three meetings were held during (Head Office)vention, etc
FY 2004.

Civic
Community

Participation in the “Teacher’s Business Training
Program”

P64

The Casio Group

Hosting of a “Conference for Corporations andPeople”

P64

Casio Computer Co., Ltd.
(Head Office)Participation in the “Next Generation Office for the
Ubiquitous Society” Symposium

P64

Casio Computer Co., Ltd.

Cooperation with the “Joint FASID/GRIPS International Development Studies Program”

P65

Casio Computer Co., Ltd.
(Head Office)
P.T. Asahi Electronics

Major Awards and Commendations in FY 2004
Year Month

SiteAward and Commendation

Main Awarding Organization

May
June
2004
NovemberNovemberJanuary

Casio Computer Co., Ltd.
Casio Micronics Co., Ltd.
Casio Micronics Co., Ltd.
Casio Micronics Co., Ltd.
Kochi Casio Co., Ltd.

Commendation as a corporation practicing excellent CSR management
Award of excellence for electrical safety and rationalization promotion
Letter of appreciation from administration for fire prevention (group recognition)
Efforts on promotion of hazardous substance handlers’ work (personal recognition to Tamotsu Endo)
Recognition by Kochi Prefecture as an environmentally conscious business operator
Commendation of the Shikoku Bureau of Economy, Trade and Industry for achievement in energy
management in the electrical division

The Sustainable Management Forum of Japan
Tama Electric Association
Ome Fire Station, Tokyo Fire Department
Ome Fire Station, Tokyo Fire Department
Kochi Prefecture
Shikoku Bureau of Economy, Trade andIndustry
Kanto Regional Electric Use Rationalization
Committee

2005

February

Kochi Casio Co., Ltd.

February

Hachioji Research andDevelopment Center

The highest award from the Kanto Regional Electrical Use Rationalization Committee

66

Society and Casio

Received high school students from Batam and Surabaya for tours and internships.
International Acceptance of student interns
Indonesia
Community
Acceptance of students participating in “Work
Casio cooperates with universities’ work-study curriculum (between approximately two and three
Casio (Thailand) Co., Ltd.
Study Programs in Private Corporations” offeredmonths) and offers practical training to about ten students every year.
by various universities

Independent Opinion
This year, Casio has issued its first CSR report to directly address its
corporate social responsibility. It is noteworthy that the company
presents its management philosophy through the top management’s
voices, makes efforts to disclose detailed information in the environmental area and is attempting to expand the scope of its efforts andreporting to its overseas operations, which account for 40% of thecompany’s total sales.
I would like to make the following suggestions to make the reportbetter in the future:
The definition of CSR varies from one organization to another. Casio should take a close look at the question of how Casio interprets
CSR and communicate its basic stance. In addition, it should understand that stakeholders are not limited to today’s customers, business partners and employees. The ecosystem and future generations are also important stakeholders.
In the communication aspect, the company seems to aim forcomprehensiveness. I would like to see more efforts devoted tomaking the report easy to understand. The report can give a“human” touch by sharing actions in the processes, accomplishments, problems, challenges, and lessons learned from failures aswell as negative information. It is also possible to make the report
come alive by creating feature sections of especially important topics. In the sections relating to environmental accounting and LCA
analysis, what Casio sees beyond the numbers and what it plans to
do as a result should be communicated. By doing so, the connection between philosophy and actions will become clear. Additionally,
the interactive communication with stakeholders should constitute apart of PDCA cycle to improve the efforts on CSR.

As for market, I would like to see the company discuss how its
next generation products that are under development will impact
CSR and sustainability, and what its thoughts are on new businessmodels for creating sustainable values so as to move beyond environmental efficiency improvements through reductions in the size
and weight of its products.
With respect to the environment, there is room for improvements.
Its report on greenhouse gases emissions is not easy to understand.
The company’s substantive efforts on renewable energies are notreadily observable though in this century Japan is said to have to reduce 80 percent of its emissions.
In the section about employees and the society, efforts in suchareas as employees’ safety, support to the nurturing of the next generation of people, human resource development, factory tours andKids’ ISO14001 can be valued. The report would be better by having
voices of employees and people from local communities. It is troublesome that the company does not report on equal employment
for both genders, such as data on the breakdown of managers bygender, statement of philosophy on promoting women, and recognition of the current situation and efforts.
I request and remain hopeful that
Casio achieve improvements in its various activities on CSR and make continuous efforts for “communication andlistening.”

Junko Edahiro, Co-Chief Exective
Japan for Sustainability

Message from the Auditor ・・・・ Reflection on the Publication of the CSR Report
The publication of the CSR Report this year affords Casio
opportunities for communication with a wider scope of multistakeholders than the traditional stakeholders interested in theenvironmental issues. I am hopeful that this will enable Casio todetermine tasks for sustained growth and to acquire valuable insights
for solving them.
At the same time, I recognize the necessity and importance for Casio
to strengthen the system to respond precisely to the opinions andquestions from multi-stakeholders regarding broad aspects of CSR.

I request all stakeholders to offer continuous support andcooperation for Casio to become an enterprise that can co-exit andprosper with the society. In my capacity as thecorporate auditor, I will help enhance theinternal control system that centers on CSR
management so that Casio’s corporate
governance is steadfastly executed.

Yoshinobu Yamada, Auditor

From the Editors
This report was presented as CASIO CSR report. Particular emphasis
was placed on readability and comprehensive coverage of the Casio
Group’s entire CSR activities, from the perspectives of market,
environment, employee and society.
Continuing the tradition that started last year, a discussion among
Mr. Mita, Chairman of the Sustainable Management Forum of Japan,
Casio’s president and its vice president is once again included withthe hope that we convey Casio’s philosophy toward CSR
management through the direct voices of its top management to thebest of our abilities.
Some suggestions for improvement were received regarding last year’s“Stakeholder Dialog to Read Sustainability Report,” the “Independent
Message” and the “Questionnaire.” We incorporated these suggestions
as much as possible in our editorial policies in response.

67

Nevertheless, there are some points that were pointed out in thepast which we have not yet been able to address. These will be
among the tasks for this fiscal year, along with the points raised by
Ms. Junko Edahiro of Japan for Sustainability, who expressed her
third party opinion in this year’s report.
We editors hope to hear frank views and opinions from many
readers and reflect them on Casio’s CSR activities. We therefore ask
for your assistance and understanding.
In conclusion, we would like toexpress our deepest gratitude to
all individuals who helped us
prepare this report.

Editors of the CSR ReportGRI Content Index
1. Vision and Strategy

5. Performance Indicators
Item

Item

Corresponding page numbers

Corresponding page numbers

1. 1Statement of the organization’s vision and strategy regarding its contribution to sustainable development

PP5-6・P13・P31

Integrated Indicators

1. 2Statement from the CEO describing key elements of the report

PP7-8

Economic Performance Indicators
Customers

2. Profile
Item

Corresponding page numbers

Organizational Profile

PP5-6・P32
EC1

PP5-6

EC2

P6

Providers of Capital

EC6

P28

Public Sector

EC10

PP63-66

Environmental Performance Indicators

2. 1

Name of reporting organization

P5

2. 2

Major products and/or services

P5

2. 3

Operational structure of the organization

P5・P142. 4

Description of major divisions, operating companies, subsidiaries, and joint ventures

P1・P6

2. 5

Countries in which the organization’s operations are located

P6

2. 6

Nature of ownership; legal form

PP5-6

2. 7

Nature of markets served

PP5-6

2. 8

Scale of the reporting organization

P5

2. 9

List of stakeholders, key attributes of each, and relationship to the reporting organization

P19・P29・P53・P61

Materials
Energy

Water

EN1

P38

EN2

P38

EN3

P38・P43

EN18

P36・P38・P42

EN19

P42

EN5

P38・P46

EN22

P38

Emissions, Effluents and Waste

Report Scope

EN8

P38・P43

EN9

P45

2.10

Contact person(s) for the report

Back Cover

EN10

P38・P44

2.11

Reporting period for information provided

P1

EN11

P38・P47

2.12

Date of most recent previous report

P48

EN12

P38

2.13

Boundaries of report

P1

EN13

P34・P46

2.14

Significant changes that have occurred since the previous report

P1・PP5-6

EN30

P38・P43

2.15

Basic matters for comparison from period to period, and/or between reporting organizations

P1・PP5-6

2.16

Re-statement of information provided in earlier reports

P38・P43

Report Profile

Products andServices

EN14

P38

EN15

P38

Compliance

EN16

P34

Transport

EN34

P49

Overall

EN35

PP35-36

2.17

Descriptions not to apply GRI principles or protocols in the preparation of the report

P1

2.18

Criteria/definitions used in any accounting for costs and benefits

PP35-36

2.19

Significant changes in measurement methods since the previous report

P35

Social Performance Indicators

2.20

Policies and internal practices to enhance and provide assurance about theaccuracy, completeness and reliability

P67

Labor Practices and Decent Work

2.21

Policy and current practice with regard to providing independent assurance

P48・P67

2.22

Means by which report users can obtain additional information and reports

Notation of a URL on each page

Employment

3. Governance Structure and Management Systems
Item

Corresponding page numbers

Labor/
Management
Relations
Health and
SafetyStructure and Governance

LA1

P5・P54

LA12

P58

LA3

P58

LA4

P58

LA13

P12・P58

LA5

PP59-60

LA6

P59

LA7

P60

3. 1

Governance structure of the organization

PP14-15LA14

PP59-60

3. 2

Percentage of the board of directors that are independent, non-executive directors

P14

LA15

P58

3. 3

Process for selecting and appointing board members

Omitted (See PP 14-15)

3. 4

Board-level process for oversight

P17

3. 5

Linkage between executive compensation and achievement of goals

Omitted3. 6

Organizational structure and key individuals responsible

PP14-15・P24・P33

3. 7

Mission and values statements (codes of conduct, principles, performancepolicies, etc.)

PP13-16・PP20-21・PP23-24・
PP27-28・P30・P39・
P50・PP54-55・P57・P62

Stakeholder Engagement

Training and
Education

Diversity andOpportunity

LA9

PP55-56

LA16

PP55-56

LA17

PP55-56

LA10

P54

LA11

P54

Human Rights
Strategy andManagement

HR1

P16・P54

HR2

P27

3. 8

Mechanism for shareholders to provide recommendations or direction

P14・P28

HR3

P27

3. 9

Definition of major stakeholders

P19・P29・P53・P61

HR8

P16

HR4

P16・P54

3.10-12 Approaches to stakeholder consultation, type of information generated byconsultation and its use

PP25-28・P58・P63・

Non-discrimination

PP64-66

Freedom of Association and Collective Bargainin

PP15-18・PP25-26・P34

Child Labor

HR6

P16・P27・P54

3.14-15 Charters, sets of principles, various associations, etc. which the organization
subscribes to, endorses or participates in

P48・P65

Forced and Compulsory Labor HR7

P16・P27・P54

3.16

Policies and/or systems for managing upstream and downstream impacts

P20・P24・P27

3.17

Approach to managing indirect impacts

PP5-6・P28・P38・PP65-66

3.18

Changes in the location or operations during the reporting period

PP5-6

3.19

Programs and procedures regarding performance

P15・PP32-34・P62

3.20

Status of certification regarding management systems

P17・P25・P33

Overarching Policies and Management Systems
3.13

Precautionary approach or principle

HR5

Disciplinary
Practices

P58

HR9

P16

HR10

P16

SocietyCommunity
Bribery and Corruption

SO1

P16・PP65-66

SO4

P34・P48・P64・P66

SO2

P16

Product Responsibility
Customer Health and Safety PR1

PP24-26

PR2

PP24-26

Corresponding page numbers

Products andServices

PR8

P26

P68

Respect for Privacy

PR3

P18

4. GRI Content Index
Item
4. 1

A table indicating location of each element of the GRI Report Content, by section and indicator

68

Contact Information

Casio Computer Co., Ltd.
http://www.casio.co.jp/

CSR Operations Section(regarding CSR in general)
1-6-2 Honmachi, Shibuya-ku Tokyo 151-8543
Tel.: +81-3-5334-4901 Fax: +81-3-5334-4547
Email csr-report@casio.co.jp

Environment Center(regarding environmental issues)
3-2-1 Sakae-cho, Hamura-shi Tokyo 205-8555
Tel.: +81-42-579-7256 Fax: +81-42-579-7718
Email eco-report@casio.co.jp
Published: December 2005