Editorial PolicyTheis published to informstakeholders about Casioʼs corporate social responsibility (CSR) initiatives aimed at building a more sustainable
world. The report is intended to enhance communication with stakeholders in order to help Casio further
improve its CSR performance.
An independent opinion from an outside expert has
been obtained and included as an objective assessmentof the report overall. Third-party veriﬁcation of environmental performance data has also been obtained toensure reliability.
The Casio website includes a section on sustainability
with the latest topics and discloses detailed informationand data. Stakeholders are invited to review that information together with this report.

Positioning of this report and the website
High[Importance for society]
Importance for society

L Third party opinions concerning the 2010 report
L Reader opinions and requests concerning the 2010 report
L Items from questionnaires such as socially
responsible investment (SRI) surveys
L Items listed in the guidelines below

Casio Sustainability
Report 2011
(PDF)

[Importance for Casio]
Matters Casio regards as important based on its
corporate creed, the Charter of Creativity for Casio,
the Casio Common Commitment, and the Casio
Group Code of Conduct

Casio sustainability on the web
http://world.casio.com/csr/

Importance for Casio

High

This report is focused on items of especially high importance and has been edited for readability.
The latest topics as well as more detailed information and data are comprehensively disclosed on the website.

Scope of the report● BoundarySome information in this report applies only to the parent company, Casio Computer Co., Ltd., while other material refers to the entire Casio Group. Further clariﬁcation is provided in each case, as needed.
The name “Casio” in this report indicates the Casio
Group, while “Casio Computer Co., Ltd.,” refers speciﬁcally to the parent company.
The scope of the environmental accounting and impact data in this report includes 10 sites of Casio Computer, Co., Ltd., in Japan, 14 group companies in Japan,
and 23 group companies outside Japan.

● Important changes during the period covered● With the business integration of the cellular phonebusiness with NEC Corporation and Hitachi, Ltd., Casio Hitachi Mobile Communications Co., Ltd. (a con-1

solidated subsidiary) was merged with NEC Casio
Mobile Communications, Ltd., in June 2010, with the
new company becoming an affiliated company accounted for using the equity method.
● With the business integration of the TFT liquid crystal
display (LCD) business with Toppan Printing Co., Ltd.,
Ortus Technology Co., Ltd. (a consolidated subsidiary),
which took over Casioʼs TFT LCD business, became anaffiliated company accounted for using the equity
method and Kochi Casio Co., Ltd. (a consolidated subsidiary) ceased to be an aﬃliated company.

● Issued
December 2011 (Previous publication: October 2010,next publication planned: October 2012)

CONTENTS

Guidelines used as a reference● GRI（Global Reporting Initiative）
of the Global■ Editorial Policy/Scope of the report .............................................. 1

Reporting Initiative (GRI)●(2007 Edition) issued by Japanʼs Ministry of the Environment●

issued by
Japanʼs Ministry of the Environment● ISO 26000 Guidance on Social Responsibility(GRI Guidelines and ISO 26000 content indices areposted on the website.)

Inquiries
Casio Computer Co., Ltd.
http://world.casio.com/
For inquiries on CSR in general: CSR Promotion Office
Address: 1-6-2 Honmachi, Shibuya-ku, Tokyo 151-8543
Tel.: +81-3-5334-4901 Fax: +81-3-5334-4547
E-mail: csr-report@casio.co.jp
For inquiries on environmental issues: Environment Center
Address: 3-2-1 Sakae-cho, Hamura-shi, Tokyo 205-8555
Tel.: +81-42-579-7256 Fax: +81-42-579-7718
E-mail: eco-report@casio.co.jp■ CONTENTS .......................................................................................................................... 2■ Message from the President ...................................................................... 3■ Casio’s Corporate Creed and Approach to CSR ......... 5■ Special Feature ............................................................................................................... 7

Casio Thailand’s Global Management Rooted in Local Community■ Casio’s Response to the Great East Japan Earthquake ...... 9■ Responsibilities to Stakeholders ...................................................... 10

Customers
Suppliers
Shareholders and Investors
Employees
Local Communities■ Environmental Initiatives .............................................................................. 30

Environmental Vision
Environmental Action Plan
Environmental Communication
External Evaluation
Environment Data
■ Philosophy and Management ............................................................... 48

CSR Implementation System
Corporate Governance

Forecasts and forward-looking statements
The future forecasts and forward-looking statements
published in this report for Casio Computer Co., Ltd.,and the Casio Group are based on information available at the time of publication. These forecasts andstatements include potential risk and uncertainty, andthe reader should be aware that the actual results ofbusiness activities may diﬀer from these predictions.

Compliance and Risk Management
Social Initiatives: Action Plans and Performance■ Independent Verification ............................................................................. 55■ Independent Opinion........................................................................................ 56■ About Casio Computer Co., Ltd./History of Casio....... 59

2

Message from the President
We are always aiming to provide new value and be a company essential to society.

Providing new value to the world
Casio was founded with the invention of the worldʼs ﬁrst
compact, fully electric calculator in 1957.
At that time, Japanese businesses mainly used foreign-made, electric-powered mechanical calculators.
Casioʼs breakthrough calculator however, was smallerand quieter while oﬀering more rapid calculation. Since
it provided much better performance in many areas, it
immediately penetrated the calculator market.

Great East Japan Earthquake
The recent Great East Japan Earthquake has inﬂictedunimaginable damage. Many people suﬀered enormous
destruction, including Casio customers and suppliers.
Along with our heartfelt condolences to these victims, I
would like to express our hopes for a speedy recovery. I
would also like to take this opportunity to express
gratitude for all the heartfelt support that the people ofJapan have received from around the world.
Some Casio sites were also aﬀected by the disaster,
but through the cooperation of all employees, we wereable to rapidly restore business operations. Although
there has been some impact on the business, we aretaking various measures to minimize it.
Casio will continue to help with reconstruction by providing various forms of support, always based on theneeds of people in the disaster-struck region and creative ideas about how to provide assistance.

3

Developing a completely novel product that has neverexisted before̶like that calculator̶is exactly how weprovide new value to the world. Over the more than 50
years that followed, Casio has developed more worldﬁ rsts and a whole range of other original products,
including personal calculators, digital watches, electronic musical instruments, electronic dictionaries, and digital cameras. We have consistently kept providing newvalue to the world.
As we help to make peopleʼs lives more convenientand comfortable, and the world recognizes the value ofwhat we do, whole new markets and cultural developments emerge. This is how we are realizing our corporate creed, “Creativity and Contribution.” It is simply in
Casioʼs “DNA” to make something from nothing̶to gofrom “0” to “1”.

Building a more sustainable world
Casio began focusing on environmental issues early on,
and we have been working to reduce the environmental
impact of our products. We strive to oﬀer products withhigh performance that are consistently compact, lightweight, slim, and energy eﬃcient.
Going beyond product development, our environmental initiatives include action plans for the management ofbusiness sites with, for instance, medium and long-term
greenhouse gas emission reduction targets and activities for the protection of biodiversity.

By exchanging opinions with stakeholders, Casio is also
working to help solve social problems in various ﬁelds
relating to our business management.
In the area of school education in particular, we continue to hold meetings with teachers in Japan andaround the world. We strive to research their teaching
methods, and use their feedback for productdevelopment.
In our product development, Casio continues to workon making daily life more convenient for people worldwide. This includes market-specific development of
products such as a calculator with Indian digit
grouping.
Meanwhile, in order to ensure that future generations
will inherit an even better world, Casio is continuing tofund pioneering and creative research by young researchers through the Casio Science Promotion Foundation. In addition to the target areas of electronics andmechanical engineering, the funded ﬁelds include natural sciences relating to health and energy conservation,
as well as the cultural sciences. In this way, Casio is contributing broadly to the future of science andtechnology.
Casio is also continuing to educate the next generation based on unique programs oﬀered for children who
will be the opinion leaders and citizens of tomorrow.
To build a more sustainable world, Casio is striving torealize its corporate creed, “Creativity and Contribution.”
While continuing to provide the world with new value, weare helping to solve relevant environmental and social
issues using an approach that is integrated with ourbusiness activities. Our balanced initiatives are based on
the triple bottom line of economic, environmental, andsocial performance.

Participating in the Global Compact
Casio products are produced with the cooperation of
not just our group companies, but many component
makers and consignment manufacturers around theworld. As a company with global operations, Casio respects international standards relating to human rights,
labor, environment and anti-corruption. By fulﬁlling ourcorporate social responsibilities, Casio is promoting theongoing development of the international community.
As part of these eﬀorts, Casio joined the UN Global
Compact in December 2010.
In the near future, the principles of the Global Compact
will be incorporated explicitly into various aspects of ourcorporate management, and we will disclose progress
updates at the appropriate times.
This report highlights the main initiatives taken by
Casio in ﬁscal 2011. I encourage all of our stakeholders
to review the information provided here. I look forward
to your feedback, which will be used to improve our future initiatives. Your continuing support is greatly
appreciated.

Kazuo Kashio
President & CEO

4

Casio’s Corporate Creed and Approach to CSR
Making innovative products and contributing to social progress̶these were the aspirations of Casioʼsfounders, and they are summed up in the corporate creed, “Creativity and Contribution.” Casio has carefully
passed down this corporate creed to all of its employees today. By following the creed and practicing theCharter of Creativity for Casio and Casio Common Commitment, Casio is fulﬁlling its social responsibilities inall of its corporate activities.

Working to build a more sustainable world
The world today is faced with complex economic, environmental and social problems of a very serious nature.
Humanity as a whole needs to consider what a desirable
society is, and then ﬁnd ways to resolve these problems.
If economic activities are to be maintained on this planetwith limited resources, every member of society must
try to help achieve sustainability. Accordingly, Casioʼs

aim is to contribute to society through the resolution ofsocial and environmental issues related directly and indirectly to business management, while continuing toprovide new value to society, based on its corporate
creed of “Creativity and Contribution.” Casio will steadily
pursue speciﬁc initiatives while always thinking originallyabout the best ways to solve each issue.

Keywords for a sustainable world and Casio’s main initiatives● Resource recyclability (social and economic activities on a planet with limited resources)
Reducing daytime power consumption through the use of geothermal electricity and the installation of power
storage equipment, etc.

● Biodiversity (respecting the diversity of species including organisms other than humans)
Establishing an Environmental Action Plan, and evaluating the entire impact of the business, etc.

● Fairness across generations (the current generation properly appreciating the legacy of previous
generations and passing it on to future generations)
Setting medium and long-term CO2 reduction targets, and promoting next-generation development andeducation, etc.

● Fairness across regions (fairly distributing wealth and assets across regions)Being a member of the UN Global Compact, and conducting CSR activities globally, etc.

■ Casio’s CSR Platform

Sustainable world
Local communities

Customers

Providing new value
through products
Social andenvironmental initiatives

Global environment

Employees

Shareholders
and investors

Suppliers

Casioʼs Business Activities

Casio Group
Code of Conduct
Charter of Creativity for Casioand Casio Common Commitment
Corporate Creed“Creativity and Contribution”

5Charter of Creativity for Casio and Casio Common Commitment
In 2003, Casio adopted the Charter of Creativity for Casioand Casio Common Commitment, a promise from everyone working at Casio. They are designed to ensure that
Casio employees will be aware of the corporate creed at

all times, and act upon it. These promises cover the three
key aspects of CSR̶economy, environment, and society̶as well as the companyʼs approach to compliance.

Charter of Creativity for Casio
First Chapter
Second Chapter
Third Chapter

We will value creativity, and ensure that our products meet universal needs*.
We will strive to be of service to society, providing customers with delight, happiness, and pleasure.
We will back up our words and actions with trustworthiness and integrity, and work as professionals.

* To create innovative products that everyone needs but no other company has ever produced. At Casio, this is the mission not only of productdevelopment, but of every other part of the business.

Membership in the UN Global Compact
Casio products are made through cooperation not justwithin the Casio Group, but with many other parts andconsignment manufacturers. Through global distribution, over 100 million Casio products are being soldeach year in 140 countries around the word.
In order for consumers worldwide to purchase Casio
products with conﬁdence, the company believes that it
must support and adhere to common global principles
for sustainable growth for the international community,

beginning with Casioʼs global supply chain.
This is why, in December 2010, Casio joined the United Nations Global Compact, and madeCasio Group employees thoroughly
aware of this. While pursuing speciﬁc
initiatives for the realization of the
Global Compact principles, Casio is also
appropriately disclosing progress.

Main stakeholders of the Casio GroupThrough ongoing dialogue with various stakeholder
groups, Casio is helping to resolve social issues in variMain StakeholderGroup

ous ﬁelds relating to its business activities.

Main Casio Group Responsibilities

Main Dialogue Opportunities /Information Disclosure

Customers

Providing appealing, safe, and reliable products
Ensuring stable product supply
Providing the proper information regarding products
Improving customer satisfaction
Providing fast and accurate support to customers
Properly managing customer information

Daily sales activities
Customer Support Center
Customer satisfaction surveys
Casioʼs oﬃcial website

Suppliers

Fair and equitable transactions
Requesting CSR implementation and providing support

Daily procurement activities
Holding vendor conferences
CSR questionnaires

Timely and appropriate information disclosure
Appropriate proﬁt returns

General Meeting of Shareholders
Brieﬁngs for investors
Investor Relations website
Issuing ﬁnancial reports (shareholder newsletter)
Responding to CSR questionnaires from socially
responsible investors

Employees

Respecting human rights
Promoting diversity and inclusion
Promoting balance of work and family life
Human resource recruitment and utilization
Fair evaluation and treatment
Industrial health and safety and employee health promotion

Casio intranet
Group Workersʼ Labor-Management Conference
Occupational Safety and Health Committees
Career challenge system
Internal newsletter

Local
communities

Respecting and preserving regional cultures
Activities that contribute to local communities
Preventing accidents and disasters at sites
Providing support to disaster-stricken regions where sites
are locatedFactory and workplace tours
School visit program
Internships
Employee participation in local community
eventsGlobalenvironment

Environmental consideration in product development
Environmentally responsible production activities
Complying with environmental laws
Protecting biodiversity

Shareholders
andinvestors

6

Special
FeatureCasio Thailand’s Global Management Rooted in Local Community

Casioʼs global management adapts to the culture and environment in each region. At Casio Thailand, where 90% of employees are locally hired, the company has a human resources policy that emphasizes the needs of Thai employees. The
company is engaged in a wide range of activities that contribute to and deepen relationships with the local community.

Human resources policy of Casio Thailand and community support● Supporting the local community

Aiming for management rooted in local communities,
Casio Thailand emphasizes human resources development, employee welfare programs and support for the
local community. In order to realize these goals, thecompany has established human resources deployment
guidelines and CSR activity policies, and is undertaking
various activities accordingly.

Casio Thailand places importance on
improving quality of life in the local
community, while contributing to economic and social development thatmakes local residents self reliant.
Using this CSR activity policy, thecompany has established guidelines
and is carrying out various initiatives.
Wanna Pakaew
Based on a positive evaluation of
the activities and results under this CSR implementation teampolicy, Casio Thailand has received an award from theThai Ministry of Labour and Social Welfare as an outstanding company in the area of labor relations andemployee welfare. The company has received thisaward for ﬁve consecutive years.
The company received high marks in all ﬁve evaluation areas for the award: (1) codiﬁcation of human resources and labor union policies; (2) wage and salarysystems; (3) hotline establishment; (4) employee welfare
programs; and (5) CSR activities.

● Human resources development and employee
welfare programs
Based on its human resources deployment guidelines,
Casio Thailand is improving employee welfare programs
and providing career development training. Since 90%
of its employees are women, the company is creating
workplaces that enable staﬀ to balance work and family
responsibilities, including setting up a special facility tosupport breastfeeding mothers.
The company also supports human resources development by oﬀering training programs based on various
roles and proﬁciency levels.

Corporate data for Casio Thailand■Number of employees by nationality
5

4

902

970

10

1,132

As of March 31, As of March 31,
2009
2010
Japanese, other

As of March 31,
2011

Locally hired■Number of male and female employees
80

89

827

100

885

1,034

As of March 31, As of March 31,
2009
2010
FemaleMale

As of March 31,
2011■Number of managers by nationality
4

4

16

16

10

17

As of March 31, As of March 31,
2009
2010
Number ofThai managers

As of March 31,
2011

Number ofJapanese managers

1 Human resources development and employee welfare programs
Womenʼs social advancement in Thailand is progressing. Because of this, Casio Thailand is putting particular effort into childcare support. The company has various programs such as training and seminars to help employees
develop together with the company and build their careers.

Employee welfare program

Creation of a facility to support breastfeeding mothers
About 90% of Casio Thailand employees are women, andeach month three to ﬁve of them have babies. According
to Thai law, female employees are allowed three months
maternity leave after giving birth. When they returned towork, however, they were not able to pump and store
breast milk during the work day, in order to provide theinfant at home with an adequate milk supply.
Therefore, Casio Thailand created an onsite room where
mothers can pump andstore breast milk. In addition to providing refrigerator space for hygienic
milk storage and special
storage packages, there
is air conditioning and air
purification equipment.
Consequently, the roomhas clean air, preventing
Breast milk support room7

any viruses and bacteria from getting
into the milk during storage.
A special instructor is also available
to provide guidance to women during
and after pregnancy on how to pump
the breast milk and store it safely. A
course is also provided to teach pregnant employees about health and nutrition management. In this way, the company is enabling more employees tobalance their work and family lives.

Duangdaw Prathumchai
Human Resources Department

Employee feedback
I use the facility in order to have a breakand pump a supply of milk to take home.
Since the room is very hygienic, I feel conﬁdent about taking the milk home to mychild. It really helps to relieve breast pain.
I feel the company is truly caring for thehealth of employees and our families.

Natthida Longkrue

Human resources development

Career development and training programs
Casio Thailand has training programs to support the career development of employees. The programs are open
to all employees from general staﬀ to managers, and include on-the-job
training, lectures andseminars. The programs are divided
into proﬁciency levels for each businessarea, so that employees can easily improve their skills,
step by step.
LectureEmployees can gain specialized knowledge for
their jobs or learn about
legal compliance at seminars and lectures given byoutside experts or employees with the necessary
qualiﬁcations and experience. In ﬁscal 2011, an ofﬁcial from the Ministry ofLabor was invited to comeand give a seminar entitled Training for factory employees“The Latest Safety Laws and Taking Action for Legal
Compliance.” It was attended by safety committee managers and in-house safety instructors.

2 Supporting local communities
With the aim of supporting local communities, Casio is promoting various activities for social contribution andcommunity outreach. The company also provides job hunting support to students and hosts factory tours, in order to contribute towards the revitalization of society through employment.

■ Donating money and food to monks
In December 2010, monks from a nearby temple were invited to the company to receive a donation of money, rice,other food, medicines, and daily necessities. The temple
looks after over 200 poor children and orphans, so theyreceived food and supplies as well.
In the Buddhist country of Thailand, it is considered very
commendable to make an oﬀering to the monks, who area symbol of goodness. Since the monks pray for the happiness and prosperity of those that make oﬀerings, thedonors are also grateful for this kind of chance.
Consequently, Casio Thailand employees are pleased bysuch company donation opportunities. While engaging incharitable activities, the company is also supporting local
culture, and giving employees a lot of peace of mind.

Donating money and food to monks■ Helping students with job search
Casio Thailand is supporting the job search eﬀorts of students by inviting them to company presentations and factory tours, thereby providing them with opportunities tolearn about the companyʼs activities. Due to the impact ofa long-running internal dispute in Thailand, there have beenvery few opportunities for students to receive training at
private companies. By providing them with these opportunities, Casio is helping to develop the next generation of
citizens in Thailand. These eﬀorts have been recognized by

the Thai Education Ministry,
and in 2009 the company
received an award for providing good support andlearning opportunities tovocational students in outlying areas of Bangkok andsouthern Thailand.
Students receiving training■ Support for flood victims
From mid-October to mid-November 2010, there waswidespread ﬂooding in Thailand, resulting in major damage. Fortunately, Casio Thailand did not suﬀer any damage, but some homes of employees were ﬂooded, andthere was damage in the surrounding communities.
Along with donating corporate relief funds, the company
also encouraged employees to donate cash or supplies for
ﬂood victims. The total funds along with relief supplies,
such as food and candles, were sent to the governor of theaﬀected region for distribution to victims. Casio
Thailand employees also
participated in the distribution of relief aid, and they
delivered relief supplies directly to disaster victims.
Support for disaster victims

8

Casio’s Response to the Great East Japan Earthquake
Casio oﬀers its heartfelt sympathies to everyone aﬀected by the Great East Japan Earthquake of March 11,
2011. Casio would also like to take this opportunity to express gratitude for all the heartfelt support that thepeople of Japan have received from around the world.
Below is a report on the eﬀects sustained by Casio and its response to the earthquake disaster (as of July
31, 2011).

Status at Casio
Although some of Casioʼs business sites were damaged, fortunately employees and their families were not harmed, andthe group was able to recover quickly. Nevertheless, operations at production sites have slowed slightly as a result of
delays in the procurement of parts due to the damage sustained by certain suppliers.
In response, Casio has decentralized suppliers, started manufacturing parts in-house, and taken other measures to
get operations back up to speed as soon as possible.

Impact of the Great East Japan Earthquake on Quality
The Great East Japan Earthquake and the subsequent power interruptions have had no impact on the quality of Casio
products. The radioactive contamination from the damaged Fukushima Daiichi Nuclear Power Station has had no impact on Casioʼs production facilities in Yamagata and Yamanashi prefectures. The radiation levels in both prefectures
were surveyed by Japanʼs Ministry of Education, Culture, Sports, Science and Technology, and the readings were below
levels harmful to the human body. Casio products are also regularly checked for radiation at production and logistics
sites, and their safety has been conﬁrmed.

Special support for customers affected by the disasterAs a support measure for people in areas stricken by the Great East Japan Earthquake, Casio oﬀered to repair Casio
brand consumer products at half the usual price for products damaged in municipalities where the Disaster Relief Act
was applied. This oﬀer was made available until September 30, 2011.

Relief efforts for the disaster-affected areas
Casio donated a total of 55 million yen in relief funds to Japan Platform in order to help the victims and assist in therecovery eﬀort. The company also matched the donations of its employees with an equal or greater amount. Casio
Group employees worldwide donated a total of about 10.57 million yen, which was matched by Casio Computer Co.,
Ltd., with an additional 22 million yen, for a total of 32.57 million yen. This money was donated to the Japanese Red
Cross Society, local governments in the disaster-aﬀected areas (through the Japanese Association of Metal, Machinery,
and Manufacturing workers), and Japan Platform.
Casio is also making ongoing donations to the Ashinaga Donation Fund for Children Orphaned by the Great East
Japan Earthquake and Tsunami operated by Ashinaga, a non-proﬁt organization, in order to support children who losttheir parents in the disaster. In ﬁscal 2012, Casio donated 5 million yen and will continue to donate 2 million yen peryear over 10 years for a total amount of 25 million yen.
All told, donations of aid money from the Casio Group will total 102 million yen.
Additionally, Casio is providing ongoing non-monetary support, including the donation of clocks for temporary housing, digital cameras with hybrid GPS for disaster response headquarters in prefectures and municipalities aﬀected by
the disaster, and calculators for schools that lost teaching materials.
Casio is committed to continuing to provide as much support as it can to meet the needs of people in the disasteraﬀected areas.

Casio’s efforts to save electricity
Since the earthquake disaster, Casio has undertaken a number of energy-saving measures such as turning oﬀ somelights in oﬃces and billboards, changing air conditioning temperatures, stopping some elevators, and expanding thelength of the summertime cool-biz campaign (which encourages people to dress more casually to save on airconditioning).
In response to the power usage restrictions issued in the summer of 2011 based on Article 27 of Japanʼs Electricity
Business Act, Casio is working to strengthen the above energy-saving measures and making other aggressive eﬀorts
to comply with the restrictions, including moving days oﬀ from Saturday to Wednesday.
In July, Casio established a system to monitor electricity use at principal sites during working hours via an internal
portal, which will help raise the awareness of employees at each business site to remember to save electricity by letting
them see how much energy is being used in real time.

9Responsibilities to Stakeholders

Responsibilities to Stakeholders

Customers
Quality Assurance
In all of its business processes, Casio always takes the customerʼs perspective and bases its actions on the
Principle of the Five “Gens”̶in Japanese,(on site),(actual goods),(reality),(theory) and(rule). Casio focuses on daily improvement in order to provide customers with reliability and peace of mind, and to meet customer demands with speed and integrity.

Quality assurance at Casio

Environmental Initiatives

In order to deliver products and services that oﬀer reliability and peace of mind to customers, Casio is constantly working on improvements to pursue the bestsolution for customers.
Casio believes it is important not only to provide products and services that delight customers, but also to win
acceptance from the whole of society and achieve mutual prosperity. Toward this end, Casio Quality includes
everything from the quality of individual products, toenvironmental protection and recycling. The role ofquality assurance is to deliver quality that satisﬁes customers in every possible way.

■ Casio Quality

Environmental
conservation,
recycling

Functions,performance,
design, price,usability

Casio
Quality

Serviceability

Reliability,
durability

Safety,legal
compliance

Quality assurance system
Philosophy and Management

In order to carefully maintain and improve Casio Quality,
the company has created the quality assurance system
shown in the diagram below. Chaired by the Executive
Vice President, the Promotion Committee for Groupwide Quality Enhancement meets twice a year. It pursues■ Quality Assurance Framework

President and CEO
Promotion Committee forGroupwide Quality Enhancement
Chaired by the Executive
Vice President
Global Marketing
Headquarters
Sales Departments
for each business

Division in charge of groupwide quality
CS Control
Group

Engineering
Department

CS activities

Quality activities

Collaboration
Sales &
Service Aﬃliates

10

activities such as making quality data accessible andeasy to understand, and sharing quality information,
while passing resolutions on quality policy and measures. The results are used for quality assurance activities in each division.

Product &Purchasing Unit

Production &Purchasing Division
Manufacturing
Aﬃliates

Consumer Timepieces
Business
Business

Digital
CameraBusiness

Systemequipment
Businessregulations and standards relating to quality and safety,
and to learn technology expertise. This includes holding
presentations for the improvement of quality management skills.
Moreover, Casio is striving to raise the level of quality
initiatives and improve the quality skills of employees,
including the holding of in-house seminars given by outside instructors.
Casioʼs production plants carry out plan-do-check-act(PDCA) cycles using the ISO 9001 Quality Management
System. In order to deliver reliability and peace of mind
to customers that use Casio products, Casio employees
focus on daily improvement.

■ List of ISO 9001 Certified Sites

Classiﬁcation

Production Sites
outside Japan

Initial Version Registration Date

Product Solution Unit, System Product Division, Casio Computer Co., Ltd.

June 25, 1994

Kofu Casio Co., Ltd.

August 1, 1994

Casio Electronic Manufacturing Co., Ltd.

August 5, 1994

Yamagata Casio Co., Ltd.

December 16, 1994

Casio Micronics Co., Ltd.

March 29, 1996

Casio Techno Co., Ltd.

May 21, 2004

Casio (Thailand) Co., Ltd.

October 24, 2000

Casio Electronic (Shenzhen) Co., Ltd.,
Guandu Factory

March 22, 2002

Casio Electronic Technology (Zhongshan)Co., Ltd.

October 26, 2006

Casioʼs eﬀorts to achieve premium quality are guided
by a clearly articulated Quality Concept and Quality

Management Policies, which provide indices for evaluating all quality initiatives.

Quality Concept
Casio maintains a strong quality assurance system, based on its belief in “Quality First.” This system requires all employees to make quality their ﬁrst concern in every task they perform, enabling the company to oﬀer products and services
that please and impress customers. The companyʼs commitment to quality supports its corporate growth and makessocial contributions possible, while at the same time winning customersʼ trust and giving them peace of mind.

Quality Management Policies● To build a good corporate image, we oﬀer products and services that please and impress our customers, gain theirstrong trust, and ensure their peace of mind.
● We respond to our customersʼ requests and inquiries with sincerity and speed, and reﬂect their valuable comments in
our products and services.
● In all our business processes, we base our actions on the Principle of the Five “Gens”̶in Japanese,(on site),(actual goods),(reality),(theory) and(rule)̶and adhere to the basics of business operations.
● We capture and analyze quality assurance activities quantitatively, using reliable data, and use the analysis to makecontinuous improvements. We also maintain a quality information system that enables the sharing of quality information and prevention of problems before they occur, and prevents recurrence of quality problems.

Philosophy and Management

Pursuing top quality

Environmental Initiatives

Development, Productionand Service Sites in Japan

Certiﬁed and Registered Sites

Responsibilities to Stakeholders

As the division in charge of group-wide quality management, the CS Department (within the Global Marketing
Headquarters) has been linked together with the Engineering Department (within the Production & Purchasing Division). By closely connecting the product development and sales teams, Casio is working hard to ensure
quality, with the cooperation of all departments, while
always pursuing the best solution for customers.
In order to create a common group-wide awareness of“Quality First” being the foundation all operations, strong
leadership is essential from top management and those
responsible for quality. The Promotion Committee forGroup-wide Quality Enhancement implements training toensure employees understand and are widely aware of11

Raising Customer Satisfaction
Casio believes customer satisfaction can always go up, and is strengthening its three main customer satisfaction initiatives.

Responsibilities to Stakeholders

Raising Customer Satisfaction
In order to improve customer satisfaction (CS), in ﬁscal
2009, Casio began strengthening its initiatives for thethree main CS activities listed below. The company isworking to incorporate the voice of the customer morethan ever before in the creation of even better
products.

Environmental Initiatives

After-sales CS: Responding to customer requests andinquiries with service that is fast, accurate, and polite
Functional CS: Striving to create value and productfunctionality that leads to customer
satisfaction
Quality CS: Working to strengthen product quality toassure customer satisfaction

Going beyond universal design to human-centered design

Philosophy and Management

Casio works to develop products using human-centered
design (HCD) in conformity with ISO 13407 processes,with the objective of improving product ease of use aspart of the productʼs overall quality. In the HCD process,Casio seeks optimal ease of use by determining important issues from customer feedback and observation of
product use in real-world situations. Through repeatedevaluation and verification, Casio works to develop
highly desirable products.
In ﬁscal 2011, Casio made its multi-function chronograph watches even easier to use. During the development of the OCW-T1000, issues with the complicatedoperations necessary for function setting were identiﬁed in the HCD process, and a new electronic crown wasdeveloped that enables more intuitive operation. In addition to the straightforward setting of the watch handsby turning the crown, the user can now easily switch
between diﬀerent functions just by pressing the crownlike a button. This has dramatically improved watch
usability.

Casioʼs UD log
OCW-T1000

Ensuring customer satisfaction
Customer feedback is essential information for productimprovement, and Casio regularly conducts customer
satisfaction surveys. While also referencing customer

12

Under these three main CS activities, Casio is investingin programs to improve product knowledge, repair technique, and customer service skills. With regard to aftersales CS activities, in ﬁscal 2011 Casio established its
own survey method, recognizing the importance of continually ascertaining customer satisfaction levels.
Casio is also working hard to ensure that customer
feedback is always delivered to the relevant departments, and that uniﬁed improvement measures are taken by those departments. The company is also working
to ensure continual enhancement of product functions(functional CS), through daily eﬀorts such as research
into various industry-leading technologies.
Casio gathers and analyzes the details of customer
inquiries regarding product quality, and strives to rapidly
detect and respond to any problems.

comments received by the Customer Support Center,
Casio is striving to develop even better products andimprove the level of customer satisfaction.

TOPICSFirst in the Industry to Offer Indian Digit Grouping

TOPICS

calculator was developed based on
the idea of Casio staﬀ in India, andconsumer appreciation of the productis steadily growing. Of course, thecalculator can also display numbers
using three-digit grouping, and evenin the European format with a decimalcomma instead of a decimal point.
Casio excels at providing productsthat are tailored to meet consumer
needs.

MJ-120D

Calculator with Indian
Digit Grouping

Holding regular Global Teachers Meetings
Applied feedback example
Color-coded, nested sets of brackets help prevent student errors and increase their understanding
Conventional model fx-9860G
It is diﬃcult to distinguish individual sets of brackets.

If the brackets are input incorrectly, the answer will be wrong.

Color graphing model

User input isthe same

The bracket sets are automatically color coded during input to prevent error

Color coding is activated only in input mode

•Color coding in automatic input mode

Adding color coding to a chart

LatitudeCountry with the highest GDP

GDP

Various charts can be created with the same information

Data from the table can be easily matched to the chart(Corresponding data in diﬀerent graphs and charts can be identiﬁed by color)(The relationship between the data and the chart can be easily seen forstudents just starting to learn statistics)

Philosophy and Management

Conﬁrming data and charts

Relation between
latitude and GDP

Environmental Initiatives

The Global Teachers Meeting 2010
was held at the Hamura R&D Centerand the Hatsudai Headquartersfrom August 23 to 25, 2010. Nineteachers passionate about mathematics education were invited fromthe US, Germany, France, Australia,
and Norway. The meeting has been
held regularly since 2007, in orderto obtain product feedback fromteachers living in diﬀerent parts of
the world, and contribute to the development of mathematics education in classrooms.
The main theme of this yearʼsmeeting was the perfection of thecolor graphing scientiﬁc calculator,
planned for worldwide launch in2011. There was a lively exchangeof opinions based on the needs ofactual classrooms. These opinions
were immediately examined by the
product development team, and theﬁnal product was improved to enable a deeper understanding of therelationship between mathematics
and events in daily life. Improvements
included the color coding of corresponding data on graphs, which was
hard to follow on previous graphingmodels, and the layering of graphs
on top of real-life images.

Responsibilities to Stakeholders

Although inserting a punctuation
mark after every third digit is thestandard way to write long numbers
internationally, in India, a comma is
usually inserted after the thousand
position, and then after every subsequent two digits (i.e. hundred thousand, ten million, etc.). Also, the Indian“comma” appears above the numbers
rather than below. Casio was the ﬁrst
company to introduce a calculator
that adopts this regional custom. The

Level diﬀerences are clear in a bar chart

Special function for education not found in Excel
Numbers above the average value are in red

Relationship between the average value and the data is clear

13

Customer Support Center Activities and Customer Feedback Utilization
Aiming to build enduring relationships of trust with customers, Casio values customer communication andincorporates the voice of the customer into its eﬀorts to improve products and services.

Responsibilities to Stakeholders
Environmental Initiatives
Philosophy and Management
14

Customer Support Center activities
In order to promote long-lasting relationships of trustwith customers, the Customer Support Center responds
to customer inquiries with service that is fast, accurate,
polite, and sincere. The center strives to resolve any issues customers may have.
Casio is working to expand its training programs for
improving the primary skills of customer support staﬀ,
including technical, communication, and writing skills.
These abilities are required every day to properly provide customers with the useful information that theyneed. The Customer Support Center also aims for the
fast and accurate resolution of customer inquiries bystandardizing customer response procedures inwriting.
Customer inquiries and complaints are welcomed asimportant customer feedback. After analyzing the content of this feedback, the relevant departments and theCenter work together to implement improvement measures, and these eﬀorts help to improve customer satisfaction for Casio products and services.

■ Breakdown of Customer Inquiries (Fiscal 2011)
Complaints 0.3%
Requests for catalogues
and user manuals
5.9%

Pre-purchaseinquiries 11.2%

Other 3.8%

Post-purchase inquiries
78.8%

Customer Support Center

Providing Support Information/Repair Service
Casio is improving its system for providing product support information, as well as the service skills of its
staﬀ, to ensure customer satisfaction and peace of mind.

Online support sites
Casio has customer support websites for various regions around the world, oﬀering customers convenient
access to information 24 hours a day, 365 days a year.
In order to ensure that customers can use Casio products with conﬁdence and peace of mind, these websites
provide product operation, repair and other support information that customers may need. In ﬁscal 2011, theJapanese Casio website was improved so that customers can now look up product repair costs on their own
just by entering the model and symptom. For someproducts, customers can also make a repair request

online. In this way, Casio continues to improve customer
convenience.
Casio continues to monitor and analyze the traﬃc ateach of its websites. The company is working to improveand expand its online support sites so that customers
can get the information they need before having to calla customer support center.
Supporthttp://www.casio-intl.com/support/Repair service
It is now a mandatory qualiﬁcation for all employees.
Moreover, individual departments have their own systems of upper level qualiﬁcations. Casio Techno is encouraging its employees to obtain formal technical andother qualifications as part of its human resources
development.

Reliable technology

Technical contest

Prompt responsetime to bring in a broken digital camera, electronic dictionary, or watch to a service center or the retailer toarrange the repair through an online repair request system. In ﬁscal 2011, the online request page for digital
camera repair was completely redesigned. Fees for the
pick-up repair service were also cut by 50% or more,
thereby further improving convenience for busy
customers.

Reasonable fees
Casio is striving to ensure reasonable repair fees bycontrolling costs through the improvement of methods
for repair and parts procurement. The company has
created a fee structure based on ﬁxed prices that areeasy for customers to understand. In ﬁscal 2011, Casio
carried out analysis of digital camera repair costs in themarket and at other companies, and revised its fees toensure even greater customer satisfaction. Going forward, Casio will continue to meet customer needs, reduce costs and provide services that are a good value
for repair fees.

Philosophy and Management

Casioʼs service departments are taking steps to improve
operations by focusing on parts procurement, the repair
system, and repair technology, so as to shorten repair
time and return repaired products to customers as
quickly as possible. The reception counters at some
service centers oﬀer quick service for the repair of digital cameras and watch battery replacement within about
60 minutes. Casio also oﬀers an online pick-up repair
service that enables customers who do not have theEnvironmental Initiatives

Casioʼs service departments are working to improvetheir repair technology, product knowledge, and customer service skills (through training programs and inhouse competitions, for example) in order to maintaincustomer conﬁdence and realize the kind of service
quality that customers expect. In fiscal 2010, Casio
holds technical contests where representatives from
Casio sites across Japan compete. These events haveproduced many outstanding engineers.
Since ﬁscal 2002, Casio Techno Co., Ltd., which handles repair of Casio products, has been encouraging its
employees to obtain formal qualiﬁcations. In ﬁscal 2011,
the company revised its human resources development
system with reference to the ITSS career framework,and set up four levels of recommended qualiﬁcations
according to job types. At the same time, it added “.com
Master” to the recommended qualiﬁcations, which involves systematically learning basic Internet knowledge.

Responsibilities to Stakeholders

Casioʼs service departments, which are responsible for
product repairs, strive to satisfy customers by providing
after-sales service that fulﬁlls three commitments: reliable technology, prompt response, and reasonable fees.
Each year, Casio conducts its own customer satisfaction
surveys concerning after-sales service. The ﬁndings areused in ongoing improvement activities.

15

Suppliers
Responsibilities to Stakeholders

Strong partnerships with suppliers
Casio procures various materials from a large number of suppliers in and outside Japan. In order to develop
long-term business relationships based on its Procurement Policies, Casio is working to strengthen CSR activities across its entire supply chain, while improving measures for proper transactions.

Socially responsible procurement at Casio
Casio has established Procurement Policies in order to
execute its social responsibility to conduct fair andequitable transactions throughout the supply chain.
The policies cover matters including legal compliance,
respecting human rights, labor, safety, and health, aswell as environmental protection such as biodiversity

preservation and risk control of chemical contents andinformation security. Casio constantly improves its socially responsible procurement by obtaining the understanding and support of suppliers for the policies andbuilding strong partnerships.

Environmental Initiatives■Procurement Policies
Casio aims to fulﬁll its social responsibilities, including compliance with relevant laws and social norms, and protectionof the environment, through fair and equitable transactions throughout the supply chain by strengthening partnership with suppliers.

1. Fair and equitable transactions

Philosophy and Management

Casio carries out fair and equitable transactions by providing equal opportunities to all suppliers (and candidates) inand outside Japan in accordance with its internally established procedures.

through reciprocal eﬀorts, such as merging and complementing mutual technological development abilities, supply
chain cooperation, compliance with laws and social norms
and protection of the global environment, which will beneﬁt
both parties.

2. Compliance with laws and social norms

5. Policies on supplier selection and transaction continuation

Casioʼs procurement activities comply with all relevant laws,social norms, standards and treaties worldwide, including
the protection of human rights, the prohibition of child labor, forced labor and discrimination, and respect for freedom of association, the right to associate, and the right tocollective bargaining, as well as ensure that absolutely no
contact is made with organized criminal elements. Therefore, Casio requires its suppliers to observe the same legal
and social requirements.

Casio initiates and continues transactions with suppliers
based on comprehensive evaluation criteria, which include
compliance with laws and social norms, environmental protection, proper information security, respect for intellectual
property, sound and stable corporate management, superior technological development ability, right price and quality, stable supply capabilities and electronic transaction
systems.

6. Securing right price and quality
3. Environmental protection
Casio helps to protect the global environment through environmentally friendly procurement, which is based on the
Casio Environmental Vision and Casio's Environmental Declaration, in cooperation with suppliers.

Casio endeavors to secure right price and quality in orderto provide its customers with stable supply of optimal
products, which ensures that Casio gains the full conﬁdence of customers around the world.

7. Prohibition of personal-interest relationships
4. Strengthening partnership with suppliers
Casio builds up relationship of trust with its suppliers

Casio does not allow any employees to have personal-interest relationships with any suppliers.

Fulfilling social responsibilities together with suppliers
In order to ensure compliance with the Procurement
Policies together with its suppliers, Casio has established the Supplier Guidelines. All of Casioʼs suppliers inJapan and elsewhere have agreed to these guidelines to16

help Casio fulﬁll its social responsibilities.
Casio is also managing its supply chain more successfully by introducing a regular monitoring system that
ensures that these guidelines are properly fulﬁlled.

Disseminating supplier guidelines

Brieﬁng on Procurement Policies

Award ceremony at the Procurement
Policies brieﬁng

Presentation of exemplary CSR implementation and improvement by a supplier■ Improving CSR acrossthe supply chain

Disclosure ofpurchasing
policies

Questionnaire
survey on
CSR performance

In Japan, the questionnaire response rate (95%) greatly exceeded the rate for the previous year (85%), providing assurance that understanding of and concern for
CSR is increasing. Moreover, Casio visited suppliers whoare passionate about CSR initiatives and held discussion
meetings aimed at solving future issues with a view toward creating good partnerships within the industry.
* The questionnaire was prepared in accordance with a Supplier Checklist
for CSR Procurement based upon the Guidebook for Supply Chain
Implementation of CSR Procurement published by the Japan Electronics
and Information Technology Industries Association (JEITA). It covered:(1) human rights and labor conditions; (2) health and safety; (3) theenvironment; (4) fair transactions and ethics; (5) quality and consumer
safety; (6) information security; and (7) social contribution.

Supplier Message
ROHM Co., Ltd., takes anactive approach to CSR
implementation based on
the ROHM Group BusinessConduct Guidelines.
We support Casioʼs Procurement Policies, and will
strive to fulﬁll and maintain the CSR performance
items requested by Casio.

Disclosure andfeedback ofquestionnaire results

Ascertainment of
actual conditions
through onsite audits

Hiromitsu Koizumi
East Sales Unit 3
West Tokyo Sales Team
ROHM Co., Ltd.

Support for
improving
CSR issues

Philosophy and Management

In ﬁscal 2008, Casio started conducting a questionnaire
survey* of principal suppliers in Japan on CSR performance in order to conﬁrm the status of CSR procurement. In ﬁscal 2010, the survey was expanded to include
suppliers in China and Thailand. Additionally, starting inﬁscal 2010, Casio has been evaluating suppliers in Japan based on a ﬁve-point scoring system for all 340
items in the
published by the Japan Electronics and Information
Technology Industries Association (JEITA), in an eﬀort togain a better grasp of and visualize the situation.
In ﬁscal 2011, Casio again conducted a questionnaire
survey of suppliers in and outside Japan. The results
were sent back to all suppliers, along with information
on Casioʼs approach and goals for CSR procurement, tohelp support suppliersʼ improvement eﬀorts.
After the questionnaire survey was conducted, implementation audits of major suppliers in China (three companies) and Thailand (two companies) were carried out
with local staﬀ members of the CSR promotion project
launched at overseas sites. During these audits, opinions were exchanged with suppliersʼ managers and commitments received from them to make new developments, including improvement eﬀorts in the next ﬁscal
year, by deepening their understanding of CSR
performance.

Environmental Initiatives

Comprehensive management of CSR performance

Responsibilities to Stakeholders

Over 80% of Casioʼs production activities are in China
and ASEAN. Every year, Casio holds brieﬁngs on its Procurement Policies in Southern China and Thailand.
In the past, these brieﬁngs simply involved Casio explaining its business policies to suppliers and asking
them to undertake initiatives. Starting in ﬁscal 2010
however, Casio is using these brieﬁngs as an opportunity for interaction, for instance, by having a selectedsupplier present its own exemplary CSR initiatives.
Through joint eﬀorts with suppliers, Casio is aiming forcontinued improvement in the level of CSR
performance.
More recently, Casio asked suppliers whose sites it
had audited for CSR performance to present examplesof their eﬀorts to improve CSR activities. It is proving
highly eﬀective to share case studies and know-how
when addressing CSR issues.

Building a system for
CSR procurement acrossthe entire supply chain

Medium-term CSR Promotion Plan (3-year plan)

Fiscal 2011 Achievements

Fiscal 2012

Fiscal 2013

Conducted onsite audits ofsuppliers with local staff
members in China
and Thailand

Expand onsite audits
by local staff members

Vision of goals
achieved

17

Shareholders and Investors
Responsibilities to Stakeholders

Proper Shareholder Return and Information Disclosure
Casio discloses information promptly and fairly to shareholders and investors, and always strives to increase
shareholder returns.

Basic policy for shareholder returns
Casio considers the maintenance and expansion of returns for all of its shareholders an important management issue, and constantly strives to improve its business performance and financial structure. The
companyʼs dividend policy calls for maintaining stabledividends, and Casio determines the allocation of proﬁt

Environmental Initiatives

SRI listings Basic policy for shareholder returns
As of June 2011, Casio was included in the Morningstar
Socially Responsible Investment Index, based on an
evaluation of its proactive CSR initiatives.

Communication with shareholders and investors
IR events

Philosophy and Management

Every quarter, Casio holds a ﬁnancial results brieﬁng for
institutional investors and securities analysts on thesame day that the company announces its results. The
president or the director responsible for investor relations is the main speaker at these brieﬁngs, and explains
the financial results and forecasts. Casio also holds
meetings with institutional investors and analysts worldwide, while occasionally providing factory tours andsmall on-the-spot meetings for investors interested in
speciﬁc business areas.

Improving IR publications
To provide IR information for shareholders and investors, the company issues an, semiannual
business reports (Japanese only), and quarterly Consolidated Financial Results. Casioʼs Investor Relations web-Results Brieﬁng

18

by taking into account all factors such as proﬁt levels,
ﬁnancial position, the dividend payout ratio, and futurebusiness development and forecasts.
Considering the above policy and forecasts for ﬁscal
2012, Casio paid dividends of ¥17 per share in ﬁscal
2011.

site also features these publications and other IR information. Casio also periodically redesigns its Investor
Relations site to reﬂect market changes and make theinformation more accessible and useful.

Reaching out to individual shareholders and investors
Casio is carrying out various initiatives in order to deepen the understanding individual investors and shareholders have of its business. Following the General
Meeting of Shareholders, a management brieﬁng washeld, showing clips introducing Casioʼs core products
and explaining key businesses using images. On theJapanese Investor Relations website, a section wasadded speciﬁcally for individual investors in an eﬀort tomake information disclosure clearer.

Website for individual investors

Employees

In addition to participating in the UN Global Compact, Casio has spelled out its strong commitment to humanrights in the Casio Group Code of Conduct, which is being thoroughly implemented throughout the group.

Policy concerning respect for human rights and prohibition of discrimination / expanding awarenessCasio shares the Code of Conduct with group companies in and outside Japan and attempts to ensure it isthoroughly understood in order to expand awareness ofthese human rights. Additionally, Casio Computer Co.,
Ltd., provides human rights education at training sessions given to new hires and employees before and after
promotion and appointment to managerial positions.
In keeping with its participation in the UN Global Compact, which it joined in December 2010, Casio will continue to carry out its business operations with full consideration for human rights.

Building Workplaces for a Diverse Workforce
Casio respects the human rights of every individual, and strives to continually expand the creation of employment opportunities for people, regardless of their gender or any disabilities they may have.

Environmental Initiatives

The Casio Group Code of Conduct mandates that the
Casio Group complies with all laws, respects all fundamental human rights, will not engage in any form of discrimination, and will not use or permit any form of childor forced labor. The Code of Conduct also stipulates that
Casio will respect the diversity of individuals and theirunique personalities, will not engage in any acts that ignore individuality, including discrimination based on gender, creed, religion, ethnicity, social status, physical disability, or any other discriminator, and will not permit actsof violence, sexual harassment, or power harassment.

Responsibilities to Stakeholders

Human Rights (Respect for Human Rights, Prohibition of Discrimination)

Policy on respect for human resources diversity
policy, Casio is working to create workplaces that truly
respect diversity.

Initiatives to enhance the role of female employees
By promoting environments and systems that enable
employees to further demonstrate their abilities, Casio isdeveloping a greater number of professional employees,with the aim of raising productivity for the entire company. As part of these eﬀorts, Casio created a Working
Group for Female Employee Advancement in April 2008,
and has been actively encouraging its activities.
Focusing on changing both employee mindset andbehavior, Casio held a seminar for female employees
and managers to encourage womenʼs active involvement. The seminar created an opportunity for womenand their supervisors to think about how to make themost of female employeesʼ enthusiasm for work andchannel it into fulﬁlling careers. Lectures by outside instructors as well as exchanges of opinions and information among the female employees helped the women
gain insight about their career plans and get new ideas
about how to approach their work.
Additionally, starting in ﬁscal 2011, Casio has been intro-

ducing female employees who are active within the company on a section of its intranet entitled “Interviews with
Inspired Casio Women.” This is helping employees share
information among each other and raise motivation.
From here on Casio will continue to actively and effectively take actions aimed at building a corporate culture that fully supports the job satisfaction and careeradvancement of women.

Philosophy and Management

The Casio Group Code of Conduct states that “we will
respect all fundamental human rights.” In line with thisAt a meeting of the Working Group for Female Employee Advancement

19Initiatives for hiring persons with disabilities

Responsibilities to Stakeholders

Casio hires people who display creativity and have thedesire to work and take on challenges, regardless of any
disabilities they may have. The company is creating
workplace environments that allow every individual todisplay their full abilities and aptitudes.
The percentage of the workforce with disabilities in
the Casio Group is 1.86%, higher than Japanʼs legally
mandated rate.

■ Percent of workforce with disabilities

As of April 1, As of April 1, As of April 1,
2009
2010
2011
Casio Computer Co., Ltd

1.83%

1.93%

1.93%

Group companies in Japan

1.52%

1.60%

1.80%

Average for consolidated
group companies in Japan

1.67%

1.76%

1.86%

Encouraging the hiring of seniors / supporting the lives and employment of seniors

Environmental Initiatives

For seniors, Casio has introduced a Casio Senior Staﬀ
Program and a Senior Employee Program at all groupcompanies in Japan. The purpose of these programs is
to provide retirement-age employees with employment
opportunities, and to eﬀectively utilize the skills andknow-how that these individuals have accumulated overthe course of their careers. The system enables employees that wish to work past the age of retirement tocontinue using their career skills and expertise within
the Casio group.
Each year, Casio holds Life Planning Seminars for employees who have just reached age 53 or age 58. The
seminars cover topics such as the pension system, as
well as living costs, taxes, and health after retirement.
This provides participants with an awareness of theseissues while they are still working, and helps them plan
their post-retirement lives. Taught by an outside instruc-tor, the seminars also provide ﬁnancial information including details on the costs required to sustain full retirement. These learning opportunities have been wellreceived by participants.

Life Planning Seminars

Prioritizing local hiring and promotion at subsidiaries outside Japan
Philosophy and Management

Along with the globalization of its operations, Casio is
actively pursuing local hiring at its sites outside Japan.
The aim is to promote management that is responsive to

local conditions in each country, as a truly global company. This is being done not just in manufacturing, butalso in various other ﬁelds.

■ Number of Casio Group employees

Number of Casio Group employees(Number of employees)
15,000Japan（12,358）

AmericasCasio Group employees by region (FY2011)

EuropeAsia

Americas 2%（12,247）（11,522）

12,000
4,953

4,997

Total number of
Casio Group employees
11,522Europe 6%

5,415

9,000
6,000
3,000
0

651

713

263

263

730
269

6,491

6,274

5,108

2009

2010

2011 (FY)

Asia
47%

Number of
employees
by region

Japan 44%(as of March 31, 2011)* This includes only regular employees.

20Creating Supportive Workplaces
Casio creates work environments and systems that enable all employees to demonstrate their full potential.

Casio is working to build a supportive work environmentthat permits all employees to fulﬁll their job responsibilities and demonstrate their full potential on the job. Casio aims to be a place where people can achieve their
desires for their own lifestyles and life stages. As part ofthis eﬀort, Casio has set up a Special Committee on
Measures to Aid the Nurturing of the Next Generation ofChildren. Through the exchange of information between
the company and union, and while also considering theopinions of employees, the committee is working tobuild an employee support system that adjusts work
schedules for family responsibilities such as child andnursing care. Casioʼs programs for child care support
surpass legal requirements in Japan. During the threeyear period from ﬁscal 2008 through 2010, over 90% of
the eligible women at Casio Computer Co., Ltd., tookchildcare leave in connection with childbirth.
As a result of these initiatives, in July 2009, the Japanese Ministry of Health, Labour and Welfare granted
Casio the Kurumin mark for helping to foster the next
generation. This certiﬁcation recognizes Casio as a company that actively supports employeesʼ eﬀorts to balance their work and family lives.

FY2009FY2010FY2011

26

32

30

25

31

30

96.2%

96.9%

100.0%

Number of employees taking
childcare leave
Number of employees
returning from childcare leave
Return rate

Kurumin mark for helping tofoster the next generation

Discussion meeting on work-life balance

Main employee leave programs
Description

Vacation Day Accumulation

Employees can accumulate a maximum of 30 unused vacation days to carry over to the following year, but which
will expire at the end of that year. The leave days can be used if the employee gets sick or injured, or in order tocare for a family member.

Refresh Leave

This program grants ﬁve days of leave for every 10 years worked.

Childcare Leave

An employee can take this leave until the day before the child turns one year and six months, or until March 31
after the child turns one. The employee can also reduce working hours, up to two hours per day, from the timethat the employee returns to work until the child completes grade three of elementary school.

Nursing Care Leave

An employee can obtain up to one year of nursing care leave per eligible family member. After that, the employee
can also reduce working hours, up to two hours per day, as long as the reason for nursing care leave continues.

Re-employment of Employees that Retire This program enables the re-hiring of employees that retire in order to give birth, care for a child, or care for a
for Childcare or Nursing Care Reasons family member, when they are ready to come back to work.
Child Nursing Care Leave
Hourly Leave

An employee with a child that has not yet completed grade three of elementary school, can take up to ﬁve days
oﬀ per year (or ten days when there are two or more eligible children) in order to care for the child when sick or
injured, or in order to take the child for vaccinations or medical appointments.
Employees can take their annual paid leave in hourly increments, for a maximum of ﬁve days per year.

Philosophy and Management

ProgramEnvironmental Initiatives■ Number of employees taking childcare leave / returning fromchildcare leave (Casio Computer Co., Ltd.)

Responsibilities to Stakeholders

Initiatives to help employees balance work and family life

Response to the Great East Japan Earthquake
Vacation Day Accumulation: Earthquake exceptional measures
Casio made accumulated vacation days usable in the following situations as a measure in response to the earthquake disaster. Furthermore, in this case, accumulated
vacation days were allowed to be taken even if all of an
employeeʼs annual paid vacation had not been used yet.
(Usually, accumulated vacation days cannot be taken
until all annual paid vacation days have been used.)(1) When an employee or his/her family was aﬄicted by
the disaster and the employeeʼs help was needed toevacuate from the area or for recovery(2) When an employee intended to serve as a volunteer
supporting the disaster-aﬀected area

Work structure in response to scheduled blackouts
In response to scheduled blackouts during working
hours implemented as a result of the earthquake disaster, Casio introduced a staggered time schedule including 1-2 hour ﬂexes in addition to the usual work system
as a temporary measure in order to make the most efﬁcient use of time so that work would not back up anddevelopment lag behind in each department.

21Effectively appointing and deploying employees
Responsibilities to Stakeholders
Environmental Initiatives
Philosophy and Management
22

Casio works to maintain a healthy corporate culture where fairness is valued in all promotion decisions. The
company uses a merit-driven system combined with a performance-based approach to evaluate employees
and determine compensation.

Policy for fair evaluation and compensation
Based ﬁrmly on a foundation of fairness, Casio aims tocontinuously improve its human resource system inlight of changes in the social environment. Within thatsystem, the present basic human resources policy
combines a role-based system that grades individual
employees based on the extent of their roles with aperformance-based approach to evaluation and compensation based mainly on outcomes of job performancewithin their roles.
In addition to the above policy, Casio will place a premium on the six points of view listed below as it pushes
ahead with innovative personnel measures. By taking
this approach, Casio aims to strike the optimal balance
between the growth and revitalization of society and the
expansion and growth of the company.

● Respect of will: Grant signiﬁcance to the individualʼswill and intentions● Human resources development: Create opportunities forthe acquisition of knowledge and skills needed in work
● Signiﬁcance of abilities: Grant signiﬁcance to abilities
demonstrated through work

● Right person for the right job: Reﬂect individual wishes
in job requests● Priority distribution: Distribute limited management
resources as eﬃciently as possible● Stable employment: Strive to create workplaces where
employees can work according to their abilities

Education for fair evaluation and compensation
Casio provides newly appointed managers with evaluator training in an eﬀort to improve their evaluation, leadership, and interviewing skills. Additionally, all managers
are evaluated by their colleagues and subordinates
about once every three years. The results are fed backto managers during training sessions to encourage continual improvement. An overview of the evaluation andcompensation system is posted on the company intranet to keep all employees thoroughly informed about
this system.

Overview of human resource development
Casio has various human resource development programs designed to develop creative employees who areeager to take on challenges and to train professionals
with early tracking into specialized ﬁelds.
Casio aims to develop professionals in the form ofstrategic generalists who pass on the companyʼs corporate culture, and technical specialists who pass on thecompanyʼs unique technology and know-how. For thispurpose, based on the convictions that people growthrough their work and that the source of growth is personal motivation, Casio helps employees improve theirskills by providing environments that enable them toovercome challenges through personal determinationand eﬀort.
Accordingly, the company emphasizes on-the-job(OJT) training to improve practical skills, complemented

by oﬀ-the-job (oﬀ-JT) training to provide theoreticalknowledge. In recent years, the training system has been
improved to ensure even more eﬀective, eﬃcient skill
development via a broader choice of training courses.
■ Training participants(Number of employees)
2,500Participants

Percentage of total employees
70%

2,200

60%

1,900

50%

1,600

40%

1,300

30%

1,000

20%
2009

2010

2011 (FY)Main human resource development programs● Skill Selective Training

This system lets employees periodically register theircareers, skills, and personal challenges with the company, and serves as an important reference for assisting
managers to determine policies on developing their subordinates and future placement planning.

The training targets all regular employees, for the objectiveof eﬀectively and eﬃciently acquiring diverse skills required
for work operations, in a training program that allows employees to select from a large variety of training courses.

● Techno Power● Career Challenge: Advanced

This is a technology exhibition held annually for the objective of stimulating engineers, and of sharing and accumulating technology, serving as a place for recognizing technology superiority, patentability, completeness,and other in-house advanced technology.

This program preferentially places employees who havebeen in their current career position for a rather longtime and hope to challenge themselves to pursue work
environments and careers that require new skills, for theobjective of self-improvement and making further contributions to the company, in their desired divisions, if
their desires meet the needs of the new department.

● Advanced Technology Seminars● Group-wide Job Posting System
This system seeks to satisfy both the companyʼs business needs and employeesʼ career paths, and is a program for priority placement of suitable people, based on
selection of candidates for jobs which the company offers. It is operated jointly with other Casio groupcompanies.

● Intrapreneurship Program
Casio established its Intrapreneurship Program in April
2010 to foster the desire to take on challenges and expand opportunities for new business development. The
program allows individual employees to make their own
business proposals to top management. Those employees whose proposals are approved as management
themes become the project leaders, and then work torealize the goals they proposed.

● New Employee Training, Follow-up Training, Career
Development Training
Training for young employees becomes a place forlearning the basics of being a Casio employee, and offers opportunities for employees to consider their own
career paths, with training for new entrants as well as
one-year and three-year employees.

Environmental Initiatives

These are in-house seminars mainly targeting engineers,
using case studies of innovators at other companies
who were able to develop revolutionary new manufacturing methods and create new businesses, for the objective of understanding advanced technology trends
and of fostering a development mindset and the will totake on challenges.

Responsibilities to Stakeholders● Career Challenge System■ Training system
OJT

Division Manager
Consulting Engineer

Off-JT
Measures forproper placement

Training for
selected employees

Training forspeciﬁc job grade

Skill selective
trainingAward system andother incentives

Other

Rank 4Multi Evaluation
System for Managers

Department Manager
Rank 3
Senior Engineer

Section Manager
Advisory Engineer

Department Manager
Career Training

Advanced Technology Seminars /Language Training /Correspondence Education

Section Manager
Career Training

Rank 2

New Manager
Training
Chief Engineer

Rank 1
Multi Evaluation
System for Leaders
Assessment of
Job Performance

G3

G3 Career Training
CareerRoadmap

Career
Career
Challenge: Challenge
Advanced System

Job
Posting
SystemDevelopment
Evaluation
SystemG2
OJT-MAP
G1-2

Skill Selective
Training
G3 Candidate
Training

Sales Training
System for Engineers

Training for
Each Department /Professional Ability Techno
Power /
Presidentʼs
Award

PatentAward
SystemVentures
ProgramMulti Evaluation System
for Regular Employees

Career Development
Training

Philosophy and Management

Measures to train
existing workers
to make them professionals

Follow-up Training
T

G1-1

Assessment of
Job Performance

New Employee Training

Right person for the right job
The Career Challenge System, Career Challenge: Advanced System, and Job Posting System are oﬀered
every year, and the company strives to place the rightpeople in the right jobs by valuing employeesʼ intentions.

Additionally, career interviews are conducted with those
who desire one and support provided as appropriate
when employees consider their career direction.

23

Initiatives for Health and Safety
Casio undertakes various measures to maintain and enhance the health of all employees and prevent occupational injuries.

Responsibilities to Stakeholders

Approach and policies
Based on Japanʼs Industrial Safety and Health Act, various other legal requirements, and Casioʼs employment
regulations, the entire Casio Group is dedicated to building an environment which ensures that all employees
can work with peace of mind. Casio strives to maintainand enhance employee health and to prevent occupational injuries and eliminate any chance of recurrence if
one does occur. Similar measures have been adopted atgroup companies outside Japan in compliance with eachnationʼs laws and regulations.

Occupational health and safety activities

Environmental Initiatives

Casio has established Occupational Safety and HealthCommittees in all of its business locations. The committeesʼ industrial physicians, occupational health managers, and labor and management representatives design
and implement policies tailored to each workplace, doing

all they can to keep employees physically and mentally
healthy and to ensure occupational safety. Committee
activities are reported to employees via the intranet.
Casio also runs campaigns to raise employee awarenessabout occupational safety and health.

Initiatives for managing and promoting employee healthPhilosophy and Management

Casio goes beyond employee health management. It
also seeks, by taking active measures to promote better
health, to improve employee motivation and raise
productivity.
Employees receive regular health checks that are
more thorough than legally mandated, in order to maintain and enhance their health and to help prevent lifestyle-related diseases. An increased number of industrial physicians have been stationed at principal Casio
sites, and careful health management activities are being carried out, including oﬀering health guidance toemployees after their regular health checks.
In the eﬀort to prevent lifestyle-related illnesses, Casio
is promoting initiatives that focus on exercise andhealthy eating. From September to November every
year, Casio holds a Walking Campaign at its sites acrossJapan: 2,809 people participated in ﬁscal 2011. In thisway, Casio is providing opportunities for employees andtheir families to improve their health through exercise.
The employee cafeterias provide healthy menu choic-

es featuring a balance of calories and nutrition. Wellness
Fairs are also held at all Casio cafeterias. Casio holds“employee cafeteria conferences” attended by the employees and medical staﬀ of company sites as well as
those who run its cafeterias. The purpose of the meetings is to report and share information on conditions
and initiatives in diﬀerent regions, in order to create
menus that meet needs and develop recommendations
for improving employee health.

Healthy menu selections in the cafeteria

Initiative to prevent working long hours
Casio is carrying out an initiative to prevent the damaging health eﬀects to the brain or heart which can becaused by accumulated fatigue due to long working
hours. In order to ensure proper work schedules, all employees that work 80 hours or more of overtime in amonth must be interviewed by an industrial physician. The
physician then checks the employeeʼs health condition,24

and provides the person with advice and guidance. In
this way, Casio is working to prevent health problems
from overwork, and to ensure employees observe appropriate working hours. Going forward, Casio will keep
working to transform the employee mindset, encouraging the adoption of more productive working styles.

Mental health care initiatives
In addition, Casio has an in-house mental health physician and an external Physical and Mental Health Hotline
in place to offer counseling in and outside thecompany.
In ﬁscal 2011, Casio prepared to establish the samekind of support system for group companies in Japan, inorder to ensure that all group employees can performtheir jobs in good health.

Quit smoking campaign
Under Japanʼs Health Promotion Act that came into effect in 2003, smoking is prohibited in all company buildings. Staring in ﬁscal 2011, Casio and its Health Insur-

ance Association have been cooperating in theimplementation of a concrete Quit Smoking Encouragement Program that uses stop smoking aid products.

Responsibilities to Stakeholders

Casio has established a mental health education system
to support the mental health of its employees.
As part of this system, Casio Computer Co., Ltd., has
initiated an e-Learning Program, a Self-Checkup, and aStress Test by Organization for all its employees. A
separate e-Learning Program and a Program for Managers have also been created for those in leadership positions. All of these programs are designed to improveawareness of mental health issues.

Safety initiatives
ﬁre and disaster prevention/evacuation drills, as well as
general lifesaving classes to ensure emergency preparedness. The company has made good progress onequipping worksites with automatic external deﬁbrillators (AEDs) and other emergency equipment.

■ Occupational injuries at Casio Computer Co., Ltd. (in the last five years)(FY)

Injury frequency rate*1

Injury severity rate*2

Manufacturers

Casio

Manufacturers

FY2007(Jan.­Dec. 2006)

1.11

1.02

0.027

0.110

FY2008(Jan.­Dec. 2007)

0.33

1.09

0.004

0.100

FY2009(Jan.­Dec. 2008)

0.51

1.12

0.005

0.100

FY2010(Jan.­Dec. 2009)

0.19

0.99

0.001

0.080

FY2011(Jan.­Dec. 2010)

0.20

0.98

0.001

0.090

*1 Number of deaths and injuries, per 1 million actual cumulative working hours, resulting from occupational accidents.
*2 Work days lost per 1,000 actual cumulative working hours; indicates accident severity* The term “occupational injuries” here includes injuries or illnesses (requiring at least 1 day oﬀ work) and deaths of workers in connection with the performance of their jobs.

Philosophy and Management

Casio

Environmental Initiatives

Casio is committed to the goal of zero occupational injuries and operates regular safety programs with the aimof maintaining an accident-free record at all Casio worksites.
In addition, each site and group company conducts25

Local Communities
Responsibilities to Stakeholders

Social Contribution Activities
Striving to be a model corporate citizen, Casio makes the most of its unique know-how and management
resources to fulﬁll its various social responsibilities.

Philosophy on Social Contribution

Environmental Initiatives

Aiming to help create a healthy, generous society, Casio
is earnestly engaged in a variety of social contribution
initiatives. Casio takes good corporate citizenship literally, so its process for determining the most usefulthings to do is guided by communication with various
stakeholders. The ﬁve priority themes of Casioʼs social
contribution initiatives are outlined in the ﬁgure below.
Leveraging its unique know-how and management resources as well as the wide range of knowledge and experience possessed by its employees, Casio fulﬁlls its
social responsibilities in its own innovative way.
Going forward, Casio will continue to provide assistanceto people suﬀering in the aftermath of the Great East Japan Earthquake. Casio also plans to make sure that its
social contribution initiatives target global challenges.

■ Casio’s social contribution priorities
Education of
the next
generation

Cultureand arts

Casioʼs social
contribution
priorities

Community
serviceStudy
andresearch

Environmental
conservation

Raising up the next generation
Factory tours, classes in the company, and school visits

Philosophy and Management26

In 2004, Kofu Casio started the “Factory Tours for
10,000 People” educational program with the aim of giving children awareness through factory tours that canhelp link “family connectedness,” “the power of science,”
and “the realization of dreams” with “the power to live.”
In 2007, Casio started an original educational programfor elementary school students including school visits
and classes oﬀered at the Hachioji R&D Center.
The school visit program is roughly divided into threeparts. The ﬁrst part covers the importance of life through“connectedness, creativity, and emotional growth.” In thesecond part the students take apart and then reassemble a calculator to learn about environmentally friendly
product technology. In the ﬁnal segment, the instructor
explains the importance of protecting the global environment with speciﬁc examples. The program is designed tohelp the children think for themselves, to understand theimportance of empathy, kindness, goodwill, and a smile,
and to foster generosity of spirit by raising awareness.
The classes oﬀered at the Hachioji R&D Center are
focused more on environmental initiatives. Touring thefacilities at the Hachioji R&D Center, one of the mostadvanced environmentally friendly business sites in the
Casio Group, gives children an experience intended topromote their awareness and understanding of theneed to protect the global environment.

People are very interested in
the “Factory Tours for 10,000
People” program, which enables visitors to observe andexperience things for themselves.

The Hachioji R&D Center regularly holds classes for Casio
employees and their family
members.

The school visit program is offered for students from kindergarten through university.

the Eco-Products exhibition in Japan in ﬁscal 2010. In
ﬁscal 2011, two elementary schools exhibited.
What is more, Nagatadai Elementary School in Yokohama, Kanagawa Prefecture, which became involved
through Casioʼs school visit program, declared its desire
to become a UNESCO Associated School in order toengage actively in Education for Sustainable Development (ESD). In ﬁscal 2011, the school was the ﬁrst elementary school in Kanagawa Prefecture to obtain certiﬁcation from UNESCO.
Taking the ESD initiatives recommended by Japanʼs
Ministry of Education, Culture, Sports, Science andTechnology seriously, Casio will continue expanding
these initiatives in collaboration with educational institutions in the future.

Message from a school principal
childrenʼs self-conﬁdence by letting people
know about their initiatives. When we conﬁne
our thinking to just within the school, our efforts tend to get stuck in a dead end, and so
I asked Mr. Wakao for broad-ranging advice.
Mr. Wakaoʼs continued involvement hashelped to broaden and deepen the childrenʼslearning. Seeing how he interacts in earnest
with the children and keeps talking to them,
the teaching staﬀ too has obtained new insights and strengthened its dedication to education. This has also led to forward-thinking
eﬀorts within Kanagawa Prefecture, such as
our membership in the UNESCO Associated
Schools. I am very grateful.

Masaharu Sumita, Principal
Nagatadai Elementary
SchoolEnvironmental Initiatives

I was recently transferred to Nagatadai Elementary School. Thinking that I would reallylike the children here to experience the classoﬀered by Mr. Hiroshi Wakao of Casio Computer Co., Ltd., I asked him to conduct aschool visit.
For a long time children in the individual
support class at Nagatadai Elementary School
have grown plants outside the building to create green curtains that keep the building coolin summer, recycled vegetable peels and rainwater, and undertaken other sustainable practices. I really wanted to exhibit these eﬀorts atthe Eco-Products exhibition.
I hoped that the exhibition would boost the

Responsibilities to Stakeholders

The school visit program is oﬀered for students fromkindergarten through university and has been spreading
around the country. In ﬁscal 2011, these learning opportunities were provided to a total of 1,932 students at
45 schools.
In fiscal 2011, Casio started offering cooperativeclasses with several universities aﬃliated with NGOs/
NPOs. These classes give college students a chance tointeract directly with the public and are also used to give
students hoping to become educators someday someexperience with teaching.
After these activities, the students have held their own
summits to discuss issues such as life, peace, humanrights, poverty, and the environment, and multiple elementary schools have rolled out interesting social initiatives.
One elementary school became the ﬁrst to exhibit at

Message from an NPO
Wakao together with the things that
we have gained from our actions on
the ground in Cambodia to as many
children in Japan as possible has beena very valuable experience for us.
Corporations and NPOs̶although
their standpoints are diﬀerent, I thinkthat having been able to work on a
public awareness campaign together
became a trigger for the further expansion of our initiatives. I believe that
this overlaps exactly the spectacle of
the Japanese people, of NGOs/NPOs,
and of corporations groping for whatthat each could do and then taking
action in response to the disaster.

I am determined to give my best in
all our endeavors from here on, notjust public awareness campaigns.

Noriko Takahashi
People for the Advancement of Cambodian
Education

Philosophy and Management“3.11”̶I think that this great disasterhas become a major turning point notjust for individuals, but also for corporations and NGOs/NPOs. It haschanged their values and altered thecourse of disaster support.
Through the cooperation of Mr.
Wakao of Casio Computer Co., Ltd.,
my NGO, People for the Advancementof Cambodian Education, has had opportunities to give lectures at elementary schools and at the Japan International Cooperation Agency (JICA).
“Children have the power to change
the world of adults.” Being able tocommunicate these words from Mr.

Employee message
Children have unlimited possibilities and highaspirations. They have a great deal of power
to change the world of adults. Children will
eventually become the leaders of society. We
should help them to build a more sustainable
world by giving them early sentiments on“life,” which is the starting point of living. That
is why we place value on the “Class on Life.”
Children who have had contact with senti-

ments on life and fostered awareness andaspirations engage on their own with peace,
human rights, poverty or environmental initiatives. Efforts to foster children who canchange society for the better by thinking andacting for themselves are important as a corporate social responsibility. From here on, we
will work even harder on this, as a core part of
our CSR initiatives.

Hisashi Wakao
CSR Promotion Oﬃce

27

Academic Research
Support for the Casio Science Promotion Foundation

Responsibilities to Stakeholders

Casio is contributing to the development of science andtechnology by supporting the Casio Science Promotion
Foundation.

About the Foundation
The Casio Science Promotion Foundation was established in 1982 by the four Kashio brothers and the former chairman, Shigeru Kashio.
The Foundation provides research grants with theprinciple objective of fostering pioneering and creative
research in the early stages by young researchers whoare persevering with challenging research on limited
funding. This is based on the philosophy that advanced
R&D should be promoted in various ﬁelds, in order tofulﬁll the Foundationʼs mission of helping Japan contribute to the world as a nation of advanced technology.

Grants in fiscal 2011

Environmental Initiatives

In addition to its 21 basic categories in 5 ﬁelds, in ﬁscal

Relief for the Great East Japan Earthquake
The Casio Science Promotion Foundation donated
10 million yen to three universities in the Tohoku
region that were severely damaged in the earthquake disaster in order to support the earliest possible recovery of university research.
Recipients: Tohoku University: 5 million yen
Tohoku Gakuin University:
2 million yen
Fukushima University:
3 million yen

2011 the Foundation established 3 special topics considered to be important based on recent social trends:
miniaturization and energy-saving technology; electronic
devices for the maintenance and improvement of health;and human intellectual progress in an IT society.
After a rigorous selection process, ¥44.00 million (34grants) was awarded in the natural sciences, and ¥6.75
million (5 grants) was awarded in the cultural sciences.
Over the last 28 years, the Foundation has provided a
total of about ¥1,332 million in 1,053 grants.

Message from a grant recipientThank you very much for the research grant fromthe Casio Science Promotion Foundation. I am
grateful to the selection committee and everyone
involved. My research is concerned with energy-related materials. Since the energy ﬁeld is a pressing
issue, there is a tendency merely to improve on existing research and to neglect basic research. In
this context, Casio was bold enough to understandthe value of my extremely challenging proposal,
which could be seen as a
privilege of academics. I
will work at developing
an innovative energy
device so that it can help
in the restoration ofJapan. I ask for yourJun Matsui, Assistant Professor
continued guidance and Institute of Multidisciplinary Reencouragement in the search for Advanced Materials,
Tohoku University
future.

Environmental Conservation
Philosophy and Management

Tree planting events
Casio Electronics (Shenzhen) Co., Ltd., has been participating in tree planting events since six years ago withthe aim of mutual harmony and beneﬁt between the
global environment and the local community.
In April 2011, 32 employees participated in the 2011
Green Universiade* Memorial Tree Planting Event, planting 25 jacaranda trees in the Longcheng Park in Shenzhenʼs Longgang District. The event helped the company
build good relationships with community residents andheighten solidarity among employees.

2011 Green Universiade Memorial Tree Planting Event* An environmentally friendly Universiade hosted in Shenzhen, China inAugust 2011.

Culture and the arts
By sponsoring symphony orchestras and cultural facilities, Casio provides people with opportunities to feeldelight and deep emotion and promotes the development of culture and the arts.

28● Sponsorship of the NHK Symphony Orchestra● Sponsorship of the Tokyo Philharmonic Orchestra● Sponsorship of the Maison de la culture du Japon àParis (Institute of Japanese Culture in Paris), and more

Local community initiatives
Establishment of a Casio Technology Course in a manufacturing technical school and acceptance of trainees

Yamagata Casio has been supporting the Cherry Marathon in Higashine City since 2004. The companyʼs intention is to become an enterprise that is appreciated by
the local residents not only for its corporate activities,
but also for its contribution to the local community and
Higashine City.
At the ninth annual marathon held in 2010, Yamagata
Casio provided prizes as a corporate sponsor and set up
a sales booth. About 60 Yamagata Casio employees also
participated in the event as runners, cheering squadmembers, and route volunteers.

Environmental Initiatives

Casio Technology Course opening celebration

Support for Cherry Marathon in Higashine City

Responsibilities to Stakeholders

In 2009, Casio Electronic Technology (Zhongshan) Co.,
Ltd., established a Casio Technology Course in a manufacturing technical school in Hunan province through anagreement with the school. The purpose of the course is
to contribute to the community by training engineers andtechnicians in a developing region of Chinaʼs interior, andto give students who wish to work at Casio an opportunity to join the company. The course currently has 309
students in six classrooms. In addition to manufacturing
technical education, the students are provided with skills
training in the assembly of Casio products using assembly practice equipment provided by the company andcode of conduct education using Casioʼs work rules.
Additionally, Casio provides in-house practical training
for students during summer and winter vacations. A total of 1,660 students have completed the practical training as of March 2011.

The ﬁrst graduates of the Casio Technology Course
are anticipated to join the company in June 2011, andCasio has expectations that they will become candidates
for production line leaders in the future.

Yamagata Casio booth

OthersAiming to be a company that is good for people andenvironmentally friendly, Casio Business Service Co.,
Ltd., contracts disassembly and separation work of Casio products to a welfare workspace operated by a social welfare corporation as part of its recycling initiatives
in product disposal.
The workers have rated the work contracted by Casio,
which handles a great variety of products, as giving

them a high sense of
fulﬁllment. Casio has received reports that theability to concentrate
and the self-conﬁdence
gained here spreads
into workerʼs everyday
lives and helps shapethem as citizens.

Support for Jewelers for Children

Relief efforts for disaster victims

Casio America, Inc., has supported Jewelers for Children
since 2010.
Jewelers for Children (JFC) is an NPO established in
1999 by the US jewelry industry. It manages a fund used
to help children ﬁghting intractable diseases and children who have faced abuse and similar hardships. Since
its inception, JFC has donated more than $35 million to
support the sound development of children.

When a major natural disaster strikes, Casio provides
relief to disaster victims, as well as support for rapid
post-disaster reconstruction.

Disassembly work

Philosophy and Management

Product disassembly and separation work contracted toa welfare workspace● Relief after the 2010 Yushu earthquake in China
Casio made the following donations for the relief ofpeople suﬀering in the aftermath of the major earthquake that struck Yushu prefecture, Qinghai province,
China in April 2010:
Amount: 1.5 million yen from Casio Computer Co., Ltd.,and 1.0 million yen from Casioʼs local sales
subsidiaries in China
Donated through the Japanese Red Cross Society andthe local Red Cross Society

29

Environmental Initiatives

Responsibilities to Stakeholders
Environmental Initiatives
Philosophy and Management
30

Environmental Vision
Environmental Management at Casio: The Road to 2050
Casio is working hard to help build a sustainable society. Its initiatives, basedon the Casio Environmental Vision, adopt a long-term perspective with atarget date of 2050.

Environmental Management Policy
Casioʼs goal is to help build a more sustainable world while contributing to thecreation of new markets and cultural phenomenon by developing compact,
lightweight, slim, and energy-eﬃcient products.
On behalf of everyone at Casio, I would like to take thisopportunity to express our heartfelt condolences to thevictims of the recent Great East Japan Earthquake andtheir families. We oﬀer our sincere hopes for a speedy
recovery and reconstruction.
The earthquake also resulted in a series of ﬁres, nuclear
meltdowns, and releases of radioactive materials atseveral reactors at the Fukushima Daiichi Nuclear Power
Station operated by the Tokyo Electric Power Company,
and this continuing challenge has yet to be fully resolved.
As a result, on June 1, 2011, the Japanese government issued power usage restrictions for large power
customers (power contracts of 500 kW or more) of theTokyo Electric Power Company and the Tohoku ElectricPower Company, based on Article 27 of the Electricity
Business Act. Energy saving measures are also required
for small electrical users and households.
Given this situation, Casio is striving to reduce its
energy usage in Japan by adopting creative ideas from
employees. Emergency energy-saving measures arebeing carried out in various areas in order to ensure areliable foundation for our business. Casio sites required
to restrict power usage based on Article 27 of the Electricity Business Act are taking the necessary measures
to comply with it.
The international COP16 conference on climatechange was held in Cancun, Mexico in late November
and early December 2010, and the Copenhagen Accord
from COP15 was formally adopted. However, regarding
the extension of the Kyoto Protocol to which Japan,
Russia, and Canada are opposed, continued discussion isstill needed while respecting the position of developing
countries.
As for developments in the protection of biodiversity,
COP10 was held in Nagoya in October 2010. The conference adopted the Aichi Biodiversity Targets, which
outline 20 targets including long-term targets to beachieved by 2050 in order to build human societies thatlive in harmony with nature, as well as short-term targets

Yukio Kashio
Executive Vice President & Representative Director

to be achieved by 2020 in order to stop the loss of biodiversity. The Nagoya Protocol was also adopted, whichsets out methods for the acquisition and handling ofgenetic resources and the distribution of their beneﬁts.
Speciﬁc initiatives are now needed for the protectionof biodiversity.
Since ﬁscal 2010, we have been promoting environmental management with the objective of building a lowcarbon society. Given the recent environmental trends,
however, starting in ﬁscal 2012 we intend to add theprotection of biodiversity as an additional objective of
our environmental management. Casio will take steps toachieve both these objectives.
In order to improve resource productivity, Casio iscontributing to both the ﬁght against climate change
and the protection of biodiversity by leveraging its
expertise in creating products that are compact, lightweight, slim and energy efficient, thereby saving resources (parts/materials, and plant-derived materials).
In the future, Casio will continue to undertake thefollowing two initiatives as it seeks to build its business.
1. Generation of proﬁts and improvement of brandpower by pursuing superiority over competitorsʼ
products through the improvement of resource
productivity.
● New green procurement (adding requirements
relating to biodiversity)● Expanding paperless products (electronic dictionaries, data projectors, digital cameras, etc.)● Recycling (investigating and promoting therecycling of rare and precious metals, as well
as plastics)
2. New environmental businesses● Introducing products and frameworks that contribute to the creation of a paperless culture● Expanding products that care for natureStandards, and conduct supplier surveys based on
those standards, following its Biodiversity Guidelines
established on March 31, 2011. Casio will then conﬁrm
whether its business activities are posing any problems
for biodiversity.
Through these initiatives, Casio intends to strengthen
its foundation as a leading environmental company,
while helping to build a more sustainable world.

■ New environmental management initiatives

Environmental management
Building a low-carbon society
Preserving biodiversity
Proﬁt creation throughcarbon control
Green Star Products
Green IT

Starting in ﬁscal 2010

Environmental
management
Building a low-carbon
society

Environmental
management

Environmental
protection

Environmental
response

Responding to environmental regulations
Compliance
Pollution risk avoidance

Voluntarily reducing
environmental impact
Energy and resource saving
3R (reduce, reuse, andrecycle) activities
Measures to help prevent
global warming
Zero emissions achievement
Green procurement
ISO 14001 certiﬁcation

1. Increasing resource productivity
and creating proﬁts
New green procurement
Paperless products
Recycling
2. New environmental businesses
Creating a paperless society
Products that care for nature

Combining environmental protection and proﬁt
creation
Environmental accounting
Casio Environmental
Action Plan
Green Products
LCA / environmental
eﬃciency indicators
Environmental brands
Ecological and SRI Funds* Contributing to CSR management
through environmental management

Casio’s fiscal 2012 environmental management policy for the realization of a sustainable society
2. Investigation of measures to achieve
medium and long-term targets for
reducing greenhouse gas emissions● Performing business activities using
the creative ideas of all employees● Striving to conserve energy in order to ensure a reliable foundation for the businessCasio is complying with power usage restrictions based on Article
27 of the Electricity Business Act,at sites designated as large contract power users of 500 kW or
more within the service areas of
the Tokyo Electric Power Company
and the Tohoku Electric Power
Company.

● Establishing a speciﬁc plan for a 30%
reduction in CO2 emissions comparedto ﬁscal 2006 by ﬁscal 2021, and an
80% reduction by ﬁscal 2051.

3. Promotion of Green Office and GreenStar Product development● Promoting paperless products forthe realization of Green Oﬃces● Enhancing technologies to develop
Green Star Products that are morecompact, lightweight, slim and energy eﬃcient.

4. Establishing and executing strategies for
improving environmental management● Identifying issues through close
examination of various stakeholder surveys to devise and implement the necessary measures● Starting initiatives for the acquisition of ISO 26000 certiﬁcation

Philosophy and Management

Moving from activities within the company to broader social engagement

1. Response to social environmentchanges after the Great East Japan
Earthquake (emergency measures)

Environmental Initiatives

Increasing need for environmental management

Starting in ﬁscal 2012

Responsibilities to Stakeholders(Outdoor-oriented products: Protrek, EXILIM G, and digital cameras with GPS function, etc.)
In fiscal 2012, as part of efforts to fight climatechange, Casio will establish speciﬁc plans and measuresto achieve a 30% reduction in CO2 emissions by ﬁscal
2021, a target of the Casio Environmental Action Planalready announced. As part of its activities to protect
biodiversity, Casio will evaluate the impact of its businessactivities on biodiversity, revise its Green Procurement

5. Investigation and promotion of initiatives for the protection of biodiversity● Evaluating Casioʼs impact on
biodiversity● Reﬂecting ﬁndings in the Green
Procurement Standards, and surveying suppliers● Investigating possibilities for business
contribution through products andservices that help protect biodiversity

31

Efforts to Fight Climate Change
In order to ensure that the next generation inherits this irreplaceable planet, Casio has established and is
implementing medium- and long-term targets to ﬁght climate change.

Responsibilities to Stakeholders

Approach to setting medium- and long-term targets
With the establishment of these medium- and long-termtargets, Casio intends to reduce its greenhouse gas
emissions signiﬁcantly. Moreover, the company is emphasizing its goal of becoming carbon neutral,*1 whichmeans reducing Casioʼs net greenhouse gas emissions
to zero. Accordingly, Casio has adopted the following
Environmental Management Policy.

Casio’s goal is to become carbon neutral by leveraging its ability to develop compact, lightweight,
slim, and energy-efficient products to create new markets and cultural phenomenon.
*1 Casio deﬁnes “carbon neutral” as oﬀsetting its direct CO2 emissions with CO2 emissions reduction and absorption through other methods.

Scope of emissions reduction targets

Environmental Initiatives

When Casio established its medium- and long-termemissions reduction targets, it also announced the target scope as greenhouse gas emission from businessactivities at Casioʼs production sites and oﬃces in Japanand around the world. Furthermore, Casio is aiming tobecome a carbon neutral company by oﬀsetting its total
volume of greenhouse gas emissions (including theCO2 emissions resulting from logistics, product usage,
employee travel, and consignment production) with the

reduction eﬀects of Casioʼs eco-products such as data
projectors, electronic dictionaries and other productsthat promote paperless lifestyles.
In addition to the CO2 emissions reduction achievedby the eﬀorts of the Casio group, the target CO2 emissions reduction also includes reductions due to theavailability of cleaner energy such as electricity, and due
to carbon reduction in the entire social infrastructure(see diagram).

■ CO2 Emissions Reduction Targets
Share of reduction from
Casioʼs own eﬀorts

CO2 emissions from businessactivities (direct emissions)

Philosophy and Management

Scope of announced targets

Share of reduction fromcarbon reduction in thesocial infrastructure

CO2 emissions arising from theuse of energy-saving products(indirect emissions)

CO2 emissions that can beabsorbed due to promotion of
paperless products (oﬀset amount)Base year
2006

Switching to total-volume emission reduction targets
With the setting of global medium- and long-term targets, total-volume emissions reduction targets forgreenhouse gases have been established in Japan andaround the world, including reduction targets and emission trading systems. Casio has now ﬁnished the move
to total-volume emissions reduction targets.
Casio had already set targets for the total volume ofgreenhouse gas reduction at its oﬃces worldwide. How-

32

Current
situation

2021 target

2051 target

ever, with the establishment of its recent medium- andlong-term targets, Casio has now set worldwide targets
for reductions in the total volume of CO2 emissions,which is a change from previous targets for reduction
per unit of production.
The base year for Casioʼs medium- and long-term targets is ﬁscal 2006, decided based on changes in Casioʼsbusiness structure, as well as the scope and accuracy ofdata acquisition.

Carbon neutral calculation examples

Casio calculates the amount of CO2 emitted during the
manufacture and use of these products, as well as theamount of CO2 absorbed by the trees not harvested tomake the paper saved by these products. When these
two amounts are equal, the products are consideredcarbon neutral.

Medium- and long-term targets
Casio group’s medium- and long-term targets for greenhouse gas emissions reduction
Medium-term target: To reduce the total volume of global greenhouse gas emissions from business activities by 30%
compared to ﬁscal 2006, by ﬁscal 2021
Long-term target: To reduce the total volume of global greenhouse gas emissions from business activities by 80%
compared to ﬁscal 2006, by ﬁscal 2051.
* Business activities: This indicates activities of production sites and oﬃces in Japan and overseas, and does not include CO2 emissions from logistics,
product usage, or employee travel.

In order to achieve its medium- and long-term targets
for ﬁscal 2021 and 2051, Casio will steadily promote thefollowing three points relating to initiatives for greenhouse gas reduction, taken from the ﬁve points of the
Casio Environmental Declaration.
1. CO2 reduction and absorption
In order to contribute to the realization of a lowcarbon society, Casio will work to create productsthat reduce CO 2 and systems that absorb CO 2
more than ever before.

2. Utilization of clean energy
Casio will work to create products and systems
using energy sources that are easy on people andthe planet.
3. Adoption of renewable energy in business activities
Casio will undertake its business activities based on
the adoption of renewable energy resources suchas solar, wind, and water-powered energy.

Casio is studying the potential of the following initiatives
to achieve the medium-term target for 2020. It will also
strive to assess as quickly as possible their potential tohelp meet the 2050 target.
1 Response to social environment changes after the Great
East Japan Earthquake
Responding to energy issues
Introducing renewable energy sources
2. Environmental contribution through product usage
Reducing the amount of electricity used byproducts
Minimizing and optimizing the amount of productpackaging
Increasing the percentage of products that run
on solar cells
CO2 absorption eﬀect based on the expansion of paperless products (reducing demand for logging, etc.)

3. Utilizing carbon offsets
Purchasing carbon oﬀsets for products
Promoting tree planting and greening
Emissions trading, Clean Development Mechanism (CDM), and Joint Implementation (JI)
4. Reduction of CO2 emissions in various business activity
processes
Materials procurement, product manufacturing,transport and distribution, product usage, recycling, and disposal
Expansion of the scope of CO2 emission data gathering on logistics, transport eﬃciency improvement,
and modal shift
Making production facilities more energy eﬃcient,and improving production processes

Philosophy and Management

Measures for 2020

Environmental Initiatives

Measures for achieving medium- and long-term targets

Responsibilities to Stakeholders

Casio is looking into trial calculations for its reduction ofgreenhouse gases based on the use of Casioʼs ecoproducts and, in particular, products encouraging thetransition to a paperless society.
Casioʼs current target products for this paperless initiative are data projectors and electronic dictionaries.

5. Saving energy and increasing the percentage of non-fossil
fuels used at sites
Installation of LED lighting
Installation of solar panels
Installation of highly efficient air conditioning
equipment

33

Green Star Products
Casioʼs Green Star Products oﬀer even greater environmental performance than Casioʼs conventional products.

Responsibilities to Stakeholders

Green Star Product concept
In order to minimize the environmental impact of its
products, Casio is promoting the development of environmentally friendly products in every aspect of planningand design.
In 1993, Casio began product assessment in order tosystematize and promote its development of eco
products. New products had to undergo a preliminary
assessment for their environmental impact and meetcertain criteria in order to be certiﬁed as Casio Green
Products. Prior to ﬁscal 2008, Casio worked towards an
initial Green Product sales target of 80% of total sales,

and in that year the company achieved 84%.
With the achievement of this target, Casio decided tocreate even stricter criteria and implement more specific, detailed assessments. Qualifying products are
certiﬁed as Green Star Products, representing the bestof Casio Green Products. This ensures that Casioʼsproducts continue to set the bar higher and drive therealization of a sustainable society.
For the convenience of customers, Casio indicates information about environmental features in catalogs andon packaging of the Green Star Products.

Green Star Mark
Environmental Initiatives
Philosophy and Management
34

The Green Star mark is used according to the strict
requirements of the Casio Green Star Mark Operation
Manual.

This mark indicates a product that wasdeveloped in accordance with theGreen Star Concept.

Casio Green Star Products
See the product lineups that were certiﬁed as Casio
Green Star Products in fiscal 2011 (photos show

product examples).

■ Calculator■ Electronic dictionary

DS-2DT

XD-B8500■ Digital camera■ Data projector

EX-Z3000

XJ-M255

■ Electronic musical instrument■ WatchResponsibilities to Stakeholders

OCW-T1000

AP-420■ Page printer■ Handheld terminal

GE5000IT-300In ﬁscal 2010, Casio set a target of a 30% sales ratio of
Casio Green Star Products to be achieved by fiscal
2013. The result in ﬁscal 2011 was 42%, hitting thetarget two years ahead of schedule. A new target has
been set in ﬁscal 2012, and Casio is aiming for evengreater improvements.

Concept for Green Star Product expansion and designation standard
In order to develop more Green Star Products, Casio is
strengthening initiatives at each stage of the productlifecycle. Casio addresses environmental issues based■ Assessment categories● Develop products with functions that yieldvery high environmental performance● Conserve resources through the use of IT

Casio Green Products
Products that meet the certiﬁcation
standards of the Green Product
Assessment below● Improve recyclability rate
● An unbroken recycling loop

Green Star
Design● Procure safe parts● Procure parts with highenvironmental performance

Green Star
Procurement
Casio Green Star
Product
C.G.S.P

Green Star
Logistics

Green Star
Factories

1. Power consumption during use reduced by 20%

2. Designed for recycling

2. Solar batteries used and Eco Mark acquired

3. Components of products can beseparated, disassembled

3. Use of solar batteries and long-life structure

4. Improved recyclability

4. Comes with a 10-year battery and long-life structure

5. Reduced resource volume

5. Body volume reduced by 20% or more

6. Reduced resource weight

6. Weight reduced by 20% or more

7. Improved energy eﬃciency

7. Load ratio reduced by 20% or more due to morecompact packaging

8. Regulated use of chemical substances

8. Uses 30% or greater recycled plastic

9. Recyclability of batteries

9. Uses 25% or greater bioplastics

10. Recycling label on batteries

10. Contains no speciﬁc hazardous chemical substances(polyvinyl chloride)
11. Improvement of 10% or more over the conventional ratio
based on as LCA environmental assessment
12. Improvement of 10% or more over the conventional ratio
based on product environmental eﬃciency
13. Has functions that make considerable contributions toenvironmental performance
When products meet the Green Production standards and also
fulﬁll a criterion above.

11. Regulatory compliance

13. Regulated use of packaging materials

Green Star
Packing● Ensure factories have strong
environmental performance● Transition to renewable energy● Optimize packaging for loading eﬃciency● Adopt packaging with excellent 3R features

Casio Green Star Product Assessment

1. Promotes recycling(labeling of materials contained)

12. Components of packaging can beseparated, disassembled● Use transport methods withhigh environmental eﬃciency● Optimize loading eﬃciency

Products that meet the certiﬁcation
standards of the Green Product
Assessment below and meet at least
one criterion of the Green Star
Product Assessment■ Assessment criteria
for each productGreen Product Assessment

Green Star
Recycling

Casio Green Star Products
Target: 30%

14. Preserves the natural environment

Philosophy and Management■ Casio Green Star Concept diagramon the Casio Green Star Concept, which calls for low
environmental impact across the lifecycle.

Environmental Initiatives

Share of Casio Green Star Products in total sales: Performance and targets

90 points or more, out of a total
100 points possible* Casio Green Star Product certiﬁcation standards may vary for some products.
* These standards will be periodically revised to keep pace with environmental advances.

35

Biodiversity
This section introduces Casioʼs initiatives for preserving biodiversity.

Responsibilities to Stakeholders

Casio’s approach to biodiversity preservation
The 10th Conference of Parties to the Convention on
Biological Diversity (COP10) was held in Nagoya, Japanin October 2010. At this important international conference for resolving issues related to preserving the abundance of life on this planet, the following measures wereadopted.
• New Strategic Biodiversity Plan (2020), and the Aichi
Biodiversity Targets (2050)• Nagoya Protocol on Access and Beneﬁt-sharing
In March 2011, Casio established Biodiversity Guidelines

for the entire Casio Group, as part of step 1 on this issue in its Environmental Action Plan. Next, the company
will take steps 2 and 3 in order to preserve biodiversity
and the services provided by ecosystems.
● Step 1: Establish a Casio Biodiversity Activity Policy andGuidelines (Recently completed)● Step 2: Evaluate levels of biodiversity impact in all businessareas (by fiscal 2012)● Step 3: Implement Casio’s policy themes for the realizationof biodiversity preservation (by fiscal 2013)

Casio Group Biodiversity Guidelines
Environmental Initiatives

Casio Group Biodiversity Guidelines
Basic Policy
The Casio Group recognizes that its existence and business activities depend on the beneﬁts aﬀorded by biodiversity,and that these activities also have an impact on biodiversity. Casio emphasizes biodiversity preservation activities as well
as eﬀorts to ﬁght climate change. By including biodiversity preservation in environmental management and creating asystem for implementation, the Casio Group is working to build a more sustainable world.
Speciﬁc Initiatives

Philosophy and Management

1. Business Activities:

Casio will help to build a more sustainable world by creating and providing products
and services that encourage consumers to care for nature. This will be done by learningfrom nature and developing technologies that utilize this wisdom.
• Facilitating a paperless society• Contributing to resource saving by developing original technology• Developing products with care for nature

2. Impact Assessment:

Casio will survey and analyze its impact on biodiversity through activities including R&D,
design, procurement, manufacturing, logistics, sales, product use, disposal, and recycling, and at its oﬃce and plant locations. It will establish improvement measures andimplement them starting with areas of highest environmental impact and beneﬁt.
• Actively taking initiatives for proper procurement of parts (leather, wood, paper, etc.)
and materials (mineral resources, etc.) that depend on ecosystem services.
• Conducting questionnaire surveys across the supply chain in order to check ecosystem protection eﬀorts for parts and materials that make up products.
• Establishing impact assessment methods (checklists and indices) for the Casio Group

3. Information Disclosure:Casio will strive to improve social awareness of biodiversity, by actively disclosing theresults of its environmental activities.

4. Community Involvement:

Casio will actively support activities that contribute to biodiversity preservation by
NPOs and NGOs, government agencies, and local citizens.

5. Full Employee Participation:

Casio is aiming for activities that involve the participation of all employees, by increasing understanding of biodiversity preservation, and training employees to act on theirown initiative.
March 31, 2011
Yukio Kashio, Chairman, Casio Environmental Conference36Fiscal 2011 Biodiversity Preservation Activities
Supporting Exhibitions by the Wild Bird Society of Japan

Exhibit in the Collaboration
Area (Tokyo)

Outdoor exhibit of stained
glass with living things(Nagasaki)• The Beautiful Tama River Forum
Casio will begin support for the Beautiful Tama River
100 Year Plan, with the aim of revitalizing the area,

based on activities in three main sectors: economy, environment, and education/culture.

Activities Receiving Ongoing Support• ICERC Japan
Since the 4th International Dolphin & Whale Conference
was held in Japan in 1994, Casio has released both oﬃcial G-SHOCK and Baby-G models to support the International Dolphin & Whale Eco-research Network. For
over a decade, Casio has donated a portion of the watch
sales to help promote dolphin and whale educationaland research activities worldwide through ICERC Japan(International Cetacean Education Research Center).

Philosophy and Management• WWF Japan
Casio endorses the mission and action principles of theWorld Wide Fund for Nature Japan (WWF Japan), whichis striving to build a future where people and nature canlive in harmony. Casio also supports the organization asa corporate member.

Environmental Initiatives

Activities Starting in Fiscal 2012

Responsibilities to Stakeholders

Casio Computer Co., Ltd., supported the 3rd “Interconnections Between Living Things Art Exhibit” held in Tokyo from November 12 to 21, 2010, and the exhibit of
the same name in Nagasaki, held from November 27 to
December 6, 2010. The two exhibits were attended by atotal of more than 3,000 people.
The Casio Group is advancing activities to support
biodiversity, fostering the many “interconnections
between living things,” including more than 30 million
species on this planet. Casio has come together to promote activities to help protect all the irreplaceable living
things on this planet and preserve the beneﬁts they
aﬀord, while raising public awareness of these eﬀorts.

G-SHOCK and Baby-G watches help
support the International Dolphin &Whale Eco-Research Network project37

Environmental Action Plan
Responsibilities to Stakeholders

Environmental Action Plan (Targets and Performance)
Casio sets environmental targets and undertakes environmental initiatives for each ﬁscal year, based on adetailed Environmental Management Policy which takes into account the latest global trends.

Environmental Vision for the realization of a sustainable society
Casioʼs approach to environmental management isbased on its Environmental Vision for the realization of asustainable society and its Environmental Management

Policy. Please see pages 31-32, “Environmental Vision,”for more information on the Environmental Vision andthe Environmental Management Policy.

Fiscal 2012 Casio Environmental Action Plan
Product Targets

Environmental Initiatives

1. Development target for eco-products
Increase Casio Green Star product sales to 30% of total sales by FY2013.

Plant and Business-site Targets
1. Medium- and long-term targets for greenhouse gas emissions reduction
Medium-term target
To reduce the total volume of global greenhouse gas emissions from business activities by 30% comparedto ﬁscal 2006, by ﬁscal 2021
Long-term target

Philosophy and Management

To reduce the total volume of global greenhouse gas emissions from business activities by 80% comparedto ﬁscal 2006, by ﬁscal 2051.
* Business activities: This indicates activities of production sites and oﬃces in Japan and overseas, and does not include CO2 emissions fromlogistics, product usage, or employee travel.

2. Energy conservation targets (electrical power, fuel etc.)
Japan production sites
Reduce CO2 emissions per unit of actual production by 35%, averaged over 5 years from FY2009 to 2013
(compared to FY 1991).
* Actual production is calculated by adjusting the production output by the Bank of Japan Domestic Corporate Goods Price Index forelectronic products, based on the policies of the four main electrical and electronics industry associations in Japan

Japan office sites
Reduce CO2 emissions per unit by 9%, averaged over 5 years from FY2009 to 2013 (compared to FY 1991).
Production sites outside Japan
Reduce CO2 emissions per unit of production by 30% by FY2013 (compared to FY 2005).
Office sites outside Japan
Reduce CO2 emissions per unit by 3% by FY2013 (compared to FY 2005).

3. Reduction target for greenhouse gases other than CO2
Reduce total emissions of greenhouse gases other than CO2 (CO2 equivalent) to below ﬁscal 2001 level byﬁscal 2013.
• Reduce HFC-134a emissions* Replace HFC-134a used in machinery such as dust blowers, with products that use chemical substances that have a lower global warming factor

38

4. Resource conservation targets (water, paper)
Japan production sites
Reduce water usage per unit of actual production by 25% by ﬁscal 2013 compared to ﬁscal 2001.

Japan sites
Reduce paper usage in oﬃces per unit of sales by 10% by ﬁscal 2013 compared to ﬁscal 2008.

5. Waste reduction targets
Japan sites
Reduce generation of waste per unit of actual sales by 50% by ﬁscal 2013 compared to ﬁscal 2001.
Production sites outside Japan
Reduce generation of waste per unit of sales by 30% by ﬁscal 2013 compared to ﬁscal 2005.

6. Volatile organic compound (VOC) reduction target

Responsibilities to Stakeholders

Production sites outside Japan
Reduce water usage per unit of production by 15% by ﬁscal 2013 compared to ﬁscal 2005.

Japan production sites
Reduce emissions of VOCs by 30% by ﬁscal 2011 compared to ﬁscal 2001.

7. Hazardous substance phase-out targett
Detoxify PCB-containing equipment now in storage as Japan Environmental Safety Corporation (JESCO)
starts program in each region.
• Kofu Casio Co., Ltd: By ﬁscal 2015
* Store stabilizers, including the low concentration capacitors kept at Hachioji R&D Center, until they can be accepted by JESCO.

8. Target for output reduction of PRTR substances
Japan production sites
Reduce output of PRTR substances per unit of actual production by 40% by ﬁscal 2013 compared toﬁscal 2004.

Environmental Initiatives* 20 types of VOCs are speciﬁed by the four main electrical and electronics industry associations in Japan. Among them, Casio uses 8 types.

9. Green procurement target*1 Excluding those substances that are within legal limits, if customer request*2 Green parts: Parts and materials that do not contain prohibited substances as designated by Casio

10. Green purchasing target
Raise the green purchasing ratio at Japan sites to 75% of total purchases (based on the number of purchases) by ﬁscal 2013.
* Applicable to sites using the CATS e-P system

11. Logistics target for the fight against climate change
Achieve by 2012 a 22% reduction in CO2 emissions* from logistics in Japan per unit of sales, compared toﬁscal 2006
* Scope covers processes relating to product sales, not including processes relating to materials procurement and recycling

Philosophy and Management

Achieve 100%*1 green parts*2 procurement rate (all supplied parts are green parts) by ﬁscal 2012.

Overall business activity targets
1. Biodiversity preservation target
To preserve biodiversity and eco-system services, conduct biodiversity impact surveys in all business areas
by ﬁscal 2012, and establish a policy theme

39

Fiscal 2011 Casio Environmental Action Plan Performance
Fiscal 2011 Casio Environmental
Action Plan Performance

Progress assessment key

Performance① Target was achieved and a new, higher target was established.
② Target was achieved.
③ Target not achieved, but steady improvement made over previous ﬁscal year.
④ Making progress toward achieving target and expect results next ﬁscal year and beyond.
⑤ Same as or worse than base value.

Responsibilities to Stakeholders

Theme

TargetPer-unit valueof base year,
etc.

Raise share of Green Star
Product sales in total
sales.

Increase Green Star Product sales
to 30% of total sales by FY2013.
Maintain Green Product sales at
80% of total sales or more.

─

☆☆☆☆
☆☆☆
☆☆
☆
▲

TargetActualper-unit value performance ofof target year,
per-unit value
etc.
for FY2011, etc.

Performanceby the end of
FY2011

Progress
assessment

30%[80% or more]

14.2 percentage
points remaining toreach target
Exceeded target by
3 percentage points☆☆☆

Product targets

1. Eco-products

Upper level: FY2011
Lower level: FY2010

Plant and business-site targets

1. Reduction ofgreenhouse gas
emissions over the
medium and longterm

Reduce greenhouse gas
emissions over the
medium term.
Reduce greenhouse gas
emissions over the longterm.
Reduce CO2 emissions(Japan production sites)

2. Energy
conservation(electrical power,
fuel, etc.)

Reduce CO2 emissions(Japan oﬃce sites)

15.8％［83％ ]

Reduce the total volume of global
greenhouse gas emissions frombusiness activities by 30% by ﬁscal
2021 compared to ﬁscal 2006.
Reduce the total volume of global
greenhouse gas emissions frombusiness activities by 80% by ﬁscal
2051 compared to ﬁscal 2006.
Reduce emissions per unit of actual
production by 35%, averaged over
5 years from FY2009 to 2013,
compared with FY1991.
Reduce total emissions by 9%,
averaged over 5 years from FY2009
to 2013, compared with FY1991.

132,21392,549(Tons-CO2)(Tons-CO2)

132,21326,443(Tons-CO2)
0.312(Tons-CO2)
0.203

Reduced by 59.0%

99,029(Reduced by 45.3%)(Tons-CO2)
54,217

Reduced by 59.0%

99,029(Reduced by 45.3%)(Tons-CO2)0.185 ＊1

Reduced by 40.7%

0.211 ＊2

(Reduced by 12.1%)

Environmental Initiatives

Reduced by 25.8%(Reduced by 10.5%)☆☆☆

(Tons-CO2)
0.206
0.265

Reduced by 12.3%(Reduced by 22.3%)☆☆

(Tons-CO2/¥ million) (Tons-CO2/¥ million) (Tons-CO2/¥ million)
Increased by 47.0%
7,496
5,099
4,946
7,362
(Increased by 1.8%)▲(Tons-CO2)
0.235(Tons-CO2)
0.165

Reduce total emissions by 3% by
FY2013 compared to FY2005.

Reduce total emissions ofgreenhouse gases otherthan CO2 (CO2 equivalent)to below 2000 level.

Reduce total emissions to below
2000 level by 2010.

Reduce water usage(Japan production sites)

Reduce usage per unit of actual
production by 25% by FY2013
compared to FY2001.

Reduce water usage(production sites outside
Japan)

Reduce usage per unit ofproduction by 15% by FY2013
compared to FY2005.

Reduce oﬃce paper
usage (Japan sites)

Reduce usage per unit of sales by
10% by FY2013 compared to
FY2008.

Reduce generation ofwaste (Japan sites)

Reduce waste per unit of actual
production by 50% by FY2013
compared to FY2001.

Reduce generation ofwaste (production sites
outside Japan)

Reduce waste per unit ofproduction by 30% by FY2013
compared to FY2005.

0.012

0.008

(Tons/¥ million)(Tons/¥ million)(Tons/¥ million)

６. Reduction ofvolatile organic
compounds (VOCs)

Reduce emissions of
VOCs to atmosphere(Japan production site)

Reduce emissions by 30% by
FY2011 compared to FY2001.

47

33

21
32

tons

tons

tons

７. Hazardous
substance
phase-out

Detoxify PCB-containing
equipment now in storageas Japan Environmental
Safety Corporation starts

Detoxify all PCBs stored at Kofu
Casio by FY2015.

─

─

Finished delivering
this equipment to
JESCO. Continuing tostore equipment until
it can be accepted
for treatment.

８. Output reduction of
PRTR substances

Reduce output of PRTR
substances(Japan production sites)

Reduce output per unit of actual
production by 40% by FY2013
compared to FY2004.

0.000110.000070.000030.00005(Tons/¥ million)(Tons/¥ million)(Tons/¥ million)

Achieve green part procurement
ratio (ratio of green parts*4 to allparts and materials ordered) atsites in and outside Japan of
100%.*5*4 Parts and materials that do notcontain prohibited substances as
designated by Casio*5 Excluding those substances thatare within legal limits, if customer
requests

─

FY2011: 100%

Philosophy and Management

Improve the green
９. Green procurement procurement ratio.

☆☆☆

9,533 ＊2

10,458Reduce CO2 emissions(oﬃce sites outside
Japan)

5. Waste reduction☆

8,533 ＊1

11,492

Reduce emissions per unit ofproduction by 30% by FY2013
compared to FY2005.

４. Resource
conservation(water, paper)☆

(Tons-CO2/¥ million) (Tons-CO2/¥ million) (Tons-CO2/¥ million)

Reduce CO2 emissions(production sites outside
Japan)

３. Reduction ofgreenhouse gases

Upper level: Compared with base year
Lower level: (Compared with previous year)

54,217(Tons-CO2)(Tons-CO2)(Tons-CO2)

7,278

7,278

(Tons-CO2)(Tons-CO2) or below(Tons-CO2)

0.00770.00580.00450.00893,007

Reduced by 58.7%

11,355(Reduced by 73.5%)☆☆☆☆

Reduced by 41.6%(Reduced by 49.4%)☆☆☆

(Thousand m3/ ¥ million) (Thousand m3/ ¥ million) (Thousand m3/ ¥ million)
0.00390.00330.00450.0032

Increased by 14.9%(Increased by 40.1%)▲(Thousand m3/ ¥ million) (Thousand m3/ ¥ million) (Thousand m3/ ¥ million)
0.00047
Increased by 32.9%
0.000350.00032
0.00041(Increased by 13.5%)▲(Tons/¥ million)(Tons/¥ million)(Tons/¥ million)

0.024

0.012

0.01360.0195(Tons/¥ million)(Tons/¥ million)

Reduced by 43.2%(Reduced by 30.1%)☆☆

(Tons/¥ million)
0.0083
Reduced by 31.0%
0.0106(Reduced by 21.9%)☆☆☆

Reduced by 54.7%(Reduced by 33.5%)

☆☆☆☆

─

─

Reduced by 71.1%(Reduced by 36.4%)☆☆☆

In Japan: 100%
Outside Japan:
100%

─

☆☆☆

10. Green purchasing

Raise green purchasing
ratio of oﬃce supplies
and oﬃce equipment(Japan sites)

Raise the ratio to 75% of totalpurchases by FY2012 (based on
the number of purchases)

─

75％

62.8％

─

☆

11. Logistics-related
global warming
countermeasures

Reduce CO2 emissions*3(distribution in Japan)

Reduce emissions per unit of salesin Japan by 22% by FY2013
compared to FY2006.

─

Reduce 22%
by FY2013

75.2%
compared to
FY2006

Reduced by 24.8％☆☆☆

Conduct biodiversity impact
surveys in all business areas by2012, and establish a policy theme.

─

─

─

Established the
Casio Group
Biodiversity
Guidelines.

☆

Overall business activity targets
1. Biodiversity
preservation target

Preserve biodiversity andecosystem services*1 Average value for FY2009 to FY2011.
*2 Average value for FY2009 and FY2010.
*3 The scope of target for logistics-related global warming countermeasures is distribution for product sales.

40Environmental Communication

Casio understands the importance of communicating with all of its stakeholders about environmental issues.

Exhibiting at Eco-Products 2010

Exhibit featured “Blue” and“Green” zones

Working watches encased inice… but is it real ice?

Throughout the exhibit space, various displays with
eye-catching copy pointed out all the environmentallyfriendly components in various Casio products. And ofcourse, the ever-popular calculator assembly classes
attracted many children, teens, and young adults.
As the Eco-Products trade show continues to grow in
coming years, Casio will continue to be there to informthe public about its environmental activities and introduce its new environmental concepts and strategies.

Environmental Initiatives

Every year Casio exhibits at Eco-Products, the largest
environmental trade show in Japan. Marking the showʼs
12th year, Eco-Products 2010 was held at Tokyo Big
Sight from December 9 to 11. Over 700 companies andorganizations set up booths to display their environmentally friendly products and services. The show attracted
more than 180,000 visitors, the largest attendance todate. Casio has exhibited each year since the show began, and in 2010 the Casio exhibit was based on thetheme, “The Harmony of Technology and Ecology.” Divided into two zones, the exhibit presented Casio GreenStar products and various other environmental initiatives
taken by the Casio Group to build a more sustainable
world. The “Blue Zone” featured the results of Casioʼsinitiatives to address climate change, and the “Green
Zone” highlighted Casioʼs eﬀorts to protect ecosystems,
which are part of its biodiversity preservation initiative.
On the main stage of the exhibit, Casioʼs environmental initiatives were described in a narrated video.

Responsibilities to Stakeholders

Environmental Communication

Participation in CES

Going beyond initiatives against climate change, for the ﬁrst time thisyear the exhibit featured Casioʼseﬀorts to protect ecosystems.

Green Slim Data Projector

Green Slim Data Projectors, which are mercury and lead
free since they use a hybrid light source that combines
LED and laser technologies.

Philosophy and Management

Every year, Casio exhibits at the Consumer Electronics
Show in Las Vegas, the worldʼs largest event of its kind.
This time, the show was held from January 6 to 9, 2011,
and attracted 120,000 visitors. The show was an excellent
opportunity for Casio to promote its innovative new
products.
The environmental exhibit area of the Casio boothfeatured the companyʼs initiatives under two themes:“Save Energy” and “Preserve Ecosystems.” An intuitive
panel display promoted Casioʼs advantages, and exhibits
featured Casio Green Star products, including digital
cameras and watches, as well as eco-friendly digital
camera packaging.
The projector area of the booth highlighted Casioʼs

41

External Evaluation
Casio obtains AAA rating for its environmental activities from the SMBC private placement bond program

Responsibilities to Stakeholders
Environmental Initiatives

In October 2008, the Sumitomo Mitsui Banking Corporation began oﬀering SMBC Environmental Assessment
Loans, followed by SMBC Environmental Assessment
Private Placement Bonds in June 2009. Currently, about
30 companies have raised approximately 100 billion yen
from such loans and bonds.
Under this program, the Japan Research Instituteinterviews the heads of environmental management
departments at applicant companies concerning thedetails of their responses to a survey conducted by theinstitute. After making a comprehensive assessment
based on this, SMBC then assigns environmental ratings
to the companies and preferential interest rates are
made available to those with high ratings.
In 2010, Casio applied to participate in this private
placement bond program. Based on the assessment results, the companyʼs environmental corporate management was deemed to be outstanding, and Casio wasgiven the highest rating, AAA. The process also helped
Casio to identify issues with its environmental communication, and made it clear that more speciﬁc work needs
to be done to reduce CO2 emissions at sites outside
Japan, performance of waste reduction measures needs

to be improved, and more attention needs to be given to
biodiversity preservation. This feedback will be used tomake improvements to enable Casio to achieve an evenhigher level of environmental management.
* A private placement bond (“Shibosai bond”) is a bond sold directly to a
few investors. It diﬀers from a publicly issued bond, which is widely soldto an unspeciﬁed number of investors through securities companies.

■ Private Placement Bond System
Creditguarantee
association

SMBC

Guarantee agencies
Guarantee

Guarantee
consignment
Customer(bond issuing
company)

SMBC
Issuing

Bond

Bond administrationconsignment

Bond holder
Recording bondholder
rightsSMBC
Fiscal agent

Transfer
agencyEnvironment Data
Material Balance

Philosophy and Management

The material balance represents an environmental assessment of Casioʼs energy-saving and resource-saving
manufacturing practices. Casio is always striving to minimize its energy and resource inputs as well as its
emissions and outputs.

What is a material balance?
A material balance provides an overall picture of a companyʼs environmental impact. It shows the amount ofenergy and resources a company uses in its businessactivities (inputs into business activities), the amount of

Fiscal 2011 performance
At the beginning of ﬁscal 2011, the TFT-LCD business(Kochi Casio and the Hachioiji R&D Center electronic
component division) and the cellular phone businesswere transferred and removed from the consolidation
scope of the Casio Group. Accordingly, Casio reduced
the boundary of its environmental management in ﬁscal
2011, and there was a dramatic reduction in some environmental ﬁgures as a result.

42

environmentally harmful substances (including waste) it
emits, and the amount of output it produces and sells(outputs from its business activities).

Casio has been working to save energy with its production equipment and is striving to improve production
processes.
The group is now taking further energy-saving measures in order to cope with the power supply shortages
following the Great East Japan Earthquake that struck in
March 2011.

■ Material balance in business activities (fiscal 2011)Material balance for business sites

Inputs

Outputs
kl crude oil

Greenhouse gases
CO2 emissions
SF6 emissions

53,719.5 tons-CO22
0.0 tons-CO
equivalent

Other greenhousegas emissions

R&D/design2497.5 tons-CO
equivalent

Air pollutants*1
NOx
SOx
Dust

3.2 tons
1.2 tons
0.7 tons

VOC emissions to atmosphere 21.4 tons
Parts and materials*2
Recycled material
Manuals
Recycled material
Packaging material

Wastewater

Procurement

BOD
PRTR substanceReleases / transfers
Releases
Transfers

Recycled industrial
water

Valuables
Landﬁll disposal

257.7 tons

Reused plastics

Recycled waste*3

3,302.4 tons

CO2 emissions

98,297 tons-CO2

Waste

4,900 m3
146,700 m3

Manufacture

8.5 tons

Logistics
Total products sold

1.1 million

Sales

Electricity

31,219 kWhmillionCO2 emissions

13,164 tons-CO2

Use

Recovered

Recycled

System equipmentfrom corporate customers
Household PCs

29.5 tons
0.10 tons
Label printer tape cartridges
4.0 tons
Drums and toner cartridges 710.3 tons

34.8 tons
0.13 tons
Label printer tape cartridges
4.0 tons
Drums and toner cartridges 710.3 tons

Philosophy and Management

Logistics※4
sales

18.0 tons
4.7 tons
13.2 tons
3,676.9 tons
1,798.6 tons
1,878.3 tons

Waste generated, etc.
Rainwater

1,126.8 million
m3
22.8 tons

Environmental Initiatives

Recycled material

26,131 tons
329 tons
4,120 tons
56 tons
13,014 tons
10,597 tons

Responsibilities to Stakeholders

26,291.4 equivalent90,204.0 million kWh
Electricity
kl crude oil
Fuel3,448.6 equivalent
1,208.8 million m3
Water resources
0.0 tons
SF6 (sulfur hexaﬂuoride)
Greenhouse gases
0.4 tons
other than SF6
104.4 tons
VOC
143.4 tons
Paper usage
19.3 tons
PRTR substance
EnergyMaterial balance for products

System equipment from
corporate customers
Household PCs

Recoveryrecycling*1. Ozone depleting substances have been fully phased out.
*2. Parts and materials include consumables, such as toner cartridges.
*3. Recycled waste includes thermally recycled material.
*4. Product distribution is consigned to transportation companies.

43

Environmental PerformanceThis section presents environmental impact data related to business activities.

● CO2

Responsibilities to Stakeholders
Environmental Initiatives

Fiscal 2011 marked the third year of the target period (ﬁve years from ﬁscal 2009 to ﬁscal 2013) for CO2 emissions from sites in Japan. The performance ﬁgures using comparisons with the base year are average values forthe initial year (ﬁscal 2009) through the third year (ﬁscal 2011).
The target for production sites in Japan was a 35% reduction in CO2emissions per unit of actual production compared to ﬁscal 1991. In ﬁscal
2011, the sitesʼ CO2 emissions were approximately 41% lower than in ﬁscal
1991, which also represented a roughly 12% decrease from the previous
ﬁscal year. The main reason for this decline from the previous year was thetransfer of the TFT-LCD and cellular phone businesses, and their removalfrom the consolidation scope of the Casio Group.
The target for oﬃce sites in Japan was a 9% reduction in the total
amount of CO2 emissions compared to ﬁscal 1991. In ﬁscal 2011, emissions were about 26% lower than in ﬁscal 1991, meeting the target again
this year. This was also an approximately 11% reduction from the previous
ﬁscal year.
Fiscal 2013 is the target year for all sites outside Japan. The target for
production sites outside Japan was a 30% reduction in CO2 emissions perunit of production compared to ﬁscal 2005. Fiscal 2011 emissions forthese sites were about 12% lower than in ﬁscal 2005, an approximately
22% reduction from the previous year.
The target for oﬃce sites outside Japan was a 3% reduction in the total
amount of CO2 emissions compared to ﬁscal 2005. In ﬁscal 2011, emissions were approximately 47% higher than in ﬁscal 2005, which also represented an approximately 2% increase over the previous ﬁscal year.
Casio will continue to strive to improve the energy eﬃciency of its production equipment and to streamline production processes at all of its
production sites in and outside Japan. Casio will also work to reduce CO2
emissions by implementing energy-saving measures for its lighting andheating/cooling equipment at oﬃces in and outside Japan.

Emissions per unit of actual production: tons-CO2/¥million

100,000

CO2 emissions

0.312
79,472

0.35

Emissions per unit ofactual production

79,365

10,000CO2 emissions

7,500
5,099

5,000

0.240
0.205

0

2005

50,0000.20

2CO
tonsCO2
CO22 emissions:
排出量：トン-CO

2007

2008

2009

2010

Philosophy and Management

11,492CO2 emissions
9,451

9,350

9,655

9,410

7,500

6,532

5,000
2,500
0

1991

2007

2008

2009

2010

Per unit of sales: Compared to FY2006, %

120
94.9

85.6

2,000

635

554

1,500

530

550

83.7

Logistics C fi Distribution C
Logistics C fi Customer
Per Unit of sales
79.3

539
476

1,139

1,085

500

967

30,000

0.235

0.242

20,00016,41018,491

0.32

0.291
0.265

651

598
108

152

136

127

2006

2007

2008

2009

2010

CO2 emissions: tons-2 CO2150,000Rail
125,000

100
1,303
21,53023,7580.206
19,677

10,0000

Per unit of sales: Compared to FY2005, %
140
Sea
Air
Per unit of sales
120

100.8

102.6

105.5

1,611

1,447
1,683
1,681
20,74226.19322,157

1,441

100.7

2006

2007

2008

2009

2010

114

100
1,538

18,786

20,48469,54074,72980

82,07460
40

90,36971,99269.436

20

0

0

2006

2007

2008

2009

2010

2011 (FY)● SF6 gas
Casio has set a target of reducing its emissions of greenhouse gases otherthan CO2 to less than year 2000 levels by 2010.*
The ﬁscal 2011 results for SF6 emissions were approximately 59% lower
than in 2000, and this represented an approximately 74% reduction compared to the previous year. In April 2010, the TFT-LCD business (Kochi
Casio and the electronic component division of the Hachioji R&D Center)
was transferred, and removed from the consolidation scope of the Casio
Group. This was the main reason for the emissions reduction.
In the future, Casio will put eﬀort into reducing greenhouse gases including those contained in dust blowers, spot freezing and sprays usedmainly at service sites.

■ SF6 gas usage and emissions to atmosphere (Japan production sites)
SF6 inputs: tons

SF6 emissions to the atmosphere (CO2-equivalent): tons-CO2

2011 (FY)25,00018,7140* Trends in CO2 emissions from energy sources (electrical power, fuel, etc.)
used at production sites outside Japan.

19,682SF6 input
SF6 emissions to
the atmosphere
20,000SF6 emissions to
the atmosphere（CO2 -equivalent）

18,021

3.0

15,000

10,397

1.0
0.16

0.08

2005

0

2011 (FY)

95.1

25,32772,9260.24

20,65420

70,0002.0

33,569 29,040
0.193

40

397

784

174

4.0

Emissions per unit of production: tons-CO2/¥million
Emissions per unit of
0.272
production

443

446

210

0

20,446■ CO2 emissions (production sites outside Japan)
CO2 emissions

60

529

518

1,000

100
80

75.2

547

5.0

40,0002011 (FY)2011 (FY)* Trends in CO2 emissions from energy sources (electrical power, fuel, etc.)
used at oﬃce sites in Japan.

CO2 emissions: tons- CO2

2010

0

2011 (FY)

CO2 emissions: tons- CO2

10,0002009

Plant/port fi Logistics Center
Distribution C fi Customer

100

2,500

0.10

* Trends in CO2 emissions from energy sources (electrical power, fuel, etc.)
used at production sites in Japan.

12,500

2008

3,000

2005

1991

6,500

■ CO2 emissions and emissions per unit of sales for logistics in Japan

0.15

0.134
20,0140

2007

47,143

22,69325,000

200６

6,489

7,496

* Trends in CO2 emissions from energy sources (electrical power, fuel, etc.)
used at oﬃce sites outside Japan.

0.25

53,688

0.181

5,907

7,362

2,500

100,000

75,000
0.209

5,690

0.30

■ CO2 emissions (office sites in Japan)

44

CO2 emissions: tons- CO2■ CO2 emissions and emissions per unit of sales for logistics outside Japan■ CO2 emissions (production sites in Japan)
CO2 emissions: tons- CO2■ CO2 emissions (office sites outside Japan)

0

7,278
0.6
0.3
2000

1.6
0.8

1.7
0.9

1.6
0.8

10,000

1.5
0.8

0.9
0.4

2005

2006

2007

2008

2009

2,510

5,000

0.2

0.1
0
2010 (FY)* Years shown in this graph are calendar years, to match industry action
targets.

● Waste● Paper

Casio evaluates its waste reduction (waste and valuables) using ﬁscal 2013
as the target year.
The target for reducing waste produced from sites in Japan was a 50%
reduction in waste per unit of actual production compared to ﬁscal 2001. In
ﬁscal 2011, waste was reduced by about 43% compared to ﬁscal 2001,
which also represented an approximately 30% reduction from the previous
year. Although the amount of waste produced compared to the previous
ﬁscal year fell by about 15%, this was due to the transfer of the TFT-LCD andcellular phone businesses, and their removal from the consolidation scope of
the Casio Group.
The target for reducing waste from production sites outside Japan was a
30% reduction per unit of production compared to ﬁscal 2005. In ﬁscal
2011, emissions were reduced by about 31% compared to ﬁscal 2004, for
an approximately 22% reduction from the previous year. Further waste
reduction measures for production sites outside Japan are being considered.

The reduction target for the usage of oﬃce paper at sites in Japan, set in ﬁscal
2010, was a 10% reduction compared to ﬁscal 2008 by ﬁscal 2013, per unit ofsales. The result for ﬁscal 2011 was about 33% higher than in ﬁscal 2008. This
increase was due to a drop in sales, as the total volume of oﬃce paper usedfell from 115 tons in 2007 to 75.5 tons in 2010. Along with the increased
promotion of green IT, Casio will reinforce its eﬀorts to reduce paper usage.

■ Office paper usage (all sites in Japan)
Oﬃce paper usage: tons

Per unit of sales: tons/¥million

400

Oﬃce paper usage

300

0.00041200

0.00030

6,414

0.024

0.018

6,312

0.017

6,614

6,000
4,000

4,138

1,679
4,735

4,392

0.014
3,818

2001

74

29

2006

2007

0.020

0.014

0.015

1,279

1,397

1,378

2,741

0.010

753

0.005

31

2,439
25

7

2008 200920102011 (FY)

1,089

0

0

2008

2009

2010

20

General waste, etc: [Valuable0
Wastes]■ Generation of waste, volume of landfill disposal, and waste
per unit of production (production sites outside Japan)
Generation of waste

Volume of Landﬁll disposal

Generation of waste, and volumeof landﬁll disposal: tons

Per unit of actual production

Per unit of production: tons-CO2/¥million■ PRTR substance usage, releases, and releases per unit ofactual production (Japan production sites)
PRTR substance usage and releases: tons

1,364

0.01200.0105839

0.01100.0093

164

2005

2006

2007

791

340

311

168

152

90

2010

2009

2008

0.010

0.00011

150

0.005
42.4

177

2011 (FY)1000● Water resources

0.00003

39

18

16

12

10

2004

2007

2008

2009

2010

19

0.00004
0.00002

5

2011

(FY)

0

● VOCs, NOx, SOx, and dust
Reducing VOCs
Fiscal 2011 is the target ﬁscal year for reducing atmospheric emissions ofvolatile organic compounds (VOCs) from production sites in Japan. The
target was a reduction of 30% compared to ﬁscal 2001. In ﬁscal 2011,
Casioʼs emissions of VOCs were about 55% lower than in ﬁscal 2001,
achieving the target. This also represented a reduction of approximately
34% from the previous ﬁscal year. Casio will continue to pursue VOC replacements.

■ VOC usage and emissions to atmosphere (Japan production sites)
VOC usage and emissions to the atmosphere: tpns

500
VOC usage

VOC emissions to the atmosphere

400
317
300

■ Usage of water resources and recycled industrial water, andinput per unit of actual production (Japan production sites)
Water resources

Recycled industrial water

Water resources, and recycled
Industrial water: thousand m3

Per unit of actual production

0.012
0.00966,000

0.0075 0.0074 0.0072

0.008
0.006

0.0065

4,000

2,851

2,827

0

2001

0.0051

2,801

2,073

2,000

1,937
208

209

185

106

2006

2007

2008

2009

0.004

1,876

0.002

125 758

2010

48

2011

(FY)

0

■ Usage of water resources and recycled industrial water, andusage per unit of production (production sites outside Japan)
Water resources

Recycled industrial water

Water resources, and recycled
Industrial water: thousand m3

800

0.00500.00450.00310.0032
318

368

384

2005

39

32

21

2001

2007

2008

2009

2010

2011

2006

(FY)

Reducing NOx, SOx and Dust
Casioʼs atmospheric emissions of nitrogen oxides (NOx), sulfur oxides(SOx) and dust in the peak year of ﬁscal 2006 were 138 tons, 37 tons, and2 tons, respectively. Emissions in ﬁscal 2011 were 1.9 tons, 1.1 tons, and
0.2 tons, respectively. These dramatic reductions are attributed to thetransfer of the TFT-LCD and cellular phone businesses, and their removalfrom the consolidation scope of the Casio Group.
By adjusting settings and practicing indoor temperature management,
Casio also intends to reduce emissions of atmospheric pollution generated
by air conditioning equipment such as hot and chilled water generators).

■ Nox, SOx and dust emissions to atmosphere0.0040100

0.003080

0.002060

NOx emissions
SOx emissions
Dust emissions

77

428
312

284

200
0

43

0.0031

600

274

104
52

Unit: tons

0.00400.0034

400

142

47

Per unit of actual production

Per unit of actual productions: thousand m3/¥million

1,000
0.0039

0

0.010

8,000
0.0077177

100

Per unit of actual productions: thousand m3/¥million

10,000

244

211
200

Philosophy and Management

Water resource input is evaluated using ﬁscal 2013 as the target year.
The target for production sites in Japan was a 25% reduction in water
resource input per unit of actual production compared to ﬁscal 2001. In
ﬁscal 2011, water input per unit of actual production was about 42% lower
than in ﬁscal 2001, which also represented a reduction of about 49% fromthe previous ﬁscal year. Total water resource input was down by about 21%
from the previous year. This was due to the transfer of the TFT-LCD andcellular phone businesses, and their removal from the consolidation scopeof the Casio Group.
The target for production sites outside Japan was a 15% reduction inwater resource input per unit of production compared to ﬁscal 2005. In
ﬁscal 2011, the ﬁgure was 15% higher than in ﬁscal 2005, representing anapproximately 40% increase compared to the previous year. This increase
was due to the rise in TFT production output at the Casio Computer (HongKong) Ltd. Casio will continue to strive to reduce water usage.

0.00006

0.0000411050

0.000120.00008
0.00005

0.00004

00.000140.00010182
1580.00005

951

994

0

0.0083

1,238

Usage
Releases
Per unit of actual production

256

200

0.0106

804

500
250

0.015

0.0124

Per unit of actual production: tons/¥million

300

Environmental Initiatives

1,500

750

0

(FY)

Reducing PRTR substances
The target for reduction of emissions of substances speciﬁed by Japanʼs
PRTR Act was a 40% reduction per unit of actual production compared toﬁscal 2004, by ﬁscal 2013. In ﬁscal 2011, Casio met the target for anotherconsecutive year, with approximately 71% lower emissions than in ﬁscal
2004, which was a reduction of 36% over the previous year. Casio will continue striving to further reduce the use of these chemicals.

250

1,750

1,000

2011

● PRTR

0.020

2,000

1,250

0.0001576

0.025

0.020 2,032

0.016

1,920

6,695

2,000

91

Per unit of actual production: tons-CO2/¥million

10,0008,000

Per unit of actual production

98

100

Responsibilities to Stakeholders

Volume of Landﬁll disposal

Generation of waste
Generation of waste, and volumeof landﬁll disposal: tons

0.00060

0.000450.000470.000370.00035

115■ Generation of waste, volume of landfill disposal, and waste
per unit of actual production (all sites in Japan)

Per unit of sales

54

46

48

45

2007

2008

2009

2010

99

2011 (FY)

0.0010

40

0
20
0

22

18
2

2007

16
5

1

2008

5

0.3

2009

11.1
3.9

0.4

2010

3.21.2 0.7

2011

(FY)

45

Environmental Accounting
This section shows a breakdown of the costs for environmental conservation activities and the beneﬁts ofenvironmental conservation.

Overview of fiscal 2011 performance

Responsibilities to Stakeholders

Casioʼs capital investments in environmental conservation, including the introduction of equipment to prevent
water pollution, and energy-saving equipment, were valued at ¥137 million in ﬁscal 2011.
The expenses of Casioʼs environmental conservation
activities, including recycling of products, parts and supplies such as toner cartridges, as well as the costs ofmaintenance of energy-saving and wastewater processing facilities, along with costs for processing and reducing waste, were ¥1,745 million.
That investment resulted in ¥1,498 million in businessproﬁts including a real beneﬁt of ¥1,304 million fromstrengthening recycling activities and a cost savings of¥194 million through energy-saving activities and the

reduction of resources used in product packaging. The
ﬁscal yearʼs total economic beneﬁts were ¥1,854 million.
This includes the reduction of CO2 emissions from business activities, and the reduction of power consumption
during product use by customers. It also includes estimated economic beneﬁt such as the environmental impact reduction achieved by paperless products including electronic dictionaries and data projectors.
Although the environmental expenses and economic
beneﬁts were lower than in the previous ﬁscal year due
to the transfer of the TFT-LCD and cellular phone businesses and their removal from the scope of consolidation, the environmental proﬁtability rate improved andeconomic beneﬁts exceeded environmental expenses.

■ Environmental conservation costs (April 2010 - March 2011)
Category by business activity
Main initiatives

Environmental Environmental
investment
expenses*(¥ million)(¥ million)

Environmental Initiatives

Business area costs (costs arising in the main areas of business activity (manufacturing, processing,sales, distribution etc.)

137

291

Philosophy and Management(1) Pollution prevention cost

Upgrading and maintenance of wastewater and exhaustgas treatment facilities

6065(2) Global environmental
conservation cost

Introducing and maintenance of energy-saving systems

77

128

(3) Resource circulation cost

Reducing and recycling of industrial and general waste-

99

Upstream/downstream cost*2

Collection and recycling of products, parts, supplies

-

1,103

Administration cost

Secretariat operation costs, environmental information
disclosure-

293

R&D cost

R&D for reduction of environmental impact-

44

Social activity cost

Participation in, donations to, and support forenvironmental conservation organizations

-

15

137

1,745

Totals*1 Depreciation costs are included in the expenses.
*2 Costs arising before and after the processes of the main business activities.

■ Economic benefits of environmental conservation (April 2010 - March 2011)
Economic bene!t
Type of bene!t
Actual bene!t(bene!t that contributes to pro!ts as a result of the promotion of environmental conservation measures)

Amount(¥ million)
1,498

ProﬁtsBusiness revenue from recycling of used products, etc.

ProﬁtsCost reduction through energy saving activities

13

Cost reduction due to resource-saving activities such as the creation ofsmaller packaging, and reduction of waste disposal costs, etc.

181

Reduction of CO2 emitted from business activities
Reduction of power consumption during product use by customers, etc.

356

Estimated beneﬁt*

Totals

1,304

1,854

* The estimated beneﬁt is calculated as the CO2 reduction amount from business activities plus the reduction from power savings during product use bycustomers. It also includes the environmental beneﬁt of paperless products such as electronic dictionaries and data projectors, as well as cost reductions
achieved by a modal shift from air to sea transport, and the resource saving beneﬁt from water recycling.
The calculation method for power savings during product use by customers was revised. It is now calculated as the electricity saving eﬀect when comparing
a product sold in this ﬁscal year to one sold in the previous ﬁscal year.
The following statistical sources are used to perform these calculations:
CO2 unit prices are the average values for ﬁscal 2011 (¥1,431.3/ton) based on the Nikkei-JBIC Carbon Quotation Index.
Electrical power unit prices are based on the ﬁscal 2009 results published by the Agency for Natural Resources and Energy of the Ministry of Economy,
Trade and Industry (¥16.02/kWh).

46

■ Trends in environmental investments, environmental expenses, and economic benefits (fiscal 2009 - fiscal 2011)

Environmental investment
Environmental expenses

3

Environmental
proﬁtability rate

Economic beneﬁt
Environmental proﬁtability rate(economic beneﬁts /environmental expenses)

Responsibilities to Stakeholders

Amount(¥ billion)

120%

100%

80%
2
60%

40%

1

20%

0%

FY2009FY2010FY2011* The above graph revises past ﬁgures with regard to the estimated eﬀects, based on the standards adopted this ﬁscal year.

■ Environmental conservation effectTypes of environmental
conservation eﬀects

Environmental conservation
effect relating to environment
impact and waste generatedby
business activities

Environmental
conservation
eﬀect

Unit

FY2010FY2011

Water resources

Thousand
m3

2,183

1,209

974

CO2 emissions

Tons-CO2

87,67453,72033,955Specially designated chemical(PRTR) emissions

Tons

10

5

5

Waste emissions

Tons

5,584

3,677

1,907

BOD

Tons

29

23

6

NOx emissions

Tons

11.1

3.2

7.9

SOx emissions

Tons

3.9

1.2

2.7

* The large decreases compared to the previous ﬁscal year were due to the transfer of the TFT-LCD and cellular phone businesses and their removal from thescope of consolidation.
Scope of data compilation for environmental accounting: Casio Computer Co., Ltd., and consolidated subsidiaries in and outside Japan.
Reference guideline: Environmental Accounting Guidelines 2005, Ministry of the Environment, Japan

Philosophy and Management

Environmental conservationeﬀect relating to resources usedin business activities

Environmental performanceindicator

Environmental Initiatives

047Philosophy and Management
CSR Implementation System
Responsibilities to Stakeholders

Via its communication with stakeholders, Casio has determined the issues it must address to meet social
expectations. The company is implementing management cycles to improve performance in these areas.

CSR Implementation System
Since the establishment of its CSR Operations Section
in 2004, Casio has been implementing CSR activities
while expanding the themes to be undertaken and thescope of their impact. In the initial stage, there was anemphasis on protecting corporate value. Now however,the company is working to generate new corporate value from a global perspective. In ﬁscal 2012, Casio revised its system for CSR implementation to make it evenmore global, by incorporating all Casio Group companies
worldwide.

CSR Committee
Environmental Initiatives
Philosophy and Management

A CSR Committee headed by the director responsible
for CSR has been established under the board of directors. The committee is the central body for implementation of CSR.
Operations conducted by the CSR Committee arebased on the use of management cycles. A stakeholder
meeting is held at the beginning of the ﬁscal year, after
which the annual initiative themes are established and/or updated. The departments mainly responsible foreach theme establish goals for their themes and set annual plans to achieve the goals before implementing thenecessary programs. At the end of the ﬁscal year, thedepartments review and evaluate their own results, inaddition to an objective evaluation by the Internal Audit
Department. Based on this, issues are then re-deﬁned
and used to establish the themes and plans for the nextﬁscal year.
In ﬁscal 2011, Casio worked on 11 themes, including
those continued from the previous year. There wereeight relating to CSR, and three relating to compliancerisk. The details are shown below.

To choose the ﬁscal 2012 themes, in addition to thosecontinued from the previous ﬁscal year, four working
groups discussed theme proposals from the CSR-related departments, after the stakeholder meeting outlined
below. When looking at proposals, they considered the
CSR contribution level, return on investment, and similarity to other proposals. The proposals were thenranked within categories, before a balanced set of newthemes was selected for ﬁscal 2012.
■ CSR Committee System
CSR-related departments
General Affairs andPersonnel Department
Finance Department

Fiscal 2011 Themes
Themes relating to employees: 4Themes relating to brand value: 1
Themes relating to social contribution: 1
Themes relating to BCM: 1
Themes relating to supply chain: 1
Themes relating to compliance risk: 3

Corporate Management
Department

Input
Ascertaining social needs
through meetings withstakeholders

Strategic Sourcing
Department
Secretarial & External
Affairs Department

Board of Directors

Targets were achieved for ﬁve of these themes in ﬁscal 2011. The remaining six themes were carried over48

and continued as ﬁscal 2012 themes.

CSR Committee

Reports and resolutions

OutputDetermining CSR emphases
Setting CSR implementation
themesSecretariat

Information Technology
Department
Procurement Department
Public Relations
Department
Advertising Department
Intellectual Property
CenterEnvironment Center
Business Administration
Department

Casio Computer Co., Ltd. /Group companies

Supply chain

Stakeholder Meeting
selected new theme proposals that Casio ought topursue in ﬁscal 2012, submitted them to the Secretariat.
The proposals were then divided up and discussed by
the working groups mentioned above.

Mr. Kawakita, who has provided the Independent Opinion for some years now, offers ever more in-depth
advice and proposals.

To increase corporate value, Casio always strives to improve management integrity and transparency. Trueto this commitment, Casio works to ensure that management decision-making is quick and that all operations
are executed properly and eﬃciently.

Corporate governance framework■ Corporate Governance Framework

General Meeting of Shareholders
Election anddischarge

Election anddischarge

Accounting
auditorDirectors
Board ofDirectors

Accounting
audit

Auditors
Audit Board of
Corporate Auditors

Appointment, dismissal,and oversightPresident and
CEO

Audit

Audit staﬀ

Accounting
auditElection anddischarge

Philosophy and Management

Accounting auditors perform external audits
according to generally accepted Japanese auditing
standards, and they also provide recommendations for
operational improvement. The Internal Audit Department
carries out audits to ensure that all Casio Group
operations are being carried out in conformity with laws
and regulations as well as internal standards.

Subcommittees

Casio constantly strives to improve corporate
governance.
The board of directors is tasked with making prompt,
reasonable management decisions. Board meetings areattended by directors and corporate auditors, who discuss and make decisions on important business issues.
Furthermore, in order to clarify the management responsibility of directors and to ensure a prompt response to changes in the business environment, theterm of oﬃce of directors was changed from two years
to one, as of June 2007.
At the regular General Meeting of Shareholders inJune 2011, a new external director and a new external
auditor were appointed, with the intention of further
strengthening the management supervisory function.
In accordance with audit policies approved by theboard of corporate auditors, the corporate auditors (allexternal auditors) attend board of directors' meetings,
meetings of the corporate oﬃcers, and other important
meetings. In addition, they perform careful audits bygathering information and receiving reports from directors and others, and by reviewing resolution documents
relating to important decisions. The external director
and external auditors are independent oﬃcers registered with the Tokyo Stock Exchange in compliance withregulations. In addition, Casio has full-time staﬀ thatprovide support for corporate auditors.

Environmental Initiatives

Corporate Governance

Responsibilities to Stakeholders

The ﬁscal 2011 stakeholder meeting was held prior tosetting the themes for the coming ﬁscal year. Hideto
Kawakita of the International Institute for Human, Organization and the Earth (IIHOE) was invited to come andgive a talk on the latest CSR trends and examples ofleading initiatives. This was followed by a Q&A session,
which also deepened the understanding of the CSR
Committee members.
In the CSR Committee meeting at the start of ﬁscal
2012, Hideto Kawakita was invited in again. He and thecommittee members discussed how to reﬂect the arrivalof ISO 26000 and the consequences of the Great East
Japan Earthquake in the setting of ﬁscal 2012 initiative
themes.
After the meeting, each CSR-related department

Oversight

Internal
Audit
Department

Internal
audit

CorporateoﬃcersBoard ofCorporate oﬃcers

Oversight

Business divisions / Group companies
Directors: 12 (1 external), Corporate Auditors: 3 (all external)

49

System of internal controls

Responsibilities to Stakeholders
Environmental Initiatives
Philosophy and Management
50

Based on its corporate creed of "Creativity and Contribution," Casio has established basic policies to ensure
the accuracy and reliability of its ﬁnancial reporting. It
has also set up an Internal Control Committee composed of members of the Accounting Department, Information System Department, CSR Operations Section,and Internal Audit Department, in order to secure an effective system of internal controls.
Fiscal 2011 marked the third year since theintroduction of the internal control reporting system
based on Japanʼs Financial Instruments and Exchange
Act (J-SOX). Casio seeks to improve the financial
strength of the entire group and enhance management
culture ahead of the introduction of the International
Financial Reporting Standards (IFRS). As part of thoseinitiatives, the company also promoted the strengtheningof internal controls.

Here are the main initiatives.
● Reviewed the unified group accounting rules based on

actual conditions, and revised them to establish the
Casio Global Criteria for journal entry.
● Managed issues identified through daily organizational
management as main J-SOX risks, and set Operation
Improvement Rules for the entire group.
● Established Standard Operation Flows that should be
regularly used across the entire group for main
business processes, with the aim of ensuring that the
Operation Improvement Rules are being followed.
By regularly checking and improving operation conditions based on these standards and rules, Casio intends
to raise the level of operation processing group-wide.
For ﬁscal 2012 and later, Casio will continue to pursue
activities that enhance the level of internal control, whilefurther improving ﬁnancial strength for the entire groupand improving the management culture.

Compliance and Risk Management
Casio is pursuing total compliance through integrated management of three foundations of employee conduct: the Casio Group Code of Conduct, risk management, and the Whistleblower Hotline.

Casio Group Code of Conduct
The Casio Group Code of Conduct represents a pledgeof ethical behavior by Casio executives and employees
to those in and outside the company. They use the code
to make speciﬁc decisions in their daily work and personal lives.
With the globalization of Casio, the code has beentranslated from Japanese to English, and is alsotranslated into the languages of other countries where

Casio operates when needed.
With the revision of the code in 2008, Casio began
conducting yearly compliance training for all group
employees in Japan, in order to promote even betterawareness. The company also conducts biannualcompliance questionnaires together with the training,
and is promoting improvement by identifying problem
points and making them known.

Risk management
Based on its Basic Risk Management Policies, Casio has
built a system to manage risks eﬃciently. In ﬁscal 2008,
Risk Management Committee was established to takemeasures with an emphasis on managing compliancerisk.
In the committeeʼs ﬁrst year, ﬁscal 2008, it identiﬁed
70 laws relating to Casioʼs businesses, and listed measures being taken to comply with each law. Regarding
laws where Casio had deﬁciencies relating to management cycle operation and manual preparation, the committee analyzed the importance of each risk based on
the occurrence possibility and its impact on company
management. Measures were then prepared to deal ﬁrst

with the risks of higher importance.
In ﬁscal 2008, there were 19 law types where the companyʼs compliance was deﬁcient and the risks were ofhigh importance. By the end of ﬁscal 2011, speciﬁed
measures had been put in place to deal with all of theselaws.
As a result, Casio has changed its risk management
method, and the Risk Management Committee Secretariat is regularly monitoring the risks identiﬁed by theCommittee. The company has moved towards a systemthat checks for deﬁciencies in the status of management cycle implementation.

Responding to emergencies● Regular evacuation drills and general lifesaving classes for employees● Development and in-house distribution of disasterprevention support tools as well as disasterstockpiling● Construction of a system to ensure absolutely no con-tact with organized criminal elements● Disaster prevention drill with the local community andprovision of an open area for a temporary evacuation
site
However, with the Great East Japan Earthquake thatstruck in March 2011, circumstances were encounteredthat exceeded previous expectations. Learning from
this, the Crisis Management Manual required substantial
revision. Visits were made to the sales sites in the disaster zone and interviews conducted. By verifying emergency response activities at the headquarters and local
sites from the victimsʼ perspective, Casio was able toidentify various points for improvement. These points
have been carefully reﬂected in the revised Crisis Management Manual to make it even more eﬀective.

Responsibilities to Stakeholders

In order to respond to emergencies with the resourcesof the company organization, Casio has created a Crisis
Management Manual for securing the safety of all employees, directors, and their families, preserving corporate assets, and maintaining business activities.
Sequential updates of the manual keep pace withchanges in the business environment, and the company
is taking practical initiatives at the same time. Speciﬁcally,
the following measures have already been undertaken:

Information security
for certification was to evaluate fulfillment ofresponsibility by the information system department,
which has specialized skills and takes care of information
assets for the entire company. Since then, Casio has
further improved information security and its
eﬀectiveness, and continues to implement PDCA cycles
for risk reduction activities. A certiﬁcation renewal audit
is held every three years. With the audit conducted in
January 2011, the compatibility and eﬀectiveness of
Casioʼs information security management system wasagain evaluated.

■ Personal information protection system
CSR CommitteeOﬃcer in chargeof audits
Chief Privacy Oﬃcer (CPO) andpersonal information manager
Personal Information
Protection Oﬃce

Person responsible
for customer service
Contact for matters relating
to personal information

Person responsible for
information systems

Philosophy and Management* Privacy Mark: A program where the Japan
Information Processing Development
Corporation, a public-service foundation,
evaluates the adequacy of corporate protective
measures related to the handling of personal
data. Companies that are found to have adequate
protective measures in place are certified andpermitted to display the Privacy Mark.

Environmental Initiatives

Casio is aware of its important social responsibility tomaintain the security of information that it collects from
customers and other stakeholders in relation to its
business activities. Casio strives to maintain the highest
level of information security. With the full implementationof Japan's Act on the Protection of Personal Informationin 2005, Casio launched the Protection of Personal
Information Project and publicized the Privacy Policy on
its web site. Furthermore, as part of Casio's drive tostrengthen its system for safe and proper handling of
personal information, Casio Computer Co., Ltd., worked
to qualify for the Privacy Mark* certiﬁcation and received
it in December 2005.
Since obtaining certiﬁcation, Casio has been properly
carrying out the plan-do-check-act (PDCA) cycle tomaintain its personal information protection
management system. This includes the establishment ofannual plans, having all employees undergo training andmake a pledge, regular checking of personal information,access management on information systems, consignee
supervision, and internal audits. Accordingly, Casio has
been able to renew and maintain its certiﬁcation.
In fiscal 2011, Casio worked to further raise theawareness of employees by conducting an information
accident prevention campaign and putting up posters in
the company. The aim is to reduce the risk of an
information security accident occurring at the individual
employee level, such as data theft or loss oﬀ premises,or mistakenly sending a conﬁdential email to the wrong
recipient.
In November 2007, Casioʼs Information System
Department received information security management
system certiﬁcation (ISO 27001). The aim of applying

Person responsible
for education

Person responsible for departmental
personal information management
Person in charge of departmental
personal information management51

Whistleblower Hotline

Responsibilities to Stakeholders
Environmental Initiatives
Philosophy and Management52

As a way to help ensure compliance, Casio set up a
Whistleblower Hotline in April 2006. The hotline has
been functioning with neutrality and fairness across allof its internal and external contact points.
Operating on a basis of impartiality, the hotline follows
up on all whistleblower reports and consultations, andtakes resolute measures against any improper behavior
discovered. Eﬀort is put into preventing issues before
they grow into real problems. In ﬁscal 2010, the hotline's
intranet site was improved, and hotline awareness wasraised within the company.
There were nine whistleblower reports in ﬁscal 2011.
In each case, the callers were interviewed, and based on
the content of their reports, investigations were made,and correction measures implemented to resolve theproblems.
With the aim of making the hotline well known within
the company, a Whistleblower Hotline website was established. In ﬁscal 2011, the website content was further
improved, and Casio is working to increase awarenessamong employees.
■ Whistleblower Hotline
Whistleblowers
HotlineInformation
Investigation

Hotline Oﬃce

Fiscal 2011 Report Details
4 cases concerning interpersonal relations in the workplace
2 cases relating to internal rules
3 other cases

External hotline agency

Internal hotline

Reporting

Applicable departments

Improvements/notiﬁcation
Instructions

Top management

Export control
Export control, or export control security, aims to maintain international peace and security. It involves regulations on the export of goods and technology that could
be diverted for the development of weapons of mass
destruction or other weaponry. The regulations are designed to prevent such goods and technology fromreaching countries and regions of concern or terrorist
organizations.
In 1987, the Export Control Security Program of Casio
Computer Co., Ltd. (a compliance program) was established in order to make sure proper measures are taken
to ensure the security of exports. The program has
since been continually updated along with changes in
the Japanese Export Control Regulation.
Casio has appointed employees responsible for ex-

port control in relevant departments as part of an internal system to ensure observance of the program.
As the Exporter Compliance Standards took eﬀect inApril 2010, Casio has been striving to maintain and manage its system by conducting voluntary annual audits
while ensuring through legal compliance, in response to
the revision of applicable laws and regulations. Eﬀorts
include the strengthening of training activities at groupcompanies in Japan.
Casio has also established a management system forcomplying not only with Japanese export laws but alsowith US Export Administration Regulations. The company is working to improve global export management, including the implementation of export management
training at group companies outside Japan.

Initiatives for compliance with fair trade and advertising laws
Casio continues to hold compliance seminars given by
employee instructors at the sales oﬃces of Casio Computer Co., Ltd., in Japan. In order to promote propertransactions as well as fair, transparent and free competition, it is essential for sales employees to have a proper
understanding of Japan's Act on Prohibition of Private
Monopolization and Maintenance of Fair Trade and Act
against Unjustiﬁable Premiums and Misleading Representations. In ﬁscal 2011, ten seminars were given atsales oﬃces, while three were held at the sales management department in the headquarters. A total of 738

employees received the training, expanding their understanding of fair transactions.
As a tool for promoting proper and fair competition
and transactions, Casio distributed Sales Compliance
Cards to its sales employees in Japan so that they could
always have it with them. The cards contain informationsuch as an ethics and compliance test for making diﬃcult
decisions and contacts for advice or to make a whistleblower report. This led to an increase in the number of
employee consultations on potential issues in advance.

Social Initiatives: Action Plans and Performance■ Corporate governance
FY 2011 Action Plans

FY2011 Performance

FY2012 Targets & Plans

Promote further internal control im- Enhanced ﬁnancial strength for the entire group ahead of the Promote further improvement of internal controls
provements based on Japan's Financial introduction of the International Financial Reporting Stan- based on Japanʼs Financial Instruments and ExInstruments and Exchange Act
dards (IFRS), and promoted the strengthening of internal change Act.
controls, among initiatives to improve management culture■ Compliance and risk management
FY 2011 Action Plans

FY2011 Performance

FY2012 Targets & Plans

Implement activities to reduce the risk of
Expanded training on personal information protection and Conduct risk review ahead of the Privacy Markpersonal information leakage using theemployee pledges to group companies
renewal audit and reestablish safety measures
Privacy Mark system
Promote the eﬀective utilization of information
Implement activities to reduce informa- Established PDCA cycles for the ISMS, and received evaluation
assets in the ISMS, along with better and moretion system risk using ISMS
and certiﬁcation for compatibility by renewal audit
thorough management of incidents
Take on the challenge of reducing major
Obtained ITIL V3 Foundation certiﬁcation and promoted op- Start operation processes using the ITIL, and essystem malfunctions to zero throughtablish PDCA cycles for improvement
eration improvement projects through ITIL introduction
ITIL introduction■ Customers
FY 2011 Action Plans

FY2011 Performance

FY2012 Targets & Plans

Promote continuing measures to improve customer satisfaction, based on Identiﬁed issues based on an after-sales customer satisfaction
surveys of after-sales customer satisfac- survey
Continue to promote measures to improve custion levels
tomer satisfaction through after-sales customer
Increased direct requests for repairs by improving conve- satisfaction surveys
Promote ongoing improvement of cus- nience of Casio online repair system
Promote customer satisfaction improvement bytomer support websites
Added content to the customer support website
strengthening the Casio online repair direct request system
Promote ongoing improvement of cusChanged repair fees for digital cameras in order to improve Update the customer service website
tomer satisfaction by enhancing repair
customer satisfaction
serviceStrengthen feedback for product quality imContinued to analyze customer comments and use the infor- provement, by ensuring the thoroughness of theStrengthen analysis of customer feed- mation as feedback
market monitoring function
back, and create a database for informaStarted
updateofdatabasefor
improvement
proposals
andtion distribution and sharing
sharing

Philosophy and Management

Take thorough initiatives for defect rePrevented defect reoccurrence based on the utilization ofStrengthen initiatives to prevent reoccurrence
occurrence prevention and improve
quality information database, and strengthened the prevenbased on re-analysis of past failure examples
technological ability to prevent probtion system
lems
Implement a voluntary action plan on product
Implemented voluntary action plan relating to product safety, safety
Execute the Product Safety Action Plan and ensured thorough safety-ﬁrst actions
Minimize risk by accelerating and streamlining
and put safety ﬁrst in every action
Shared accident information and revised the design and collection of accident information
manufacturing standards through cause analysis
Establish a system for responding to safety laws
Ensure accurate compliance with all laws Implemented an internal safety survey, and veriﬁed legal comand regulations related to safety
pliance measures

Environmental Initiatives

The Risk Management Committee Secretariat implemented
Monitor to conﬁrm successive ongoing
monitoring relating to ﬁve major laws, and checked eﬀectiveimprovements and implemented simulaness and points for improvement (no simulations in ﬁscal
tions related to major laws
Continue monitoring relating to major laws by the2011)
Risk Management Committee Secretariat andAlong with implementing compliance training for all group implement simulations
Carry out education on the Casio Group employees in Japan based on the Casio Group Code of Con- Conduct compliance training that includes group
Code of Conduct at all group companies duct, conducted a questionnaire relating to the Charter of employees outside Japanin Japan and for Japanese staﬀ over- Creativity for Casio and Casio Common Commitment, andseas
promoted a more thorough understanding of it (questionnaire
not yet conducted at group companies outside Japan)

Responsibilities to Stakeholders

In order to steadily promote CSR initiatives, Casio carries out activities using a speciﬁc plan-do-check-act(PDCA) management cycle. The following covers the ﬁscal 2011 issues and activity results for social initiatives, along with the priority issues for ﬁscal 2012, based on these activity results.

Improved production planning speed by improving the simulaExpand the operation area for production function (already introduced at sites in Japan, and will betion management system integration
progressively expanded overseas)
Simplify site allocation policy by standardizing production facilities and sharing management systems at production Promoted cooperation with sites in and outside Japan in theeﬀort to move from standardization to automation and fewersites in China
personnel
Implement SCM production in close adherence to the sales plan

Diversify China concentration risk
Improve and streamline production system
Restructure and integrate functions in Southern
China
Strengthen technological abilities at production
sites in Japan

Begin full-scale operation of the planning system. Promote logistics process
Partial operation with a new logistics system (SPACE)
reform at the global level together with
Casio SCM

53

Responsibilities to Stakeholders■ Suppliers
FY 2011 Action Plans

FY2011 Performance

FY2012 Targets & Plans

Continued implementation of CSR questionnaires
in and outside Japan (responses were received
Continue CSR questionnaires for suppliers in and from 128 companies in China and 41 in Thailand) Continue to implement CSR questionnaires foroutside Japan
An online questionnaire was conducted in Japan, suppliers in and outside Japan (Investigating awith a response rate of 95% (85% rate in the change in the question format for overseas
questionnaires to one using a response scale of 1previous ﬁscal year)
to 5)
Implemented inspections of CSR measures atExpand CSR inspections for suppliers outside
supplier sites outside Japan with local CSR
Japan (plan and implement inspections by CSR
Urge CSR promotion by suppliers outside Japan promotion project staﬀ (3 companies in China and promotion project members at overseas sites,
through the activities of the CSR promotion proj- 2 in Thailand)
from planning to inspection result evaluation)
ect with new CSR organizations overseas
After inspection completion, held exchange ofContinue implementation of model initiative
opinions with supplier top management in order topresentations by suppliers that have received
deepen understanding of Casioʼs CSR objectives
onsite CSR measure inspections (present modelcases where improvements have been made on
Make model CSR initiative presentations by representative suppliers a regular feature at vendor At vendor meetings in China and Thailand, a issues identiﬁed in onsite inspections)
meetings outside Japan, and use the meetings as selected supplier presented model CSR initiatives.
an opportunity for dialogue

Environmental Initiatives■ Employees
FY 2011 Action Plans

FY2011 Performance

FY2012 Targets & Plans

Philosophy and Management

Conducted an awareness survey among female
employees and managers concerning female
employee advancement
Established an action plan based on the results
Conduct an awareness survey among female em- (action guidelines and targets)ployees and managers concerning female employ- Listened to details of initiatives taken at threeee advancement, and establish a female employee leading companies in the advancement of female
advancement action plan based on the results
employees
Held two female employee role modelContinue activities for the advancement of female
presentations
employees
Held seminars for female employees and managers
Maintain the employment rate of persons with
(3 seminars / 450 attendees)
disabilities within the Casio Group in Japan
Employment rate of persons with disabilities rose Continue to provide job opportunities to employees
Continue to promote achievement of the legallyfrom 1.76% to 1.86% for the consolidated Casio t h a t h a v e r e a c h e d t h e a g e o f m a n d a t o r ymandated employment rate of persons withGroup in Japan, achieving the legally mandated retirement
disabilities, group-widerate (1.8%)
Continue to maintain the percentage of eligible
Continued to provide rehiring opportunities to female employees taking childcare leave at above
Continue to provide employment opportunities to
e m p l o y e e s t h a t h a v e r e a c h e d m a n d a t o r y 90%
retirees
retirement age
Continue initiatives for reducing overtime work
Continue to maintain the percentage of eligible
M a i n t a i n e d p e r c e n t a g e o f e l i g i b l e f e m a l e Ensure recommendation of proper medical
female employees taking childcare leave (above
examinations at medical institutions for those with
employees taking childcare leave (above 90%)90%)high-risk results in a regular health check
Began health and safety activities group-wide, and Continue smoking cessation support programprovided health counseling to employees including
Promote activities to reduce overtime work as well those posted outside Japanas health and safety activities, group-wide
Computerized attendance management system at
Casio Computer Co., Ltd.
Began health and safety activities across Japan
including group companies, and implemented
Promote awareness raising activities for bettersmoking cessation support programs to raise
employee healthawareness through guidance relating to the safety,
health and hygiene of employees.

■ Local communities
FY 2011 Action Plans

FY2011 Performance

Provided opportunities for learning to a total of
1,932 students from kindergarten to high school,
Expanded activities by enhancing the content ofthrough the development of programs in which
the school visit program
many children can participate (an increase of
1,132 students compared to last year)

FY2012 Targets & Plans

Expand activities by further improving content ofprograms for educating the next generation
Continue support for cutting edge science andtechnology research
Provided a total of 39 research grants totaling Continue support for victims and for the disasterContinue to support cutting-edge science and50.75 million yen, through the Casio Science region after the Great East Japan Earthquake
technology research
Promotion Foundation

54

Independent Verification

Independent Verification Report
11 July 2011
CASIO COMPUTER CO., LTD.
K.K. Satisfactory International
3-12-8 Hacchobori Chuo-ku Tokyo, Japan
Representative Director

Komatsu Takeshi

Objective of Verification
Casio Computer Co., Ltd (Casio) has commissioned K.K. Satisfactory International (KKSI) to
conduct verification of Casio’s environmental performance data of the financial year of 2010 (1 April
2010 – 31 March 2011) for inclusion in the Casio Sustainability Report 2011(Report).
The aim of this verification is to consider the accuracy of environmental performance data detailed
in the Report and to provide a verification opinion based on objective evidence.

Scope
The scope of the verification work covers the activities including 1)Inputs: Energy(Electricity andfuels), Water resources, SF6, GHGs other than SF6, VOC, PRTR substance, rainwater use andwaste water use. 2)Outputs: GHGs (CO2, SF6, Other GHGs㧕, Air Pollutants (NOx, SOx, Dust), VOC
emissions, Waste water, BOD, PRTR substance, waste generated, Landfill Disposal, Recycle waste,3) CO2 emissions from Logistics and Sales, 4) CO2 emissions from products use.
The total of 50 business sites are covered, which comprises of 6 production sites and 20 offices inJapan and 4 production sites and 20 offices overseas.

Methodology
KKSI has conducted its verification activities by document reviews, five site visits, enquiries toperson in charge and verification of the documents to determine the following.
y

The reliability and adequacy of data collection and aggregation systems and related processes.

y

The relevance of the scope of data selected for inclusion in the report.

y

The reliability of measured and collected data and accuracy of aggregated data.

y

The validity of conclusions drawn from and reported against aggregated data.

Verification OpinionyThere is no material error found in the reported data.

yAll errors in reported data identified during the verification process have been duly corrected.

y

The data measurement, collection and aggregation systems are credible and appropriately
operated.

55

Independent Opinion
Independent Opinion on the Sustainability Report 2011
The opinion presented here was written based on the content of this report (website version) and interviews
with Casio personnel responsible for environmental, procurement, human resources, and CSR initiatives.
The report makes it reasonably clear that Casioʼs CSR initiatives have begun to use the plan-do-check-act(PDCA) management cycle with a focus on reducing the companyʼs environmental impact.

Commendable efforts by Casio● I commend the company for including eﬀorts to build alow carbon society and protect biodiversity as themes in
its medium- to long-term environmental policy. As Casio
works toward these goals, I have high expectations for the
progress of its initiatives across the entire product lifecycle. In addition to the companyʼs efforts within thegroup and across its supply chain, I look forward to seeing
how the company helps its customers to make the most
eco-friendly use of its products, including improving recycling rates at the end of the product cycle. I also expect
the company to disclose information on its progress.
● Regarding the CSR initiatives for suppliers, it is admirable that Casio is ascertaining, “visualizing,” and sharing data about suppliers. For instance, feedback wassent to 169 suppliers in China and Thailand based on
the results of questionnaires on the reduction of environmental impact, initiatives to protect the humanrights of workers, and other matters, plus onsite investigations of some companies. Casio also evaluates suppliers in Japan based on a ﬁve-point scoring system forall 340 items in the Supply-Chain CSR Deployment
Guidebook, published by the Japan Electronics and Information Technology Industries Association (JEITA).
Going forward, I hope that the company will further
raise the visibility of its suppliersʼ initiatives and issues
by providing specific examples, while continuing tobuild a system of dialogue for sharing case studies,
rewarding outstanding suppliers, and resolving issues.

Points for improvement while commending progress to date
● Regarding eﬀorts to make Casio a better place to work,● Regarding the hiring of employees with disabilities, Casio

the company deserves congratulations for achieving
3.96% in the percentage of employees who make use ofleave and reduced working hours programs for childcare
and nursing care. Now Casio needs to more proactively
create opportunities for users of these programs to share
their awareness of issues and how they overcame them.
● Regarding the improvement and utilization of human resources diversity throughout the group, Casio should becommended for giving consideration to diﬀerent cultures
and the environment at production sites and other sites.
Now it is essential for the group to further globalize its business development. Casio should take a ten-year perspective, and plan a global personnel portfolio that goes beyond
division and company boundaries. Along with the appointment of a global personnel oﬃcer to oversee and promotepersonnel hiring, training, and interaction, the group should
build a human resources database for getting a comprehensive grasp of its personnel, including the national staﬀ
in each country. In these and other ways, Casio needs toestablish strategies and systems that can make the most ofits diverse workforce as a truly global company.

deserves applause for exceeding the legally mandated
employment rate within the consolidated group in Japanand for starting a follow-up program that makes it easierfor persons with disabilities to keep working within thegroup and ensures cooperation between employmentsites and the personnel department. Now the company
should work at building community based on the diﬀerent
types of disabilities and occupations, and continue making
Casio an easy place for persons with disabilities to work.
● Regarding the CSR initiatives for the entire group, Casio
should be commended for the fact that many divisions
started proposing initiatives following the reorganizationof its CSR Committee in at the end of ﬁscal 2010 to allow
each division to independently look into and pursue issues of concern to society. In the future, Casio will needto further promote bottom-up approaches like these.
● On a related matter, Casio should be praised for continuing
to feature articles about CSR in its internal newsletter. I hopethat the newsletter will continue to cover particularly important CSR issues and initiatives from diverse sites within thegroup, in and outside Japan, as well as from suppliers.

Points for improvement

International Institute for Human, Organization and the Earth (IIHOE)
Hideto Kawakita Chief Executive Oﬃcer● Regarding the environmental impact reduction data inthis report, it is commendable that details are provided
on the principal sites in and outside Japan includinggroup companies. My hope, however, would be that Casio will continue to increase the level of accuracy ofgroup reporting, not only for environmental data, butalso for personnel and procurement initiatives and data.

56

Proﬁle of IIHOE: International Institute for
Human, Organization and the Earth (IIHOE)
is a nonproﬁt organization (NPO) that has
been supporting NPO management andCSR capacity building since 1994.
http://blog.canpan.info/iihoe (in Japanese)Responses to the Independent Opinion on the 2010 Report
Points for improvement while commending progress to date
Independent Opinion
Regarding the CSR initiatives for the entire group (pages 32-33), Casio should be commended for reorganizing
its CSR Committee in March 2010, in order to allow
each division to independently look into and pursue issues of concern to society. In the future, Casio will needto promote and establish bottom-up approaches tomake the most of this new framework.

Casio’s Response
In keeping with the reconsideration of the operation of
the CSR Committee in ﬁscal 2011, Casio decided tooperate the committee as follows from ﬁscal 2012:
1) In order to conﬁrm societyʼs expectations of Casio,
the committee held a stakeholder meeting in Apriland extracted themes that Casio should address.
2) These themes were broadly grouped into four categories. Working groups made up of members fromrelevant divisions were established for each theme.
The working groups delved into the speciﬁc issues
that should be addressed in ﬁscal 2012 and set a
priority order.
3) Based on the conclusions of these working groups,
each division responsible envisioned how resolving
these issues would change their operations, devisedannual action plans, and committed to carrying out
the plans in a concrete manner.
Through the establishment of the above system, Casio is promoting a bottom-up approach to resolving
issues.

Independent Opinion
On a related matter, Casio should be praised for continuing to feature articles about CSR in its internal newsletter. I hope that the newsletter will continue to coverparticularly important CSR issues and initiatives fromdiverse sites within the group.

Casio’s Response
In ﬁscal 2011, Casio continued to introduce CSR initiatives undertaken by group companies in and outside
Japan using an internal website in addition to articles in
the internal newsletter. A total of 73 articles on CSR
were published, taking up issues such as the creation of
comfortable work environments at production sites, cooperation in community development events, site tours
and other educational support, and relief eﬀorts for areas stricken by the Great East Japan Earthquake.

Independent Opinion
It is also admirable that Casio cut paper usage by 39%
compared to the previous year by reducing the size andnumber of pages for user manuals for products such as
electronic dictionaries and other measures. Now thecompany should make an even greater contribution byintroducing universal design fonts and other such
steps.

Casio’s Response
Casio began using universal design fonts, mainly for the
new models of multifunction watches such as OCEANUS, EDIFICE, and PROTREK, making increased clarity thehighest goal.
This eﬀort resulted in the user manual for the OCEANUS winning an award for excellence in the 1st categoryof booklet operational manuals in the Japan ManualContest 2011.
The number of pages increased with additional product functions, but from here on the company will strive
to reduce the number of pages through measures suchas improving the heading organization and wording.
These eﬀorts will then be expanded to other products.

Independent Opinion
Regarding the environmental impact reduction data inthis report, it is commendable that details are provided
on the principal sites in and outside Japan includinggroup companies. My hope would be that Casio will continue to increase the level of accuracy of group reporting, not only for environmental data, but also for personnel and procurement initiatives and data.

Casio’s Response
In the 2011 report, Casio worked hard to disclose dataon group company initiatives, to the extent currently
possible, in the area of social activities in addition to including a special feature on the initiatives of Casio (Thailand) Co., Ltd., which is one of the groupʼs principal
production sites.
The company will continue striving to improve thelevel of its reporting.

Independent Opinion
Regarding the employment of persons with disabilities(page 68), Casio deserves congratulations for maintaining the legally mandated employment rate, which had
been an issue for many years. Now however, the company must work with the parties concerned to make iteasier for persons with disabilities to keep working
within the Casio group.

Casio’s Response
In ﬁscal 2011, the entire group in Japan reached Japanʼslegally mandated employment rate for persons with disabilities. Going forward, the group will continue withproactive hiring of all persons, regardless of level of ability, who are ready for a challenge and have the will towork and demonstrate creativity.

57

Points for improvement
Independent Opinion
Casio must take steps to promote reuse of the rare metals used in high-performance products such as digital
cameras and electronic dictionaries, for which recycling
systems have not yet been established. Measures could
include further studies with other companies in the same
industry and recovery of rare metals in used products.
This, in turn, could be linked to sales promotion, and todevelopment of products that use recycled metals.

Casio’s Response
In recent years, study groups looking into the recyclingof rare metals contained in cellular phones, digital cameras, and other used small electronic devices have beenlaunched, mainly by Japanʼs Ministry of Economy, Tradeand Industry and Ministry of the Environment. These
groups are studying the issue, including facilitating recovery demonstration pilots by local governments.
The Mobile Recycling Network operated jointly by cellular phone network carriers is already recovering andrecycling cellular phones. Digital cameras are collected
and disposed of as general waste by local governments
and there are also secondhand markets. Accordingly,
the industrial associations concerned are jointly establishing study sessions on the recycling of used small
electronic devices and looking into how to handle thisissue.
Furthermore, the Ministry of the Environment is putting together the outline of a new recycling program,creating a system with intermediate processors and reﬁning companies centered on municipalities, and moving ahead with plans to extract metals such as gold, silver, copper, zinc, and palladium. Also, a bill on other rare
metals is anticipated to be submitted into a regular session of the Japanese Diet in 2012. Casio will therefore
closely monitor these developments and consider how
to respond.
(Main products: Cellular phones, digital cameras, electronic dictionaries, calculators, and AC adapters)

58

Independent Opinion
The improvement and utilization of human resources
diversity throughout the group is essential for the company to further globalize its business development. Casio should take a ten-year perspective, and plan a global
personnel portfolio that goes beyond division and company boundaries. Along with the appointment of a global
personnel oﬃcer to promote this goal through various
channels including personnel hiring, training, and interaction, the company needs to establish recruitment andtraining systems that can make the most of a diverse
workforce as a truly global company.

Casio’s Response
In ﬁscal 2011, the company began needs-analysis andother preparatory studies regarding the development
and implementation of a human resources management
system beﬁtting a global company. First, the company
identiﬁed the issues and needs not only of the personnel
department, but also the relevant departments and eachof the Casio sites in and outside Japan. Based on theseeﬀorts, Casio then began implementing speciﬁc measures for the building of a global human resources management system. Going forward, the company will continue to strengthen these eﬀorts.

About Casio Computer Co., Ltd.
Company data (as of March 31, 2011)
Name

Casio Computer Co., Ltd

Headquarters

1-6-2, Hon-machi, Shibuya-ku,
Tokyo, Japan

Established

June 1, 1957

President and CEO Kazuo Kashio
Employees

2,629

Paid-in capital¥48,592 million

Net sales¥341,678 million

Operating income¥12,042 million

Ordinary income¥11,702 million

Net income¥5,682 million

The Casio Group’s Global Reach
Europe:9 companies

Japan:
19 companies
Asia:
12 companies

Americas:
6 companies

Net Sales and Income■ Sales and operating income by reportable segment
OthersConsumer

Sales: ¥43,084 million (12.6%)
Operating income: ¥576 million

Sales: ¥252,083 million (73.8%)
Operating income: ¥16,521 million• WLP processing consignments• LCDs• Molds, etc.

• Watches• Clocks• Electronic dictionaries• Calculators• Label printers and photo printers• Electronic musical instruments• Digital cameras, etc.

Net sales■ Sales by region
Asia and other

24.3%
Japan
Europe

47.5%

15.9%

¥341,678
million

System Equipment
Sales: ¥46,511 million (13.6%)
Operating loss: ¥1,488 million• Handheld terminals• Electronic cash registers (including POS)
• Oﬃce computers• Page printers• Data projectors, etc.

North America

12.3%

59

Products and Services
FOR CONSUMERS

FOR PROFESSIONALS

Timepieces

Handheld terminals

Casio provides highly appealing timepieces under the G-Shock, Oceanus, Protrek, and otherbrands. Casioʼs timepiece product development and marketing approach are unique,driven by advanced electronic technologies,
such as a solar-powered radio-controlled function that can receive standard time signals
from six radio towers worldwide. In 2009, Casio
surpassed the 50-million mark for G-Shockwatches sold. Casio has the top share of the
global market for radio-controlled watches(Casio survey).

Casio is bringing the beneﬁts of IT to a variety
of diﬀerent industries with its extensive lineupof durable, intuitive handheld terminals. These
range from communication terminals for improving retail customer service, to handheld
terminals for logistics that have special features
for people working up high in a warehouse.

G-SHOCK GW­9300

IT­300Digital Cameras

Data projectors

Casio digital cameras deliver outstanding
performance in fundamentals like image quality
and battery life, but thatʼs not all. They also
oﬀer people entirely new ways to do digital
photography made possible by Casioʼs highspeed image processing technology and ultra
high-speed burst shooting, and a revolutionary
function for creating composite moving images
right on the camera. Casio is constantly
redeﬁning what the digital camera can do.

All Casioʼs data projectors are equipped with its
original Laser & LED Hybrid Light Source. This
technology oﬀers high brightness without using
a lamp containing mercury, which is hazardous
to the environment. These advanced, next-generation projectors have been well received bymany kinds of users.

XJ­H1650
EXILIM EX­TR100

Electronic Dictionaries

Page printers

At over 50%, Casio has the top share of theelectronic dictionary market in Japan (according to a 2010 GfK Japan survey). The company
oﬀers a full lineup of products for diverse customer segments including high school students,
foreign language learners, and businesspeople.
While delivering ease of use through intuitive
touch-panel operations and easy-view color
screens, Casioʼs electronic dictionaries appeal
to the universal desire to learn and are packed
with all the resources people need to get thejob done.

Casioʼs page printers are both environmentallyfriendly and economical, leveraging a unique,all-in-one system that includes the main printerunit, the toner and the printing software. Casio
was the ﬁrst in the industry to oﬀer toner featuring a carbon oﬀset, and also provides free
printing tools to help users save paper. Users
appreciate all these advanced features.

EX-word XD-B10000

SPEEDIACalculators

Electronic cash registers

Casio also commands the largest portion of thecalculator market in Japan, with a share of over
50% (according to a 2010 GfK Japan survey).
The company has sold over 1 billion units
worldwide. The diverse lineup of models ranges
from practical business calculators that meetthe needs of accounting and ﬁnance experts,
to scientiﬁc calculators that are useful formathematics education. Casio calculators are
popular worldwide thanks to their convenientfunctions and superior quality.

Casio has the largest share of the electronic
cash register market in Japan (according to a2010 RJC Research survey), thanks to an extensive oﬀering of functions and uses. With the2007 development of the Net Register service,
which enables users to perform sales tracking
and management over an Internet connection,
Casio cash registers are popular with restaurants and retailers.

DS­20DT

QT­6000

Label printers and photo printers

System Solutions

Casio products meet a diverse range of printing
needs from the home to the oﬃce. Casioʼsunique label printers and photo printers can beused as stationery tools. The Name Land conveniently prints beautiful labels, and the Purinsharu prepares and prints custom postcards
without a computer.

Casio Information Systems develops specialized
systems for various industries, business types,
and operations. One such system solution is
Rakuichi, which provides support for sales management, accounting, and payroll operations at
small and medium-size companies. Casio Human Systems oﬀers the ADPS Personnel System and other tools to support the eﬀective useof human resources.

Purinsharu

RakuichiCellular phones

Electronic components

Casio develops innovative cellular phones for
the Japanese and US markets. Casioʼs cellular
phones make the most of toughness technologies from the companyʼs other waterproof andshock-resistant products and oﬀer advanced
camera performance based on Casioʼs workwith the Exilim digital camera.

Casio Micronics is engaged in consignment
production of cutting-edge semiconductor
packages (WLP), which are used in many devices including smartphones. Kofu Casio manufactures electronic components such as small
and medium-sized STN/TN LCDs.

* The cellular phone business is operated by
NEC Casio Mobile Communications, Ltd.

WLP
auG'zOne IS11CA

Electronic musical instruments

Molds and plastic molding

Casio aims to make the joy of music accessible
to as many people as possibly by providing adiverse lineup of instruments. Casio oﬀers electric pianos with the beautiful sound and richpower of expression of a grand piano, as well as
high-grade keyboards that oﬀer the enjoymentof making songs and creating original sounds. Iteven makes electronic keyboards for beginners
with keys that light up and show where the ﬁngers should go.

Utilizing the molding technologies it has developed for making Casio products, Yamagata
Casio is engaged in consignment productionof molds, and the molding of plastic parts forcellular phones and electronic components in
automobiles.

Mold
Privia60

GE5000

PX­830BP

History of Casio
1957

Four Kashio brothers start commercial production of theworldʼs ﬁrst all-electric compact calculator, the 14-A. Casio
Computer Co., Ltd., founded.

1965

001 transistor-based electronic desktop calculator
released.

1966

Export of electronic desktop calculators
to overseas markets begins.

1967

Europe oﬃce established in Switzerland.

1970

Casio Inc., a sales subsidiary, established in the US.
Casio stock listed on the second section of the Tokyo Stock Exchange.

1972

Casio stock transferred to the ﬁrst section of the Tokyo Stock Exchange.
Casio Mini, the worldʼs first personal electronic
calculator, released.

1974

Casiotron digital wristwatch released.

1978

Casio Taiwan Co., Ltd., a production subsidiary,established.

1980

Casio Tone electronic keyboards released.

1981

TR-2000 electronic dictionary released.

1983

First G-SHOCK shock-resistant wristwatch released.

1985

China oﬃce established in Beijing.

1989

ADPS R1, an oﬃce information processing device that
requires no user program, released.

1995

QV-10, a digital camera with an LCD monitor, released.
FKT-100 radio-controlled watch released.

2000

C303CA, a waterproof, shock-resistant cellular phone,introduced for sale by the IDO/DDI Cellular Group.

2002

EXILIM, then the worldʼs thinnest, wearable card-sized
digital camera, released.

2003

Charter of Creativity for Casio established.
Casio enters the data projector market.

2004

OCEANUS, a solar-powered radio-controlled watch with full
metal case, released.

2006

Casio achieves total sales of 1 billion calculators
worldwide.

2008

EX-F1 high-speed burst shooting digital camera released.

2009

Casio achieves total sales of 50 million G-Shock watches.

2011

Imaging Square online service launched.

61