C o n t e n t sContents .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Editorial Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Corporate Overview .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Message from the President . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Feature Story 1-Creating the Feture at Casio: Casio Employees'
Thought about Future Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Feature Story 2-Listening to the Expected of Casio and What Should
Casio Prioritize in the Future?.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Casio's Corporate Creed and Approach to CSR.. . . . . . . . . . . . . . . . . . . . . 16
Casio's CSR Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
CSR Implementation System.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Corporate Govemance.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Compliance and Risk Management.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Social Initiatives:Action Plans and Performance.. . . . . . . . . . . . . . . . . . . . . . . . . . 37
Responsibilities to Stakeholders.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Responsibilities to Customers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Responsibilities to Suppliers.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Responsibilities to Shareholders and Investors.. . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Responsibilities to Employees.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
Responsibilities to Society.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
Environmental Initiatives.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
Environmental Vision.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
Casio Green Star Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
Climate Change Action.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Biodiversity.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Green Star Products. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
Environmental Action Plan(Targets and Performance).. . . . . . . . . . . . . . . . . . . 121
Fiscal 2014 Casio Environmental Action Plan Performance. . . . . . . . . . . . . . 124
Material Balance.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
Environmental Performance.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126
Scope3. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136
Environmental Accounting.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139
Printer Initiatives.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141
Packaging. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144
Logistics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
Design and Procurement.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151
Production.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
Offices.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155
Environmental Management.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
Environmental Compliance.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161
Environmental Communication.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164
Independent Verification Report.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
Independent Opinion on the Sustainability Report 2014.. . . . . . . . . . . . . 171
G3.1 GRI Content Index.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173

CASIO SUSTAINABILITY REPORT 2014

2

Casio discloses information to stakeholders about its corporate social responsibility (CSR) initiatives aimed atbuilding a more sustainable world. By constantly improving communication with stakeholders, Casio expects
to further improve its CSR performance.
Casio provides three channels of CSR reporting to meet the needs of different readers: the Sustainability website, the Sustainability
Report, and the CSR Communication Book.
[Sustainability Website]
An easily searchable site that offers comprehensive information on Casio’s CSR initiatives.
[Sustainability Report 2014]
A report containing information from the Sustainability website that can be downloaded in PDF format. It may be printed in part or in its
entirety, for your convenience.
Click here to download the report[CSR Communication Book 2014: “Welcoming Challenge of Helping to Build a More Sustainable Global Society”]
Highlights of Casio's CSR initiatives are presented based on the Charter of Creativity for Casio. The content is presented in a way thatis easy to understand.
CSR Communication Book 2014: “Welcoming Challenge of Helping to Build a More Sustainable Global
Society”
Click here to download the report.

An independent opinion from an outside expert has been obtained and included as an objective assessment of the report overall.
Third-party verification of environmental performance data has also been obtained to ensure reliability.
This report provides the information that Casio believes stakeholders most want to know, as well as information that Casio especiallywants to convey. It focuses on content with a high level of importance to both society and Casio, and gives details on those initiatives.
[Importance for society]●Third party opinions concerning the 2013 report●Reader opinions and requests concerning the 2013 report●Items from questionnaires such as socially responsible investment (SRI) surveys●Items listed in the guidelines below[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 has created downloadable PDF files containing information from its Sustainability site. You can print the whole thing or just the partyou need.

Scope of the report
PeriodThis report covers fiscal 2014 (April 1, 2013 to March 31, 2014),and also includes some information pertaining to years before and after
fiscal 2013.
IssuedDecember 2013 (Previous publication: December 2012, next publication planned: November 2014)
Boundary
Some 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.

3

CASIO SUSTAINABILITY REPORT 2014

and the Casio Group Code of Conduct
Casio has created downloadable PDF files containing information from its Sustainability site. You can print the whole thing or just the partyou need.

Scope of the report
PeriodThis report covers fiscal 2014 (April 1, 2013 to March 31, 2014),and also includes some information pertaining to years before and after
fiscal 2013.
IssuedDecember 2013 (Previous publication: December 2012, next publication planned: November 2014)
Boundary
Some 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, 10group companies in Japan,and 22 group companies outside Japan.
Guidelines used as a reference● GRI (Global Reporting Initiative) Sustainability Reporting Guidelines Ver3.1 of the Global Reporting Initiative (GRI)● Environmental Reporting Guidelines (2007 Edition) issued by Japan’s Ministry of the Environment● Environmental Accounting Guidelines 2005 issued by Japan’s Ministry of the Environment● ISO 26000 Guidance on Social Responsibility(GRI Guidelines and ISO 26000 content indices are posted 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-mailcsr-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
eco-report@casio.co.jp
E-mailForecasts and forward-looking statements
The future forecasts and forward-looking statements published in this report for Casio Computer Co., Ltd.,and the Casio Group arebased on information available at the time of publication. These forecasts and statements include potential risk and uncertainty, and thereader should be aware that the actual results of business activities may differ from these predictions.

CASIO SUSTAINABILITY REPORT 2014

4

Company data (as of March 31, 2014)
Name

Casio Computer Co., Ltd.

Headquarters

1-6-2, Hon-machi, Shibuya-ku, Tokyo, Japan, 151-8543

Established

June 1, 1957

President and CEO

Kazuo Kashio

Employees

2,728 (consolidated: 10,992)

Paid-in capital¥48,592 million

Net Sales¥321,761 million (consolidated)

Operating income¥26,576 million (consolidated)

Ordinary income¥25,743 million (consolidated

Net income¥15,989 million (consolidated

Major Products

Timepieces, Electronic Dictionaries, Calculators, Label Printers, Electronic Musical Instruments,
Digital Cameras, Handheld Terminals, Cash Registers, Office Computers, Page Printers, Data
Projectors, Molds

Sales and operating income by reportable segment/ Sales by region

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CASIO SUSTAINABILITY REPORT 2014

We will keep creating universal value in order to help build a more sustainable global society.
The Next Inventions That Will Change Society
Casio Computer Co., Ltd., has contributed to the development of society, from its firstday to the present, by continually creating innovations and providing them to the world.
As we move into the future, we will never waver from this corporate creed of “Creativity
and Contribution.”
Our calculators, timepieces, and musical instruments—all powered by the digitaltechnologies invented by the late chairperson emeritus Toshio Kashio—still drive Casio’s
core business today. Why are these products so successful? Because they have
universal value: everyone sees them as necessary. If people see a product as essential,
demand for it will never disappear.
Many of the products we have created over the years demonstrate this: the Casio Mini,
which was the world’s first personal calculator; the G-SHOCK brand of shock-resistantwatches; and the QV-10, one of the very first consumer-grade LCD digital cameras.
Good inventions like these bring new value to the world, create new markets and culture,and contribute to the development of society. As we look at the future of our business at
Casio, we believe that our mission is to keep inventing new products and services thatwill provide new value—on a level that equals or surpasses our past achievements.

Addressing Social Issues with Creativity
The world today faces many challenging social and environmental issues. As Casio continues to expand as a global enterprise, we aredetermined to ensure that our core business contributes creative solutions to these issues.
Respect for human rights, which Casio has been focusing intently on for the last two years, is one example. In July 2014, we establishedand announced the Casio Group Basic Policy on Respect for Human Rights, which states our commitment to addressing human rights
issues in and outside the group. We also created a tool for monitoring the status of human rights observance and used it to take stock ofefforts to address human rights issues at all production and sales sites in and outside Japan. Going forward, we will use the results in the
PDCA cycle to drive improvement at each site as we strengthen human rights due diligence group-wide.
We continue to deliver on our long-term commitment to tackling other pressing social and environmental issues. One of our priorities is
education, where products like our electronic dictionaries and calculators make a difference around the world. We are also very concernedwith “realizing a low-carbon society,” “building a recycling society,” and “living in harmony with nature,” the three commitments set out in the
Casio Environmental Vision 2050.
Casio is determined to help build a sustainable global society not only by striving to resolve these social and environmental issues, but also
by providing new value through its products. The key constructs of our vision of a sustainable global society are: resource recyclability,
biodiversity, fairness across generations, and fairness across regions.
To help us achieve these commitments, in recent years we have been strengthening the non-financial factors of corporate value, such as
governance, environmental performance, and CSR by responding proactively to heightened social expectations in these areas. We areenhancing our non-financial reporting based on the latest international standards for CSR reports, and actively disclosing information
related to these initiatives.

CASIO SUSTAINABILITY REPORT 2014

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The Growth of Each and Every Employee Drives Casio Creativity
While helping to build a sustainable global society by realizing our social vision, improving corporate value, and delivering steady growth, it
is also our mission at Casio to keep providing decidedly original products that have high added value for users. Products and services thatare backed up by completely original ideas as well as technologies so unique that they can’t be copied even by others who want to—these
are the results of Casio creativity; this is what it means to go from “0” to “1,” making something from nothing. The secret to all this Casio
creativity is the talent and energy of our employees.
That is why we are continuing to upgrade our human resources system. We are vigorously fostering diversity by hiring and encouraging
women, seniors, persons with disabilities, and non-Japanese employees to play active roles. We are also working hard to promote work-lifebalance. Both of these efforts are designed to facilitate the further growth and success of each and every employee.
Let me say a word right here to all Casio employees: I ask that each of you think for yourself about the kind of society you want to create
and the kind of company you want Casio to be, and then take action accordingly. I would also like you to think about how your work isconnected to and benefits society, and to bring that awareness into your day-to-day tasks. I’m convinced that you are the source of the
Casio creativity of the future.
This report presents the major CSR initiatives of the Casio group in fiscal 2014. I am confident that we can keep on making positive
contributions in the future through our core business by sharing our vision for society with stakeholders and continuing to meet their
expectations. I look forward to hearing your frank opinions of our efforts.

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CASIO SUSTAINABILITY REPORT 2014

As we aim to help build a sustainable global society, what does society expect from Casio, and what issues
does Casio have to tackle? These questions were posed to Casio employees in two special in-house
workshops on future strategy.
Young Employees Envision the Future at Casio
On April 14, 2014, Casio held a workshop with 29 young employees in their late twenties to early thirties—the people who will carry Casio
forward into the next generation. The theme of the workshop was reaffirming Casio’s uniqueness and considering the kind of future thecompany should seek to create. The purpose was to give employees the chance to articulate a future for Casio that they could create with
their own efforts, to reflect upon what needs to be done to incorporate this vision into their day-to-day work, and to come up with their own
ways of tackling these challenges.
During the workshop, the participants engaged in discussions following the flow outlined below, taking a fresh look at themselves from theoutside through the perspective of stakeholders and painting a picture of their future.
The participants saw the strength of the Casio brand as driven by the company’s ability to go from “0” to “1,” which is the company’s
original spirit, as well as toughness. Taking various social background factors into consideration, they generated many ideas about how toaccelerate and evolve manufacturing in a way that is true to Casio, in order to further reinforce the company’s brand strength in the future.
Their views, which went into good detail on key concepts, included the importance of continuing to propose new things to society andaspiring to be a company that continues to embrace challenges by making the most of the strengths of young people to build “a new Casio.”Workshop feedback from the participants included remarks such as, “I was able to see the essence of CSR,” “Opportunities like this shouldbe created more often, as they form the basis for thinking about work,” and “I was surprised that we had a similar awareness of issues,
regardless of the departments we belong to. I felt that now really is the time to take action.” Some also pointed out challenges, including, “I
was unable to express my deeper opinions, so in the ideas we proposed, I felt I was relying on other’s thoughts to reach my own objective.”
Although the workshop was four hours long, the time seemed to fly by, as the content of the discussions was so absorbing. The young
employees who participated were able to reaffirm the roles that they are expected to play. Going forward, Casio will continue to think of new
and creative ways to bolster its efforts to enable all employees to engage in their work in a future-oriented manner. The company will keep
providing opportunities like this one for employees to contemplate the future from their own perspective.

Flow of the workshop with young employees
1) Participate in CSR seminar to learn about changes in the social environment2) Discuss in teams their own understanding of Casio’s uniqueness

CASIO SUSTAINABILITY REPORT 201482) Discuss in teams their own understanding of Casio’s uniqueness3) Contemplate expectations of Casio from stakeholders’ perspective and share results with everyone

4) Discuss in groups how society will have changed by 2020 and what Casio should strive to be like at that time, and what Casio must workat now to achieve that vision

5) Share ideas with everyone via presentations by each group

Creating the Future: What Initiatives Should Casio Address on a Priority Basis?
Following the workshop with young employees, Casio held a workshop with the 44 members of the CSR Committee on May 28, 2014.
Building on the results of the first workshop with young employees, the discussion focused on materiality for Casio (important CSR issues)
with the objective of thinking of detailed action strategies aimed at achieving a sustainable global society.
Participants considered beforehand what Casio should address in the future, looking from the internal perspective of Casio’s uniquenessand the external view of stakeholders’ expectations. The workshop started with individuals sharing their own ideas. They ended up
selecting those matters that Casio will give priority to, making reference to the 46 aspects specified in the Global Reporting Initiative (GRI),
which is the international guideline for sustainability reporting. The results of discussions in each group were then shared with everyone.
Key concepts in social trends relating to Casio that came up in the workshop included: Japan’s dwindling birth rate and aging population,
globalization, environmental problems, and supporting the advancement of developing countries. Issues that the members felt deserved

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CASIO SUSTAINABILITY REPORT 2014

Creating the Future: What Initiatives Should Casio Address on a Priority Basis?
Following the workshop with young employees, Casio held a workshop with the 44 members of the CSR Committee on May 28, 2014.
Building on the results of the first workshop with young employees, the discussion focused on materiality for Casio (important CSR issues)
with the objective of thinking of detailed action strategies aimed at achieving a sustainable global society.
Participants considered beforehand what Casio should address in the future, looking from the internal perspective of Casio’s uniquenessand the external view of stakeholders’ expectations. The workshop started with individuals sharing their own ideas. They ended up
selecting those matters that Casio will give priority to, making reference to the 46 aspects specified in the Global Reporting Initiative (GRI),
which is the international guideline for sustainability reporting. The results of discussions in each group were then shared with everyone.
Key concepts in social trends relating to Casio that came up in the workshop included: Japan’s dwindling birth rate and aging population,
globalization, environmental problems, and supporting the advancement of developing countries. Issues that the members felt deserved
priority attention were: contributing to social issues through the core business (“Creativity and Contribution”), contributing to theenvironment through the core business, and strengthening human resources measures such as hiring, workplace environment, andeducation.
Having a meeting of the CSR Committee in a discussion format was a new approach that produced a number of discoveries. Feedback fromthe participants included opinions such as, “The workshop format enabled us to have very meaningful discussions,” and “It is important totie the discussions into future output,” as well as many forward-looking opinions such as, “We have to make clear what the Casio
uniqueness is that has been lost and get back to being the old feisty Casio,” and “Women’s opinions should also be included in the CSR
Committee.”
Casio is aiming to identify and report on materiality in its 2016 sustainability report. Moving forward, Casio will continue to make use of thisworkshop format to advance these discussions in and outside the company.

Flow of the CSR Committee workshop
1) Share in each group what should be addressed in the future while making use of Casio’s uniqueness, which participants had considered
beforehand2) Discuss materiality for Casio (important CSR issues) in each group

CASIO3)SUSTAINABILITYREPORT2014
Share with everyone
via presentations
by each group10

2) Discuss materiality for Casio (important CSR issues) in each group3) Share with everyone via presentations by each group

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CASIO SUSTAINABILITY REPORT 2014

On June 13, 2014, Casio held a meeting with external experts in fields such as the environment, consumer
advocacy, and human rights. The purpose of the meeting was to hear the experts’ diverse perspectives onwhat is expected of Casio and what Casio should prioritize in the future. Answers to these questions will be
used to help identify materiality as seen by of stakeholders.
On the day of the meeting, each expert presented an evaluation of Casio’s CSR and spoke about future expectations as seen from his or
her area of expertise. Casio employees who attended the meeting as representatives of the CSR Committee then asked questions andexpressed opinions, generating some lively discussion.
One Casio participants commented, “Even though I recognize the importance of CSR, honestly I can never get around to it when swampedwith usual work.” The expert reply was, “That is understandable, but it raises the question of whether there is a shared goal within thecompany of pursuing long-term value, not just short-term gain.” Many participants saw Africa as a region to focus attention on in the future,and the discussion grew quite animated as the participants considered the unique ways Casio could contribute.
Feedback from employees who listened to the opinions and advice of the experts included: “It was stimulating,” “It put some wind in mysails,” “I had the feeling that the term ‘social contribution’ might not in essence fit corporate operations, which pursue profits. On the other
hand, I realized that we could make an even bigger social contribution by focusing on essential needs and integrating them into ourbusiness,” and “I felt once again that stakeholders’ biggest expectation of Casio is to contribute through its business.”
Below are overviews of the opinions of each expert.

Communicate your environmental commitments to your product customers
Sadayoshi Tobai
Conservation Director, WWF Japan
Every business on earth including Casio depends on ecosystem services, benefits provided
by the ecosystems of the earth. How to achieve sustainable use of these services is thechallenge the corporate sector needs to meet.
For example, in order to produce the paper products used in Japan, deforestation andspecies losses are happening overseas. Casio has already made it a part of its policy toensure the traceability of the paper it uses, and I hope to see the progress of this policy’s
implementation and the publication of its progress in the public domain.
In order to create a low-carbon society, Casio has already set and is working towards clear
goals in the area of energy savings. On the other hand, in the area of sourcing more
renewable energy, Casio is still in the process of setting targets, and WWF Japan hopes that

Sadayoshi Tobai
Conservation Director, WWF Japan

Casio will set clear, numeric, and time-bound targets and follow up in their implementation.
WWF Japan currently has approximately 42,000 supporters in Japan, but the number of Casio customers who regularly use thecompany’s products is several hundred or several thousand times more—and they are both in Japan and overseas. That is a strength,
and WWF hopes that Casio will takes advantage of this strength to reach out widely and communicate how its business processes
take full account of its environmental footprint. That type of communication can help promote wise choices in society.

Help foster ethical consumers

CASIO SUSTAINABILITY REPORT 201412

company’s products is several hundred or several thousand times more—and they are both in Japan and overseas. That is a strength,
and WWF hopes that Casio will takes advantage of this strength to reach out widely and communicate how its business processes
take full account of its environmental footprint. That type of communication can help promote wise choices in society.

Help foster ethical consumers
Kikuko Tatsumi
Executive Advisor
Nippon Association of Consumer Specialists
I think that the kind of message that the company disseminates when it ultimately delivers
things to consumers is the most important issue. Looking at your CSR report, I get the
feeling that Casio is a company that carries out manufacturing based on well-establishedphilosophy. Now I would like to see you put more effort into spreading your message far andwide.
For instance, you say that you want to provide customers with environmentally friendly
products, but what kind of products do you call “environmentally friendly”? Until now, we
consumers had not turned our attention much beyond the stages of product use andKikuko Tatsumi
Executive Advisor

disposal, even when we thought we were choosing eco-friendly products. Actually, however,I think that products that are truly “eco”—or in other words, truly good products—go beyond
that. They allow everyone involved throughout the supply chain to think, “I’m happy I had the

Nippon Association ofConsumer Specialists

chance to be involved in this.”This is why I would like Casio to convey to consumers what kind of people are involved andin what way Casio products are environmentally friendly. If you do that, it will lead consumers to think and study, and to adopt thesame ideas when making other choices, as well. In this way, I think that perhaps part of your CSR is to help consumers become“ethical consumers” who make choices while taking both environmental and ethical aspects into consideration.

Build a shared recognition of your involvement in the community
Kaori Kuroda
Executive Director
CSO Network Japan
This does not apply only to Casio—but so-called “social contribution” activities often cometo mind when people talk about contribution to the community. You have specified five social
contribution priorities and undertake significant activities such as the “Class on Life.”
However, involvement in the community means in fact a much broader and deeper concept.
First of all, I think that Casio needs to form a certain shared recognition and policy of its
involvement in the community and local society.
For example, Casio should ascertain the current condition of activities conducted at eachsite and recognize what is being done and what should be done. Be aware not only of the

Kaori Kuroda

obvious parties for communication in each community, such as suppliers and business
partners, but also other potential stakeholders that are not always as visible. In addition, domore than taking an active approach in the form of “social contribution”; also consider

Executive Director
CSO Network Japan

whether your corporate operations have any negative impact on the community and if theydo, how you can remedy that. Of course, that could include such things as human rights problems. I would suggest that you
reconsider your involvement in the community from that kind of broad perspective.
Even if the manpower at each site is small, as long as there is a clear policy spelled out by the head office and support systems inplace, there should be a way to carry out some kind of initiative, even with just a few people. Most likely, this will lead to a goodpractice within the areas where you are already active, and that will take you to a sustainable future.

Corporate value is determined by the kind of investors who choose your company
Takeshi Mizuguchi
Professor
Takasaki City University of Economics
The first thing I would like you to think about from the perspective of my specialty of responsible investment is what kind of investors
you want to attract to your company. If you want to gain “good investors” who will support the company over the long term, then you
must communicate how you are addressing a variety of social challenges and how that action squares with the long-term value of thecompany.
Take, for instance, using calculators to teach arithmetic in developing countries. You have to show investors a vision: what kind ofworld are you trying to create through that initiative, and what kind of role are you trying to play? I think that the reason integrated
reporting is gaining prominence nowadays is because there is a need to show specifically how business and the resolution of social

13

CASIO SUSTAINABILITY REPORT 2014

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company “may use minerals produced in the area but not relating to the conflict itself” as an important declaration. This implies thecompany is going to identify and monitor the situation in the area and track the transaction lines. This wonderful declaration is truly
focused in the right direction. Your effort may help drive the whole industry in the right direction. Thank you for your contribution.

Look back from the future when asking, “What should we do now?”
Hideto DeDe Kawakita
Chief Executive Officer
International Institute for Human, Organization and the Earth (IIHOE)
What we have all been asking in common today are not just questions like, “What have you
accomplished so far?” but also “When you consider an issue from the standpoint of the
future, how much should you have accomplished?” In other words, we are saying you must
define clear goals. And I suggest that you more actively seek help from the outside, in orderto achieve those goals.
When you think about business developments outside Japan, for example, the scenario ofwhat will be the next consumer electronic device to sell in developing countries—especiallyin the least developed among the developing countries—keeps on changing as a result of
the rapid evolution of ICT. Power generation and distribution, communications, and otherinfrastructure development have advanced at an overwhelmingly faster pace than we had
imagined a dozen or so years ago and, what is more, it has jumped several stages of the

Hideto DeDe Kawakita
Chief Executive Officer
International Institute for Human,
Organization and the Earth (IIHOE)

usual process. Now we must respond to that progress. From that point of view, for example,
instead of selling calculators, it would be better to think that you are selling ‘the function of
calculation’ and to have opportunities to think together with people in the country where you want to sell (while listening to their

explanation of the situation) how to turn the next evolutionary form of calculation into a business. In Japan as well, given the increaseof the elderly population, rather than calculation for the purpose of getting an answer, arithmetic done deliberately as brain exercise
might become a more familiar practice.
In this way, Casio should form hypotheses as to how social changes and your basic business domains overlap. Then, in preparation
for the evolution of your business models, you need to think about how to recruit the right human resources for the job, and what kindof companies could create possibilities if made into alliance partners. In connection with that, it is important for Casio to do more to get
out this message from the top: “These are the challenges our company intends to embrace going forward, and that is why we arelooking for human resources who can do these things together with us.”15

CASIO SUSTAINABILITY REPORT 2014

Making life richer and more convenient by creating innovative products—this was the aspiration of Casio’s
founders, and it is summed up in the corporate creed, “Creativity and Contribution.” Casio believes that partof its social responsibility is to pass down this corporate creed to all of its employees without fail. Casio is
determined to ensure that its businesses, which make something from nothing, or go from “0” to “1,”continue to make a consistent contribution to a more sustainable global society.
Welcoming the challenge of helping to build a more sustainable global society
In recent years, there has been widespread concern over the sustainability of human civilization in its current form. While economic activity
has enriched the lives of many people, it has also put great strain on the global environment and social systems. Cooperation is needed toovercome this global crisis and leave a sustainable global society to future generations. In order to achieve this, proactive initiatives need tobe taken by individuals, companies, governments, and international organizations. A company has a much larger impact on society than an
individual, and corporate activities are responsible for some of the current impact on the planet. This is why society now has much greater
expectations for companies to actively implement their own initiatives to help resolve sustainability issues, or in other words, to fulfill theircorporate social responsibility (CSR). Today, a company’s performance on social responsibility impacts its corporate value. Firms that fail tofulfill their corporate social responsibilities are no longer valued or allowed to survive by society.
Casio’s corporate creed of “Creativity and Contribution” contains the company’s founding idea of social contribution through the provision of
innovative products that have never existed before. Everyone working at Casio fully appreciates this corporate creed, and the company isalways striving to help build a more sustainable global society by pursuing business activities designed to make something from nothing, orgo from “0” to “1.” This is Casio’s CSR approach.
To ensure that it continues to deliver on the commitments of its corporate creed, Casio has established three key documents. The Charterof Creativity for Casio outlines the basic principles behind the mindset and conduct expected from everyone at Casio, while the Casio
Common Commitment provides specific conduct guidelines for implementing the Charter. The Casio Group Code of Conduct
establishes norms for ethical conduct and requires all Casio group executives and employees to comply with relevant laws and internal
rules. With recent changes in the external environment, in June 2013 Casio revised the Code of Conduct to reflect the higher expectationsof the international community with a focus on the areas of human rights, supply chain management, and anti-corruption measures.
Casio has established four specific keywords, shown below, to guide its efforts to address social and environmental issues that relate
directly and indirectly to its business operations. By addressing these issues the company aims to help build a more sustainable global
society.
The world today is faced with many complex economic, environmental and social problems of a very serious nature. Humanity as a wholeneeds to consider its own best future, and then find ways to move in that direction. If economic activities are to be maintained on this planetwith limited resources, every member of society must try to help achieve sustainability.
Casio is determined to do its part to find solutions for social and environmental issues while continuing to provide new value to society,based on its corporate creed of “Creativity and Contribution.” Casio will steadily pursue specific initiatives while always seeking to conceiveof ideal solutions for 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.

CASIO SUSTAINABILITY REPORT 201416

Casio is determined to do its part to find solutions for social and environmental issues while continuing to provide new value to society,based on its corporate creed of “Creativity and Contribution.” Casio will steadily pursue specific initiatives while always seeking to conceiveof ideal solutions for 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 uniqueness of all living organisms and recognizing their interdependence)
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 andpassing it on to future generations)
Setting medium and long-term CO2 reduction targets, and promoting next-generation development and education, 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

Charter of Creativity for Casio and Casio Common Commitment
In 2003, Casio adopted the Charter of Creativity for Casio and 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 CSR—economy, environment, and society—as well as the company’s approach to compliance.

Charter of Creativity for Casio
First Chapter
We will value creativity, and ensure that our products meet universal needs*.
Second Chapter
We will strive to be of service to society, providing customers with delight, happiness, and pleasure.
Third Chapter
CASIO SUSTAINABILITY REPORT 2014
We will back up our words and actions with trustworthiness and integrity, and work as professionals.

17* 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.

Charter of Creativity for Casio and Casio Common Commitment
In 2003, Casio adopted the Charter of Creativity for Casio and 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 CSR—economy, environment, and society—as well as the company’s approach to compliance.

Charter of Creativity for Casio
First Chapter
We will value creativity, and ensure that our products meet universal needs*.
Second Chapter
We will strive to be of service to society, providing customers with delight, happiness, and pleasure.
Third Chapter
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.

Charter of Creativity for Casio and Casio Common Commitment

Engaging employees in Casio’s unique CSR approach
Engaging employees in Casio’s unique CSR approach

To ensure thorough application of these principles, the directors and department heads sign the Charter of Creativity for Casio and Casio
To ensure thorough application of these principles, the directors and department heads sign the Charter of Creativity for Casio and Casio
Common Commitment every year, and together recite a pledge to abide by the Charter and Commitment and familiarize their subordinates
Common Commitment every year, and together recite a pledge to abide by the Charter and Commitment and familiarize their subordinateswith it. All employees also sign a card printed with these promises, to carry with them at all times.
with it. All employees also sign a card printed with these promises, to carry with them at all times.
There is also a site on the company intranet entitled CASIO STYLE which includes messages about the corporate creed and the Charter
There is also a site on the company intranet entitled CASIO STYLE which includes messages about the corporate creed and the Charterand Commitment from the four brothers who founded the company, along with other simple, compelling stories presented once a month.
and Commitment from the four brothers who founded the company, along with other simple, compelling stories presented once a month.
This helps all group employees to better understand and identify with Casio’s essential character.
This helps all group employees to better understand and identify with Casio’s essential character.
Every other year, Casio conducts a comprehensive questionnaire survey to learn what group employees in Japan think about the Charter ofEvery other year, Casio conducts a comprehensive questionnaire survey to learn what group employees in Japan think about the Charter ofCreativity for Casio and Casio Common Commitment, the Casio Group Code of Conduct, and the Whistleblower Hotline. The results are
Creativity for Casio and Casio Common Commitment, the Casio Group Code of Conduct, and the Whistleblower Hotline. The results areanalyzed to determine how thoroughly employees have embraced the company’s approach to CSR. The next questionnaire will beanalyzed to determine how thoroughly employees have embraced the company’s approach to CSR. The next questionnaire will be
conducted in fiscal 2013.
conducted in fiscal 2013.

CSR Implementation Framework
CSR Implementation Framework
Casio joined the UN Global Compact in 2010. The company upholds the ten principles of the Global Compact, which concern human rights,
Casio joined the UN Global Compact in 2010. The company upholds the ten principles of the Global Compact, which concern human rights,
labour, the environment and anti-corruption, and it has also fully adopted the corporate commitments.
labour, the environment and anti-corruption, and it has also fully adopted the corporate commitments.
Casio has been working to enhance its CSR programs to meet the requirements of the international community. The company draws on the
Casio has been working to enhance its CSR programs to meet the requirements of the international community. The company draws on the
ISO 26000 guidance standard on social responsibility in implementing CSR, and uses Global Reporting Initiative (GRI) Guidelines to selectISO 26000 guidance standard on social responsibility in implementing CSR, and uses Global Reporting Initiative (GRI) Guidelines to selectsubjects for disclosure.
subjects for disclosure.

CASIO SUSTAINABILITY REPORT 201418

Every other year, Casio conducts a comprehensive questionnaire survey to learn what group employees in Japan think about the Charter ofCreativity for Casio and Casio Common Commitment, the Casio Group Code of Conduct, and the Whistleblower Hotline. The results areanalyzed to determine how thoroughly employees have embraced the company’s approach to CSR. The next questionnaire will be
conducted in fiscal 2013.

CSR Implementation Framework
Casio joined the UN Global Compact in 2010. The company upholds the ten principles of the Global Compact, which concern human rights,
labour, the environment and anti-corruption, and it has also fully adopted the corporate commitments.
Casio has been working to enhance its CSR programs to meet the requirements of the international community. The company draws on the
ISO 26000 guidance standard on social responsibility in implementing CSR, and uses Global Reporting Initiative (GRI) Guidelines to selectsubjects for disclosure.

United Nations Global Compact
Casio products are made through cooperation not just within the Casio Group, but with many other parts andconsignment manufacturers. Through global distribution, over 100 million Casio products are sold each 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, beginningwith Casio’s global supply chain.
This is why, in December 2010, Casio joined the United Nations Global Compact, and made Casio Group employees
thoroughly aware of this. While pursuing specific initiatives for the realization of the Global Compact principles, Casio is also appropriately
disclosing progress.
Casio is also active at the local network level of the UN Global Compact, serving as a member of the Japanese Global Compact Local
Network (GC-JN).

10 Principles of the UN Global Compact
Human Rights
1. Businesses should support and respect the protection of internationally proclaimed human rights; and2. make sure that they are not complicit in human rights abuses.
Labor Standards
3. Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining;
4. the elimination of all forms of forced and compulsory labor;
5. the effective abolition of child labor; and6. the elimination of discrimination in respect of employment and occupation.
Environment
7. Businesses should support a precautionary approach to environmental challenges;
8. undertake initiatives to promote greater environmental responsibility; and9. encourage the development and diffusion of environmentally friendly technologies.

19

Anti-Corruption
10. Businesses should work against all forms of corruption, including extortion and bribery.

CASIO SUSTAINABILITY REPORT 2014

Network (GC-JN).

10 Principles of the UN Global Compact
Human Rights
1. Businesses should support and respect the protection of internationally proclaimed human rights; and2. make sure that they are not complicit in human rights abuses.
Labor Standards
3. Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining;
4. the elimination of all forms of forced and compulsory labor;
5. the effective abolition of child labor; and6. the elimination of discrimination in respect of employment and occupation.
Environment
7. Businesses should support a precautionary approach to environmental challenges;
8. undertake initiatives to promote greater environmental responsibility; and9. encourage the development and diffusion of environmentally friendly technologies.
Anti-Corruption
10. Businesses should work against all forms of corruption, including extortion and bribery.

United Nations Global Compact

Main stakeholders of the Casio Group
Casio strives to ascertain and understand how its operations impact the environment and society and what kind of contributions it canmake. It then identifies stakeholder groups and strives to implement appropriate measures for each.
Companies must not become complacent in their efforts to pursue social responsibility and maintain social trust. The first step in earning
stakeholders’ understanding and trust for the initiatives of the company is listening to what they have to say. Good communication is anecessity, and it is not a one-way street. Companies must find solutions that benefit both their stakeholders and their business, as well as
the global society as a whole. By actively disclosing information to stakeholders, and creating opportunities for dialogue with them, Casio
finds out what stakeholders expect, evaluates its existing activities, and plans future initiatives.
Main Stakeholder
Group

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
Casio’s official website

Suppliers

Fair and equitable transactions
Requesting CSR implementation and providing
supportDaily procurement activities
Holding vendor conferences
CSR questionnaires

Shareholders andinvestors

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

Casio intranet
Group Workers’ Labor-Management Conference
Occupational Safety and Health Committees

CASIO SUSTAINABILITY REPORT 201420

10. Businesses should work against all forms of corruption, including extortion and bribery.
Anti-Corruption
10. Businesses should work against all forms of corruption, including extortion and bribery.
10. Businesses should work against all forms of corruption, including extortion and bribery.
United Nations Global Compact
United Nations Global Compact
United Nations Global Compact

Main stakeholders of the Casio Group
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Environmentally responsible production activities
Complying with environmental laws
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NPO/NGO

Protecting the environment, human rights, andbiodiversity
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Internships
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Responding to questionnaires
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Implementing social contribution programs together with
NGOs and NPOs

Identifying materiality (important CSR issues)
World trends when it comes to building a more sustainable global society are changing. Companies are now expected to carry out strategic
initiatives to help make human societies more sustainable through their core business activities. Casio, which is expanding its businessworldwide, is no exception. There is demand for Casio to make more targeted contributions through its business, built upon the long trackrecord Casio has of creating something from nothing, or going from “0” to “1.” As part of these evolving trends, in May 2013 the fourth
CASIO SUSTAINABILITY REPORT 2014
version of GRI’s international guidelines for sustainability reporting, GRI
21 Guidelines (G4), were issued. The new version reflects a shift fromcomprehensive information disclosure to disclosure focused on materiality. In response, starting with the sustainability report to be issued in2016, Casio plans to clearly articulate materiality and give it priority attention.

Support for local communities and cultural activities

Implementing social contribution programs together with
NGOs and NPOs

Identifying materiality (important CSR issues)
World trends when it comes to building a more sustainable global society are changing. Companies are now expected to carry out strategic
initiatives to help make human societies more sustainable through their core business activities. Casio, which is expanding its businessworldwide, is no exception. There is demand for Casio to make more targeted contributions through its business, built upon the long trackrecord Casio has of creating something from nothing, or going from “0” to “1.” As part of these evolving trends, in May 2013 the fourth
version of GRI’s international guidelines for sustainability reporting, GRI Guidelines (G4), were issued. The new version reflects a shift fromcomprehensive information disclosure to disclosure focused on materiality. In response, starting with the sustainability report to be issued in2016, Casio plans to clearly articulate materiality and give it priority attention.

Action so far and next steps
Fiscal 2014 performance: reviewing the current situation• Casio held workshops with employees to identify how to keep advancing its business of going from “0” to “1” to help build a moresustainable global society. Participants shared their views of Casio’s uniqueness and their visions for the company, discussing what has tobe done to close the gap between today and tomorrow.
* For details, see Feature Story 1,“Creating the Future at Casio: Casio Employees’ Thoughts about Future Strategy.”• Casio solicited opinions from external experts on the topic of stakeholders’ expectations of Casio.
* For details, see Feature Story 2, “Listening to the Experts: What Is Expected of Casio and What Should Casio Prioritize in the
Future?”Fiscal 2015 agenda: prioritizing issues• Casio will draw up a detailed list of issues according to business field and region and organize them in order of precedence for thecompany (horizontal axis in figure below).
• Casio will conduct interviews with stakeholders and organize issues deemed important from stakeholders’ points of view (vertical axis in
figure below).

Fiscal 2016 agenda: identification of materiality• The CSR Committee will make the final decision on materiality for
Casio based on the results of deliberation over the horizontal andvertical axes.
• Casio plans to disclose the identified materiality in its sustainability
report.

CASIO SUSTAINABILITY REPORT 201422

Casio is committed to earning the confidence of all of its stakeholders, including the broader society. In orderto further enhance the effectiveness of its CSR activities, the company is engaged in various initiatives suchas the improvement of corporate governance.

CSR Implementation System

Corporate Governance

Guided by ISO 26000, Casio is responding
to today’s rapidly changing world byThrough various initiatives, Casio is working
to strengthen the soundness andidentifying the specific issues that it must
address to meet the expectations of society.
Moretransparency of its management.
More

Compliance and Risk Management

Social Initiatives: Action Plans and Performance

Casio is pursuing total compliance throughintegrated management of three foundationsof employee conduct: the Casio Group Codeof Conduct, risk management, and theWhistleblower Hotline.
More

Each fiscal year issues are identified, andpromotion plans are drafted andimplemented to ensure that CSR activities
are steadily carried out.
More

23

CASIO SUSTAINABILITY REPORT 2014

Guided by the ISO 26000 international standard on social responsibility, Casio is responding to today’s rapidlychanging world by identifying the issues that it must address to meet the expectations of society andimplementing management cycles designed to resolve these issues.
Steps in CSR Implementation
Since the establishment of its CSR Promotion Office in 2004, Casio has been implementing CSR activities while expanding the themes tobe undertaken and the scope of their impact. In the initial stage, there was an emphasis on protecting corporate value through complianceand risk management (preventative CSR). Starting in fiscal 2011, Casio began focusing on using CSR to improve corporate value (proactive
CSR).
In fiscal 2012, Casio appointed managers and team leaders who have responsibility for implementing CSR in order to advance CSR globallyat group companies around the world. At the same time, Casio evaluated and analyzed the status of initiatives at each company based on
the core subjects under ISO 26000.
In fiscal 2013, Casio once again surveyed its group companies concerning CSR activities with a focus on respect for human rights, among
the priority issues identified in the previous year. Based on an evaluation and analysis of the survey results, Casio has been making
group-wide efforts to improve sensitivity to human rights issues, making this a priority since fiscal 2014.
As part of those efforts, in June 2013 Casio implemented revisions to the Casio Group Code of Conduct reflecting the latest global
standards relating to respect for human rights and fair business practices. In July 2014, it established and announced the Casio Group
Basic Policy on Respect for Human Rights (Casio Human Rights Policy), in order to show its commitment to human rights problems in andoutside the company.
It also used an independently developed tool for checking the status of human rights initiatives to take stock of efforts in this area at eachgroup company. Going forward, Casio will regularly conduct these checks of human rights practices and will strive to improve human rights
due diligence group-wide by making the assessment, analysis, and feedback of the results a routine process.
Additionally, Casio made efforts to identify materiality for the group. First it held an employee workshop and a CSR Committee workshop to
explore materiality in the eyes of employees. Then it held a meeting with experts in different areas to hear stakeholder perspectives onmateriality. From here on Casio will continue these kinds of initiatives in an effort to increase the precision of its output (Casio’s materiality).
Implementing CSR initiatives

CASIO SUSTAINABILITY REPORT 2014
CSR Committee

24CSR Committee
Casio has established a CSR Committee headed by the director responsible for CSR under the board of directors. The committee is thecentral body for implementation of CSR. The CSR Committee is composed of a Secretariat that administers the committee as well as
representatives of staff-related departments at Casio Computer Co., Ltd., and all Casio group companies worldwide. The staff-related
departments and group companies appoint their own CSR chiefs and managers. The committee meets once every six months, but its
activities are carried out based on fiscal-year management cycles. At the start of the fiscal year, the Secretariat checks progress made on
various themes in the previous year. It then determines the most important CSR themes for the current year, and draws up its action plan forthe year. According to this action plan, ongoing themes are continued and new themes are introduced.
Next, the current situation and challenges are ascertained, and a working group establishes new themes, as needed. The CSR-related
departments then implement programs based on the established goals for the themes they are responsible for and the annual plans toachieve the goals. At the end of the fiscal year, progress made on the themes is evaluated. Based on the results, issues are identified, andthen used to improve the plan for the next year.
CSR Committee System

In fiscal 2014, “fair business practices” was added as a key policy initiative alongside “respect for human rights,” which is a core objectiveof ISO 26000 that Casio had been working on since the previous fiscal year. A total of six themes were promoted: one compliance-related
theme and five themes focusing on CSR issues. The following table outlines the progress made on these themes in fiscal 2014, along withthe fiscal 2015 plan.
<Individual themes for fiscal 2014 and implementation status>
No.

Theme

Fiscal 2014 performance

StatusFiscal 2015 plan

1

Fair business practices:take action to prevent corruption

Drafted guidance andconducted survey

Ongoing

Issue guidance andproduce manual

2

Create system for checking
respect for human rights

Drafted policy and checked
human rights issues

Ongoing

Tally issues andplan countermeasures

3

Increase and utilize
employee diversity

Launched Diversity Project

Ongoing

Manage and promote
the project4

Implement measures toensure no conflict minerals
are used

Surveyed and assessed
suppliers

Ongoing

Consider conducting
a second supplier survey

5Address Scope 3 inenvironmental performance

25 fiscal
Finished calculating2013 data

CASIO SUSTAINABILITY REPORT 2014
Completed―In fiscal 2014, “fair business practices” was added as a key policy initiative alongside “respect for human rights,” which is a core objectiveof ISO 26000 that Casio had been working on since the previous fiscal year. A total of six themes were promoted: one compliance-related
theme and five themes focusing on CSR issues. The following table outlines the progress made on these themes in fiscal 2014, along withthe fiscal 2015 plan.
<Individual themes for fiscal 2014 and implementation status>
No.

Theme

Fiscal 2014 performance

StatusFiscal 2015 plan

1

Fair business practices:take action to prevent corruption

Drafted guidance andconducted survey

Ongoing

Issue guidance andproduce manual

2

Create system for checking
respect for human rights

Drafted policy and checked
human rights issues

Ongoing

Tally issues andplan countermeasures

3

Increase and utilize
employee diversity

Launched Diversity Project

Ongoing

Manage and promote
the project4

Implement measures toensure no conflict minerals
are used

Surveyed and assessed
suppliers

Ongoing

Consider conducting
a second supplier survey

5Address Scope 3 inenvironmental performance

Finished calculating fiscal
2013 data

Completed―

6

Take action to reduce
OSS risk

Established working groupstructure

Ongoing

Revise guidelines andmake known throughseminars, etc.

CASIO SUSTAINABILITY REPORT 201426

To increase corporate value, Casio always strives to improve management integrity and transparency. True tothis commitment, Casio works to ensure that management decision-making is quick and that all operations
are executed properly and efficiently.
Corporate governance framework
Casio recognizes that not only quick decision-making and appropriate execution of business operations, but also the strengthening ofmanagement oversight to improve management integrity and transparency, are important in order to reliably achieve management goals andcontinually improve corporate value.
The board of directors is tasked with management decision-making and supervision of the execution of business operations. Directors andcorporate auditors attend board meetings, where they deliberate upon and make decisions on important business issues. As of June 30,
2014, the board of directors is composed of 11 directors, two of whom are outside directors. The term of office for directors is one year soas to clearly delineate the responsibility that they have for management and to facilitate quick responses to changes in the businessenvironment. In addition, Casio has adopted an executive officer system, in order to keep the board of directors at an appropriate size andto strengthen the business execution function.
Casio has a board of corporate auditors. In accordance with audit policies set out by the board of corporate auditors, the three auditors, twoof whom are outside auditors, perform rigorous audits by attending meetings of the board of directors and other important meetings, byinterviewing and receiving reports from directors and others, and by reviewing resolution documents.
The outside directors and outside auditors are independent officers registered with the Tokyo Stock Exchange in compliance withregulations.
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 organizations in the Casio Group are operating in compliance with laws
and regulations as well as internal standards. It also has a full-time staff that provides support for the corporate auditors.
Corporate Governance Framework

27

CASIO SUSTAINABILITY REPORT 2014

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 organizations in the Casio Group are operating in compliance with laws
and regulations as well as internal standards. It also has a full-time staff that provides support for the corporate auditors.
Corporate Governance Framework

System of internal controls
The following explains the basic approach of Casio Computer Co., Ltd. to its internal control system, andprogress made on implementation.
Internal control system basic approach and implementation level
The Charter of Creativity for Casio, Casio Common Commitment and Casio Code of Conduct have been established based on
the corporate creed of “Creativity and Contribution.” The following systems have been implemented to ensure the proper
operation of the company.
1. System to ensure the actions of directors and employees comply with the articles of incorporation and relevantlaws and regulationsa) In order to comply with relevant laws and regulations regarding the performance of duties, specific documents such aspolicies and rules are prepared. After deliberation and consideration by various committees, such as the CSR Committee,
awareness of the rules is promoted throughout the company and each group company.
b) The validity and operational adequacy of the above-mentioned rules are improved through internal audits and continual
review, in order to prevent any misconduct.
2. System for saving and managing information relating to performance of duties by directors and employees
Based on the internal rules, each department saves and manages information relating to the performance of duties by the

CASIO SUSTAINABILITY REPORT 201428

directors and employees concerned.
3. Risk management rules and other systemsa) The company has a system to manage risks that can have a significant impact on management. The system is promoted
in a unified way by the relevant departments and the Secretariat under the CSR Committee, based on the Risk Management
Rules. Fundamental Policies on Product Safety have been established with an understanding that maintaining customer
confidence in product safety is an important management issue.
b) A Whistleblower Hotline has been set up in addition to the regular reporting channels, to prevent the spread of risk.
4. System to ensure the efficient execution of duties by directors and employeesa) Attended by the directors and corporate auditors, meetings of the board of directors are held to discuss and decide
important management issues, at least once a month in principle, and perform prompt and reasonable decision making.
b) The corporate officers, directors, and corporate auditors attend meetings of the corporate officers to discuss and decide
important matters of business execution. They ensure company-wide coordination and smooth implementation of measures.
c) Detailed execution procedures are outlined in the Executive Decision Making Authority Rules.
5. System to ensure appropriate operations at the company and group companiesa) To ensure appropriate operations, the group companies have various rules based on the Charter of Creativity for Casio,
Casio Common Commitment, and Casio Code of Conduct.
b) Councils have been established based on a system whereby certain corporate officers are responsible for specific groupcompanies. The corporate officers and the relevant departments perform group company management through a system that
requires reporting to and approval by the company, in accordance with the Group Company Decision Making Authority
Rules. They also perform monitoring as necessary.
c) Whenever a group company determines that a management action or guidance from the company may be in violation of
the law, or there is a compliance issue, the group company reports it to director or relevant department concerned.
d) The company and the group companies have built a system to ensure the adequacy and reliability of financial reporting.
After inspection of internal controls related to business flow and financial reporting, documentation, evaluation, andimprovement is carried out.
e) The company and group companies have absolutely no contact with organized criminal elements, which pose a threat tosocial order and public safety, and the entire organization is resolved to refuse any improper demands.
6. System for employees that assist corporate auditors in the execution of their duties, and the independence of
those employees from the directorsa) Employees are appointed to assist the corporate auditors in their duties.
b) Matters concerning the appointment, transfer, evaluation or discipline of employees that assist the corporate auditors
require the prior consent of the board of corporate auditors.
7. System for directors and employees to report to the corporate auditors, other systems for reporting to thecorporate auditors, and systems to ensure that audits by the corporate auditors are performed effectivelya) Whenever something is discovered that is likely to cause significant damage to the company, the directors must
immediately report it to the corporate auditors.
b) Whenever there is a violation of the law or the articles of incorporation, or whenever an illegal business operation is
performed, the director or the organizational head responsible must be immediately report it to the corporate auditors.
c) The corporate auditors can attend any important internal meeting.
d) Important approval documents are circulated to the corporate auditors after approval.

For more details on corporate governance, visit the following site. Corporate Governance Reports⌈Corporate Governance Reports⌋(Tokyo Stock Exchange: Search for Corporate Governance Information)

29

CASIO SUSTAINABILITY REPORT 2014

Casio’s effort to achieve total compliance management is based on the Casio Group Code of Conduct, a risk
management system and whistleblower hotlines.
Casio Group Code of Conduct
Casio established the Casio Group Code of Conduct to make explicit its expectations that all executives and employees follow international
norms, laws and ordinances applicable in each country and region, as well as all company rules, and also act with high ethical standards
and good sense in their day-to-day work. On June 1, 2013, Casio revised the code for the first time in five years, in order to meet the
expectations of the international community and reflect changes in the surrounding environment including the issuance of ISO 26000, theinternational standard on social responsibility, in November 2010 and Casio’s joining the UN Global Compact in December 2010. Here are
the main revisions to the Code of Conduct.
1) Points concerning issues of high concern to the international community such as human rights, supply chain management, andanti-corruption were revised2) The respective roles of executives and employees were clearly stipulated3) Content was improved to indicate common policies that apply to the worldwide group
The revised Code of Conduct was prepared in Japanese, English, and Chinese, and is translated into other employee languages asnecessary. Education on the new code is carried out across the entire group, with the aim of further deepening understanding of its content.
Along with this education, a compliance questionnaire is conducted once every two years. The results and identified issues then are sharedgroup-wide to promote continued improvement.

Provisions of the Casio Group Code of Conduct
Ι. General Provisions
1. Purpose
2. Scope
3. ComplianceΙΙ. Code of Conduct
1. Enabling Value Creation
1-1. Provision of Products and Services Beneficial to Society
2. Fulfilling Our Corporate Social Responsibilities
2-1. Respect for Human Rights
2-2. Environmental Conservation
2-3. Sound Initiatives across the Entire Supply Chain
2-4. Harmony with Society
3. Building Customer Trust
3-1. Provision of Safety and Peace of Mind to Customers
4. Establishing Sound Workplaces4-1. Establishment of Employee-friendly Workplace Environments
5. Ensuring Correct Actions
5-1. Compliance with Laws
5-2. Prohibition of Bribery and Restrictions on Business Entertainment and Gift-giving
5-3. Fair Competition and Transactions

CASIO SUSTAINABILITY REPORT 201430

The revised Code of Conduct was prepared in Japanese, English, and Chinese, and is translated into other employee languages asnecessary. Education on the new code is carried out across the entire group, with the aim of further deepening understanding of its content.
Along with this education, a compliance questionnaire is conducted once every two years. The results and identified issues then are sharedgroup-wide to promote continued improvement.

Provisions of the Casio Group Code of Conduct
Ι. General Provisions
1. Purpose
2. Scope
3. ComplianceΙΙ. Code of Conduct
1. Enabling Value Creation
1-1. Provision of Products and Services Beneficial to Society
2. Fulfilling Our Corporate Social Responsibilities
2-1. Respect for Human Rights
2-2. Environmental Conservation
2-3. Sound Initiatives across the Entire Supply Chain
2-4. Harmony with Society
3. Building Customer Trust
3-1. Provision of Safety and Peace of Mind to Customers
4. Establishing Sound Workplaces4-1. Establishment of Employee-friendly Workplace Environments
5. Ensuring Correct Actions
5-1. Compliance with Laws
5-2. Prohibition of Bribery and Restrictions on Business Entertainment and Gift-giving
5-3. Fair Competition and Transactions
5-4. Prohibition of Insider Trading
5-5. Thorough Security Trade Control
5-6. Prohibition of Involvement with Anti-social Forces
5-7. Separation of Personal Affairs from Business
5-8. Information Protection
5-9. Protection and Utilization of Intellectual Properties
6. Building a Relationship of Trust with Society
6-1. Promotion of Communication with SocietyΙΙΙ. Maintenance
1. Establishment, Revision and Abolishment of this Code of Conduct
2. Reporting of Violations
3. Handling Violations

Casio Group Code of Conduct

Education and Awareness Raising
Education and Awareness Raising

Casio conducts e-learning on corporate social responsibility (CSR) once a year at group sites worldwide. The e-learning program in fiscal
2013 provided training for better understanding these areas: the corporate creed “Creativity and Contribution,” the Charter of Creativity for
Casio conducts e-learning on corporate social responsibility (CSR) once a year at group sites worldwide. The e-learning program in fiscal
Casio, which is the action value criteria for implementing the creed, and the Casio Code of Conduct. In the area of corporate social
2013 provided training for better understanding these areas: the corporate creed “Creativity and Contribution,” the Charter of Creativity for
responsibility, the training covered the importance and background of CSR, while seeking to foster better understanding of the UN Global
Casio, which is the action value criteria for implementing the creed, and the Casio Code of Conduct. In the area of corporate social
Compact, in which the Casio Group participates, as well as ISO 26000, which is the international guidance on social responsibility. The
responsibility, the training covered the importance and background of CSR, while seeking to foster better understanding of the UN Global
e-learning also emphasized the topics of respect for human rights and fair business practices in areas such as compliance with
Compact, in which the Casio Group participates, as well as ISO 26000, which is the international guidance on social responsibility. The
anti-corruption and anti-monopoly laws. Social expectations are high in these areas, and meeting them is important to the Casio Group.
e-learning also emphasized the topics of respect for human rights and fair business practices in areas such as compliance with
Casio will continue to improve the CSR literacy of employees while promoting the corporate creed, through group-wide education andanti-corruption and anti-monopoly laws. Social expectations are high in these areas, and meeting them is important to the Casio Group.
awareness raising activities.
Casio will continue to improve the CSR literacy of employees while promoting the corporate creed, through group-wide education and
CASIO SUSTAINABILITY REPORT 201431
awareness raising activities.

Risk management

2. Reporting of Violations
3. Handling Violations

Education and Awareness Raising
Casio conducts e-learning on corporate social responsibility (CSR) once a year at group sites worldwide. The e-learning program in fiscal
2013 provided training for better understanding these areas: the corporate creed “Creativity and Contribution,” the Charter of Creativity for
Casio, which is the action value criteria for implementing the creed, and the Casio Code of Conduct. In the area of corporate social
responsibility, the training covered the importance and background of CSR, while seeking to foster better understanding of the UN Global
Compact, in which the Casio Group participates, as well as ISO 26000, which is the international guidance on social responsibility. The
e-learning also emphasized the topics of respect for human rights and fair business practices in areas such as compliance with
anti-corruption and anti-monopoly laws. Social expectations are high in these areas, and meeting them is important to the Casio Group.
Casio will continue to improve the CSR literacy of employees while promoting the corporate creed, through group-wide education andawareness raising activities.

Risk management
Based on its Basic Risk Management Policies, Casio has built a system to manage risks efficiently. The company established the Risk
Management Committee as the steering body to implement management programs with an emphasis on compliance risk.
In the early stage of risk management, Casio identified 70 laws relating to its businesses and listed measures being taken to comply witheach law. Regarding laws where Casio had deficiencies relating to management cycle operation and documented practices, the committee
analyzed the importance of each risk based on the possibility of its occurrence and its potential impact on company management. Casio
implemented measures first to address the risks of higher importance, and developed a system to continue analyzing and addressing risks.
In fiscal 2011, Casio transferred the risk management function from the Risk Management Committee to the CSR Committee, and it
continues to implement this function.
Under risk management at Casio, departments with roles most closely associated with certain risks establish the necessary mechanisms toensure compliance and risk management. The Internal Audit Department then confirms these mechanisms through internal audits.
Accordingly, as of the end of fiscal 2011, the relevant departments have the necessary measures in place for management of all risks. Now,
however, Casio has changed its risk management implementation method. It is transitioning to a system whereby the Secretariat checks
new and revised laws and regularly monitors the risks identified so far, and confirms whether there are any deficiencies in management
cycle processes.
Risk management system

Business Continuity Plan (BCP) initiatives
In order to respond to emergencies with the resources of the company organization, Casio has created a Crisis Management Manual for
securing the safety of all employees, executives, and their families, preserving corporate assets. Sequential updates of the manual keep
pace with changes in the business environment, and the company is taking practical initiatives at the same time. Specifically, the following
measures have already been undertaken:
Implementation of regular evacuation drills and general lifesaving classes for employees
Distribution of emergency assistance kits to employees and additional disaster stockpiling
Disaster prevention drill with the local community and provision of an open area for a temporary evacuation site
However, in the Great East Japan Earthquake, which struck in March 2011, circumstances were encountered that far exceeded previous

CASIOexpectations.
SUSTAINABILITYREPORT 2014
Casio used the lessons learned to identify various points
32for improvement. These points were reflected in a largely-revised

Crisis Management Manual based on the premise of responding to a major earthquake with Tokyo at its epicenter. Casio also produced theDisaster Handbook for the families of its employees to deepen understanding of disaster countermeasures in the home and promote

Business Continuity Plan (BCP) initiatives
In order to respond to emergencies with the resources of the company organization, Casio has created a Crisis Management Manual for
securing the safety of all employees, executives, and their families, preserving corporate assets. Sequential updates of the manual keep
pace with changes in the business environment, and the company is taking practical initiatives at the same time. Specifically, the following
measures have already been undertaken:
Implementation of regular evacuation drills and general lifesaving classes for employees
Distribution of emergency assistance kits to employees and additional disaster stockpiling
Disaster prevention drill with the local community and provision of an open area for a temporary evacuation site
However, in the Great East Japan Earthquake, which struck in March 2011, circumstances were encountered that far exceeded previous
expectations. Casio used the lessons learned to identify various points for improvement. These points were reflected in a largely-revised
Crisis Management Manual based on the premise of responding to a major earthquake with Tokyo at its epicenter. Casio also produced theDisaster Handbook for the families of its employees to deepen understanding of disaster countermeasures in the home and promotedisaster readiness.
Together with the initiatives above, Casio is working to enhance its business continuity plan (BCP). In the event of an emergency thatinterrupts business operations, such as a major earthquake with an epicenter in the Tokyo area, the plan outlines measures for the rapid
confirmation of executive and employee whereabouts and well-being, as well as damage conditions, and the quick recovery andmaintenance of operations. This mechanism is focused on Casio’s global supply chain. For example, if the headquarters suffers a disaster,an emergency headquarters is set up at the appropriate key site, based on a priority determined in advance. Under the direction of theheadquarters, the aim is to minimize damage by continuing to provide products and services to customers worldwide based on limited
resources. Through rapid restoration of business operation, the confidence of business partners and customers is maintained.

Information system disaster response measures
With the risk of power interruptions following the Great East Japan Earthquake that struck in March 2011, disaster response
measures are more important than ever before. In addition to an internal data center, Casio utilizes a secure external data center thatfeatures seismic construction and self-contained power generation.
As a measure to reduce disaster risk, Casio finished moving all its important servers, including those for mission-critical tasks, toexternal data centers and established an environment that can continue to operate even after a disaster. It also moved its e-mailsystem, an important means of communication, to an external provider.
The company also performs disaster drills in conjunction with the group-wide business continuity plan.

Information security
Casio is aware of its important social responsibility to maintain the security of information that it collects from customers and otherstakeholders in relation to its business activities. Casio has established Information Security Rules and implemented regular education for
employees to continuously raise awareness of information security and ensure the implementation of safety measures.

33

CASIO SUSTAINABILITY REPORT 2014

external data centers and established an environment that can continue to operate even after a disaster. It also moved its e-mailsystem, an important means of communication, to an external provider.
The company also performs disaster drills in conjunction with the group-wide business continuity plan.

Information security
Casio is aware of its important social responsibility to maintain the security of information that it collects from customers and otherstakeholders in relation to its business activities. Casio has established Information Security Rules and implemented regular education for
employees to continuously raise awareness of information security and ensure the implementation of safety measures.
As an important measure, Casio has established a system for prioritizing the protection of personal information, haspublicly disclosed its Privacy Policy on its website, and is striving to handle personal information safely andappropriately. In December 2005, Casio Computer Co., Ltd., obtained Privacy Mark*1 certification and has maintained
it since.
In November 2007, Casio’s Information System Department obtained information security management system
certification (ISO 27001).*2 The aim of applying for certification was to evaluate fulfillment of responsibility by thedepartment, which takes care of information assets for the entire company. Since then, Casio has made continual improvements using the
PDCA cycle. The fitness and effectiveness of Casio’s information security management system was again evaluated with a certification
renewal audit in January 2014.
*1 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 and permitted to display thePrivacy Mark.
*2 A program whereby a company establishes a system for using, maintaining, and protecting information within the applicable scope (e.g.,business, locations) based on international standards for information security management systems, and a certification body conducts audits ofthe system and issues certifications.

Whistleblower Hotline
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 all of its internal and external contact points.
Operating on a basis of impartiality, the hotline follows up on all whistleblower reports and consultations, and takes resolute measuresagainst any improper behavior discovered. Effort is put into preventing issues before they grow into real problems.
In fiscal 2014, the hotline received six calls. The whistleblowers were interviewed, details were investigated, and corrective measures weretaken. The issues were resolved with the whistleblowers’ understanding. The company will continue to watch for any latent problems andstrive to improve its corporate culture.
To ensure thorough hotline awareness, Casio will strive to further increase employee understanding in fiscal 2015, with an intranet site
dedicated to information on whistleblower protection.
Fiscal 2014 Report Details
4 power harassment
2 ethics issue reported
Whistleblower Hotline

CASIO SUSTAINABILITY REPORT 201434

Fiscal 2014 Report Details
4 power harassment
2 ethics issue reported
Whistleblower Hotline

Export control
Export control, or security trade control, aims to maintain international peace and security. It involves regulations on the export of goods andtechnology that could be diverted for the development of weapons of mass destruction or other weaponry. The regulations are designed toprevent such goods and technology from reaching 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 sureproper measures are taken to ensure the security of exports. The program has since been continually updated along with changes in theJapanese Export Control Regulation.
Casio has appointed employees responsible for export control in relevant departments as part of an internal system to ensure observanceof the program.
As the Exporter Compliance Standards took effect in April 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 group companies in Japan.
Casio has also established a management system for complying not only with Japanese export laws but also with US Export Administration
Regulations. The company is working to improve global export management, including the implementation of export management training infiscal 2013, at group companies in the UK and Germany, and in fiscal 2014 at a group company in the US.

Initiatives for compliance with fair trade and advertising laws
In order to promote proper transactions 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. The sales offices of Casio Computer Co., Ltd., in Japan are strengthening their measures toensure compliance with these laws.
Since 2011, Casio has distributed a Sales Compliance Card to all employees involved in sales in Japan as a tool to promote appropriate
and fair competition and trade. These employees are required to carry the card. When the company revised the card in September 2013, it
expanded the distribution to include employees engaged in sales outside Japan in an effort to ensure understanding and familiarity with faircompetition and trade. In addition to the Charter of Creativity for Casio and excerpts from the Casio Group Code of Conduct, the card
contains a compliance test, as well as contact information for a consultation service, and the number for the Whistleblower Hotline.
Whenever a salesperson is in doubt over a course of action during daily sales activities, he or she can quickly perform a self-assessment or
consult with a knowledgeable expert.
A dedicated department regularly conducts internal inspections to make sure there are no actions being taken that could conflict withJapan’s Antitrust Act or the Designation of Unfair Trade Practices published by the Fair Trade Commission, as a way of monitoring
compliance with competition laws. Casio also strives to provide appropriate product information by checking product catalogues andpromotional materials based on relevant laws such as Japan’s Act against Unjustifiable Premiums and Misleading Representations andcompany rules, and corrects any expressions that could be misleading to customers. The timepiece division in particular has a committee on
product information composed of relevant persons from within the company. The committee leads efforts that help make the wording ofproduct information more appropriate, using tools such as a specialized glossary.

35

CASIO SUSTAINABILITY REPORT 2014

Additionally, the overseas sales department of Casio Computer Co., Ltd., has made it mandatory for all employees who transfer into thedepartment to receive training on competition law overall and the prohibition on bribing foreign bureaucrats. The department has

Casio has also established a management system for complying not only with Japanese export laws but also with US Export Administration
Regulations. The company is working to improve global export management, including the implementation of export management training infiscal 2013, at group companies in the UK and Germany, and in fiscal 2014 at a group company in the US.

Initiatives for compliance with fair trade and advertising laws
In order to promote proper transactions 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. The sales offices of Casio Computer Co., Ltd., in Japan are strengthening their measures toensure compliance with these laws.
Since 2011, Casio has distributed a Sales Compliance Card to all employees involved in sales in Japan as a tool to promote appropriate
and fair competition and trade. These employees are required to carry the card. When the company revised the card in September 2013, it
expanded the distribution to include employees engaged in sales outside Japan in an effort to ensure understanding and familiarity with faircompetition and trade. In addition to the Charter of Creativity for Casio and excerpts from the Casio Group Code of Conduct, the card
contains a compliance test, as well as contact information for a consultation service, and the number for the Whistleblower Hotline.
Whenever a salesperson is in doubt over a course of action during daily sales activities, he or she can quickly perform a self-assessment or
consult with a knowledgeable expert.
A dedicated department regularly conducts internal inspections to make sure there are no actions being taken that could conflict withJapan’s Antitrust Act or the Designation of Unfair Trade Practices published by the Fair Trade Commission, as a way of monitoring
compliance with competition laws. Casio also strives to provide appropriate product information by checking product catalogues andpromotional materials based on relevant laws such as Japan’s Act against Unjustifiable Premiums and Misleading Representations andcompany rules, and corrects any expressions that could be misleading to customers. The timepiece division in particular has a committee on
product information composed of relevant persons from within the company. The committee leads efforts that help make the wording ofproduct information more appropriate, using tools such as a specialized glossary.
Additionally, the overseas sales department of Casio Computer Co., Ltd., has made it mandatory for all employees who transfer into thedepartment to receive training on competition law overall and the prohibition on bribing foreign bureaucrats. The department hascontinuously implemented this training.
Casio Sales Compliance Card (revised version)

Corruption Prevention Initiatives
Based on ISO 26000, the international guidance standard for social responsibility, from 2012 to 2013 Casio took stock of the main CSR
challenges facing each group company in and outside Japan, assessing and analyzing the status of their initiatives. The issue that rose to
the surface as a challenge warranting priority attention alongside respect for human rights was fair business practices–in other words,
corruption prevention initiatives.
The Casio Group Code of Conduct prohibits bribery, and recently Casio specifically developed Guidance on the Prohibition of Bribery. This
guidance articulates a basic philosophy for group companies, making it clear that bribery inhibits sustainable social development.
Additionally, Casio headquarters encourages group companies outside Japan to produce local rules and manuals in an effort to strengthen
systems for the prohibition of bribery throughout the group.

CASIO SUSTAINABILITY REPORT 201436

Evaluation: All targets met,

: Most targets met,

: Remaining issues outweigh results,: No progress madeManagement
FY2014 Targets & Plans

FY2014 Performance

After considering changes in the group’sbusiness environment, analyze risks
relating to compliance, confirm
mechanisms as indicators of riskmaterialization and implement measures
as necessary.

After surveying the current situation forlegal violation risk and considered thepotential of risk occurrence, identified
three themes for important
countermeasures and implemented
monitoring. Indicated improvements for
one theme.

Based on the revised Casio Group
Code of Conduct, implement CSR
education with the aim of thoroughly
raising CSR awareness across theentire Casio Group.

Revised the Casio Group Code of
Conduct in June 2013. Conductededucation within the group using
contents in Japanese and translations
into English and Chinese with the aim ofraising awareness of the Code.

Promote continuous application of
security management adapted tochanges in the business.

Reconsidered safety measures related
to confidentiality and implemented
revisions to information security rules.

Promote ongoing IT-BCP drills andeducation.

Evaluation

FY2015 Targets & Plans

Encourage the formulation of local rules
at group sites outside Japan using thecorruption prohibition guidance issued
by Casio as a guideline.
In Japan, survey the group again toascertain the situation of compliancerisk and implement monitoring.
Continue to conduct CSR education
with the aim of raising awareness of the
Casio Group Code of Conduct.

Strengthen the group's information
security governance and promote
related safety measures.
Promote ongoing IT-BCP drills andeducation.

Established an IT-BCP and provided
education for relevant persons.
Established a response procedure andconducted several drills.

Customers
FY2014 Targets & Plans

FY2014 Performance

Evaluation

FY2015 Targets & Plans

Establishing systems that conform tosafety laws and regulations.

Improved safety reviews for new models
and important safety parts.

Establishing systems that conform tosafety laws and regulations.

Reduce quality problems by focusing on
new technology.

Prevented recurrences of problems bysharing information on past problems.

Reduce quality problems by focusing on
new technology.

Prioritize management of product quality
as an integral part of overseas business Developed overseas quality information.
expansion.

Prioritize management of product quality
as an integral part of overseas businessexpansion.

Continue to improve customer
satisfaction based on the customer
satisfaction questionnaire.

Put into operation an online system forsearching the status of repair progress.
Implemented revisions in the charges
for watch repairs.

Continue to improve customer
satisfaction and convenience based on
the customer satisfaction questionnaire.

Improve watch content on the customer
support website.

Published watch glossary contents.
Published video content on setting thetime.
Published content on assessing Tough
Solar model failures.

Establish a technical support center in
Dubai to provide after-sales service tothe Middle East and Africa.

Improve customer satisfaction throughsurveys on the quality of telephonemanners of Casio and other companies,
and results analysis.

Promoted improvements after
conducting and analyzing the results ofsurveys on the quality of telephonemanners.

Reform the customer support centersystem to increase customer
satisfaction and improve work.

37

CASIO SUSTAINABILITY REPORT 2014

Promote ongoing IT-BCP drills andeducation.

related safety measures.
Promote ongoing IT-BCP drills andeducation.

Established an IT-BCP and provided
education for relevant persons.
Established a response procedure andconducted several drills.

Customers
FY2014 Targets & Plans

FY2014 Performance

Evaluation

FY2015 Targets & Plans

Establishing systems that conform tosafety laws and regulations.

Improved safety reviews for new models
and important safety parts.

Establishing systems that conform tosafety laws and regulations.

Reduce quality problems by focusing on
new technology.

Prevented recurrences of problems bysharing information on past problems.

Reduce quality problems by focusing on
new technology.

Prioritize management of product quality
as an integral part of overseas business Developed overseas quality information.
expansion.

Prioritize management of product quality
as an integral part of overseas businessexpansion.

Continue to improve customer
satisfaction based on the customer
satisfaction questionnaire.

Put into operation an online system forsearching the status of repair progress.
Implemented revisions in the charges
for watch repairs.

Continue to improve customer
satisfaction and convenience based on
the customer satisfaction questionnaire.

Improve watch content on the customer
support website.

Published watch glossary contents.
Published video content on setting thetime.
Published content on assessing Tough
Solar model failures.

Establish a technical support center in
Dubai to provide after-sales service tothe Middle East and Africa.

Improve customer satisfaction throughsurveys on the quality of telephonemanners of Casio and other companies,
and results analysis.

Promoted improvements after
conducting and analyzing the results ofsurveys on the quality of telephonemanners.

Reform the customer support centersystem to increase customer
satisfaction and improve work.

Promote further diversification of China
concentration risk, by starting thesecond phase of the new plant inThailand.
Promote an overall approach for the
ASEAN region.

Completed construction on the new
third plant in Thailand.
Improved systems in hardware (IT tools
and production equipment).

Promote further diversification of China
concentration risk.
Move forward with the creation ofsystems in software.

Suppliers
FY2014 Targets & Plans

FY2014 Performance

Continue to implement CSR
questionnaires in and outside Japan,
including questions on policies to avoid
the use of conflict minerals.

Continued to implement CSR
questionnaires in and outside Japan.
Received replies from 256 companies inJapan, a 99% response rate (a recordhigh).
Received replies from 182 companies in
China and Thailand, a 100% response
rate.

Continue implementing CSR
questionnaires in and outside Japan.
Reconsider questions onquestionnaires used outside Japan.
(Unify with questions used in Japan,
except for those concerning laws andregulations only found outside Japan.)Ensure application of PDCA
management cycles for onsite
inspection of CSR performance at
suppliers outside Japan.

Conducted onsite inspections at 10
companies in China. Have covered 66%
of suppliers on a trade value basis overfour years.
Restarted a CSR promotion project that
had been suspended after flooding in
Thailand, and conducted onsite audits
at four companies. Have covered 50%
of suppliers on a trade value basis.
Issued audit reports after conducting
audits to share issues with suppliers.

Continue and expand onsite inspectionsof CSR performance at suppliers
outside Japan.
With respect to onsite audits, cover
70% of suppliers in China on a tradevalue basis.

Share various CSR performance issues
with suppliers at supplier meetings.
(e.g., avoidance of conflict minerals in
2013)

Explained Casio's approach and policy
for addressing conflict minerals, andrequested cooperation in surveys to be
conducted at a later date.

CASIOEmployees
SUSTAINABILITY REPORT 2014
FY2014 Targets & Plans• Strengthen training system for38

FY2014 Performance• Strengthened training system for

Evaluation

FY2015 Targets & Plans

Share issues with suppliers at suppliermeetings.
• Avoidance of conflict minerals• Share CSR performance issues andknow-how

Evaluation

FY2015 Targets & Planssecond phase of the new plant in
Promote further diversification of China
Thailand.
concentration risk, by starting thePromote an overall approach for thesecond phase of the new plant in
ASEAN region.
Thailand.
Promote an overall approach for the
ASEAN region.
Suppliers

third plant in Thailand.
Improved systems in hardware (IT tools
Completed construction on the newand production equipment).
third plant in Thailand.
Improved systems in hardware (IT tools
and production equipment).

FY2014 Targets & Plans

FY2014 Performance

Suppliers
FY2014 Targets & Plans
Continue to implement CSR
questionnaires in and outside Japan,
including questions on policies to avoid
Continue to implement CSR
the use of conflict minerals.
questionnaires in and outside Japan,
including questions on policies to avoid
the use of conflict minerals.

Ensure application of PDCA
management cycles for onsite
inspection of CSR performance at
Ensure application of PDCA
suppliers outside Japan.
management cycles for onsite
inspection of CSR performance at
suppliers outside Japan.

Share various CSR performance issues
with suppliers at supplier meetings.
(e.g., avoidance of conflict minerals in
Share various CSR performance issues
2013)with suppliers at supplier meetings.
(e.g., avoidance of conflict minerals in2013)
Employees
FY2014 Targets & Plans
Employees• Strengthen training system for
FY2014& Plans Japan.
employees
to beTargets
posted outside(establish and implement executive• Strengthen training system fortraining)
employees to be posted outside Japan.
(establish and implement executive
training)• Construct role standards for
employees posted outside Japan.
• Establish education for locally hired• Construct role standards for
executives at overseas group
employees posted outside Japan.
companies.
companies.
• Establish education for locally hired• Improve nationality diversity by•executives
Improve nationality
diversity
at overseas
group byactively employing outstanding foreign
actively employing outstanding foreign
students studying in Japan.
students studying in Japan.

concentration risk.
Move forward with the creation of
Promote further diversification of China
systems in software.
concentration risk.
Move forward with the creation ofsystems in software.
Evaluation

FY2015 Targets & Plans

Continue implementing CSR
Continued to implement CSR
FY2014
Performance
Evaluation questionnaires
FY2015inTargets& Plans
and outside
Japan.
questionnaires
in andoutside Japan.
Reconsider questions on
Received replies from 256 companies inContinue implementing CSR
Continued to implement CSR
questionnaires used outside Japan.
Japan, a 99% response rate (a record
questionnaires in and outside Japan.
questionnaires in and outside Japan.
(Unify with questions used in Japan,high).
Reconsider questions on
Received replies from 256 companies in
except for those concerning laws andReceived replies from 182 companies inquestionnaires used outside Japan.
Japan, a 99% response rate (a record
regulations only found outside Japan.)
China and Thailand, a 100% response(Unify with questions used in Japan,high).
rate.
except for those concerning laws andReceived replies from 182 companies inregulations only found outside Japan.)
China and Thailand, a 100% response
Continue and expand onsite inspections
Conducted onsite inspections at 10
rate.
of CSR performance at suppliers
companies in China. Have covered 66%
outside Japan.
of suppliers on a trade value basis overContinue and expand onsite inspections
Conducted onsite inspections at 10
With respect to onsite audits, coverfour years.
of CSR performance at suppliers
companies in China. Have covered 66%
70% of suppliers in China on a trade
Restarted a CSR promotion project thatoutside Japan.
of suppliers on a trade value basis overvalue basis.
had been suspended after flooding inWith respect to onsite audits, coverfour years.
Thailand, and conducted onsite audits
70% of suppliers in China on a trade
Restarted a CSR promotion project thatat four companies. Have covered 50%
value basis.
had been suspended after flooding inof suppliers on a trade value basis.
Thailand, and conducted onsite audits
Issued audit reports after conducting
at four companies. Have covered 50%
audits to share issues with suppliers.
of suppliers on a trade value basis.
Share issues with suppliers at supplierIssued audit
reports
after conducting
Explained
Casio's
approachand policy
meetings.
auditsto share conflictissues with
suppliers.
foraddressing
minerals,and• Avoidance of conflict minerals
Share issues with suppliers at supplierrequested cooperation in surveys to be• Share CSR performance issues andExplained Casio's approach and policy
meetings.
conducted at a later date.
know-howfor addressing conflict minerals, and• Avoidance of conflict minerals
requested cooperation in surveys to be• Share CSR performance issues andconducted at a later date.
know-how
FY2014 Performance• Strengthened training system for
FY2014
Performance
employees
to be posted
outside Japan;
planned and provided training for• Strengthened training system forpresidents of companies outside Japan.
employees to be posted outside Japan;• Provided overseas site management
planned and provided training forskills training for senior management.
presidents of companies outside Japan.
• Provided intercultural management• Provided overseas site management
skills training.
skills training for senior management.
• Adopted risk management training.
• Provided intercultural management• Provided life support seminars.
skills training.
• Provided education seminar for• Adopted risk management training.
children• Provided life support seminars.
• Provided pre-departure language• Provided education seminar for
training.
children• Established plans to strengthen• Provided pre-departure language
pre-departure training of management
training.
staff headed outside Japan.
• Established plans to strengthen
pre-departure training of management• Finished constructing role standards
staff headed outside Japan.
for employees posted outside Japan.
• Established a draft plan of an• Finished constructing role standards
educational system for locally hired
executives
at overseas
group Japan.
for employees
posted outside
executives at overseas groupcompanies.
• Established a draft plan of ancompanies.
•educational
Hired new graduates
diversesystem for of
locally
hired• Hired new graduates of diverse
nationalities (six countries besides
nationalities (six countries besides
Japan).
Japan).
Female employees
Female employees• Expanded and provided a mentor• Expanded and provided a mentor
system.
system.
• Matched the ratio of male to female• Matched the ratio of male to female
outstanding general employees with theoutstanding general employees with thegender ratio for all company
39 employees.
gender ratio for all company employees.
• Made a reinstatement interview• Made a reinstatement interview
system mandatory.
system mandatory.

Evaluation

FY2015 Targets & Plans

Evaluation

FY2015 Targets & Plans• Implement measures to strengthen the
global mindset of employees in Japan.
(Spread awareness of the definition of• Implement measures to strengthen the
global human resources by posting it on
global mindset of employees in Japan.
the company intranet, and provide(Spread awareness of the definition oftraining to company leaders designed to
global human resources by posting it on
mimic intercultural experiences.)the company intranet, and provide• Implement measures to strengthen the
training to company leaders designed tohuman resources systems at overseas
mimic intercultural experiences.)group companies.
• Implement measures to strengthen the(Hold global human resources
human resources systems at overseas
meetings, and check, share, and offergroup companies.
guidance on revising each company's(Hold global human resources
HR programs.)
meetings, and check, share, and offer
guidance on revising each company's
HR programs.)

Female employees
Female employees• Measure effects of reinstatement• Measure effects of reinstatement
interview system.
interview system.
• Disseminate company-wide evaluation• Disseminate company-wide evaluation
guidelines for persons working shorter
guidelines for persons working shorter
hours.CASIO SUSTAINABILITY REPORT 2014
hours.
• Survey awareness related to active• Survey awareness related to activeroles played by women.
roles played by women.
• Reconsider action plan.

companies.
• Improve nationality diversity byactively employing outstanding foreign
students studying in Japan.

Launch and promote a diversity project
Female employees• Strengthen the mentor system.
• Start women engineers meetings.
• Match the male-female ratio for
executive appointment with that foroutstanding general employees
Non-Japanese.
• Improve nationality diversity throughactive hiring of outstanding foreign
students studying in Japan.
Persons with disabilities• Achieve the legally mandated
employment rate for consolidated groupcompanies in Japan.
• Maintain the employee follow-up
system.
Seniors• Continue to provide rehiring
opportunities to employees who havereached mandatory retirement age.
• Start new initiatives to further promote
active roles for seniors.

executives at overseas groupcompanies.
• Hired new graduates of diverse
nationalities (six countries besides
Japan).
Female employees• Measure effects of reinstatement
interview system.
• Disseminate company-wide evaluation
guidelines for persons working shorter
hours.
• Survey awareness related to activeroles played by women.
• Reconsider action plan.
• In the medium term, match the ratio ofmale to female executive appointmentswith the gender ratio of all company
employees.

Female employees• Expanded and provided a mentor
system.
• Matched the ratio of male to female
outstanding general employees with thegender ratio for all company employees.
• Made a reinstatement interview
system mandatory.
• Established and disseminatedevaluation guidelines for persons
working shorter hours.

Persons with disabilities• Raised the rate from 1.84% to 1.95%
for the consolidated Casio Group in
Japan.
• Participated in recruitment fairs
organized by the Public Employment
Security Office and actively hired
persons with disabilities.
• Strengthened the employee follow-up
system.
• Reconsidered safe working
environments.

Persons with disabilities• Achieve the legally mandated
employment rate for consolidated groupcompanies in Japan.
• Expand active hiring practices.
• Maintain the employee follow-up
system
• Implement measures to increase
understanding of persons withdisabilities in the workplace.
Non-Japanese• Respond to the needs of Muslims at
company facilities.
• Make self-development plan for
non-Japanese employees.
• Support applications for work
permission.
• Establish leave system for
non-Japanese employees to visit theirhome countries.

Non-Japanese• Interviewed employees with
non-Japanese nationalities.
• Internationalized cafeteria menu
descriptions (English descriptions andingredient marks)
Seniors• Continued to provide rehiring
opportunities with appropriate treatment
to employees who have reachedmandatory retirement age.
• Launched a Second Career Working
Group as part of the Diversity Project.
Started considering measures tofacilitate seniors' active contributions.

Seniors• Continue to provide rehiring
opportunities to employees who havereached mandatory retirement age• In the Second Career Working Group,
make proposals regarding seniors'
active contributions, and formulate andimplement measures.

Maintain percentage of eligible
Maintained percentage of eligible
employees taking childcare leave above employees taking childcare leave above
90%.
90%.

Maintain percentage of eligible
employees taking childcare leave above
90%.

Establish new measures and improve
activities with the aim of further
reducing overtime work.

Established measures to further reduce
overtime work company-wide.

Reduce company-wide overtime workby 10%.

Ensure thorough follow-up measures(target 80% implementation rate) for
those with high-risk results.

Ensured thorough follow-up measures(79% implementation rate) for thosewith high-risk health checkup results.

Ensure thorough follow-up measures(target 80% implementation rate) for
those with high-risk health checkup
results.

Promote the program at the Casio
headquarters in Hatsudai.

Held a stop smoking seminar at theheadquarters in Hatsudai (attended by
161 people).

Conduct a stop smoking support
program at the Hachioji R&D Center.

Local communities
FY2014 Targets & Plans

CASIO SUSTAINABILITY REPORT 2014

Boost nationwide roll-out of activities bycontinuing to promote the programs foreducating the next generation.

FY2014 Performance
Expanded scope of activities to include
40
Fukushima, Aichi, Osaka, and Shiga,
and provided learning opportunities to a
total of 13,369 people.

Evaluation

FY2015 Targets & Plans
Boost nationwide roll-out of activities bycontinuing to promote the programs foreducating the next generation.

Promote the program at the Casio
headquarters in Hatsudai.

Held a stop smoking seminar at theheadquarters in Hatsudai (attended by
161 people).

Conduct a stop smoking support
program at the Hachioji R&D Center.

Local communities
FY2014 Targets & Plans

FY2014 Performance

Boost nationwide roll-out of activities bycontinuing to promote the programs foreducating the next generation.

Expanded scope of activities to include
Fukushima, Aichi, Osaka, and Shiga,
and provided learning opportunities to a
total of 13,369 people.

Continue to support cutting-edge
science and technology research.

Presented 38 research grants totaling
50 million yen through the Casio
Science Promotion Foundation.

Continue to provide assistance forvictims of the Great East Japan
Earthquake, with a focus on helping
children orphaned by the earthquakeand ensuring adequate emotional carefor children and school students
affected by the earthquake..

Continued supporting the Ashinaga
Great East Japan Earthquake andTsunami Orphans Fund, conducted aschool visit program in the afflicted
areas, and engaged in volunteer efforts
to help rehabilitate farm land.

41

Evaluation

FY2015 Targets & Plans
Boost nationwide roll-out of activities bycontinuing to promote the programs foreducating the next generation.

Continue to support cutting-edge
science and technology research.

CASIO SUSTAINABILITY REPORT 2014

Casio is recognized by the market for its commitment to treating customers right. The company constantly
strives to ensure its business management is worthy of customer confidence.

Product Development and Design Initiatives

Intellectual Property Initiatives

Casio develops products with new value andhelps create new cultural phenomena.

Casio implement proactive intellectual
property programs in accordance with its

Casio's product development concept is
simple: going from "0" to "1."Moremanagement strategy, aiming to protect its
business and increase profit.
More

Activities to Improve Customer Satisfaction

Quality Assurance

Casio has established an organization
dedicated to customer satisfaction which
reports directly to the president and ispursuing greater customer satisfaction byimplementing its basic policy consisting of
three major customer satisfaction initiatives.
More

In order to maintain the confidence ofcustomers and ensure the reliability of its
products, Casio takes an integrity-based
approach to constant quality improvement.
More

Customer Support Center: Ensuring Customer
Satisfaction

Providing Support Information/Repair Service
To please customers and ensure their peaceof mind when using its products, Casio is

Deeply valuing long-term relationships withworking to improve its system for providing
customer support information, while
enhancing the service skills of its staff.

customers, Casio strives to improve the skillsof support employees and uses customer
feedback in the development of products andMoreservices.
More

Stable Supply of Products
Casio is working to strengthen its global
supply chain to meet rising product demand.
More

CASIO SUSTAINABILITY REPORT 201442

Casio aims to develop products that meet the latent needs of customers. To do this the company isconstantly improving its ability to generate new ideas.
Casio’s primary objective is to make products that work reliably in any environment, and can always be usedwith safety. From the initial engineering phase to the release of the final product, Casio takes great pains toensure there are no compromises on manufacturing quality.
Development（Product Planning / Design）
Thinking like a customer
Throwing off existing preconceptions, Casio generates new ideas by taking the perspective of
those that will use its products.
One example is the pomrie stamp maker, used to make original stamps. It is a new product basedon an idea from female product designers. They carried out many surveys and studies on thesurging Japanese hobby craft market to develop the product. As a communication tool that
expresses feelings instead of words, the pomrie stamp maker has gained broad popularity withmany women who enjoy crafts.

pomeieAnother product created out of the desire to take on new challenges with new ideas is theLogosease two-way radio, which enables underwater conversations. The product development
began with the simple question, “Why shouldn’t we be able to talk underwater?” Using ultrasonicand bone conduction technologies, the Logosease serves as an underwater wirelesscommunication device for recreational diving.

Logosease

Product development incorporates insights from the classroom
Nearly every year since 2007, Casio has invited teachers from outside Japan who are passionate
about mathematics education and research to a Global Teachers Meeting held at its Hamura R&D
Center. The purpose of these meetings is to contribute to the development of mathematics
education by incorporating the perspectives of teachers with real-world insights from theclassroom into Casio products. The overarching goal is to provide products that are optimallysuited to the diverse educational settings worldwide.
In 2013, the participants had a lively discussion about features and specifications that would makecalculators easier to use, make math easier to teach, and deepen students’ understanding. Much

Global Teachers Meeting 2013of the focus was on the standard scientific calculators made by Casio and used in many countries
around the world. The teachers’ views helped to shape the development of the new features andspecifications of the ClassWiz series of next-generation standard scientific calculators that was
launched in China in July 2014. Already earning high ratings from customers, the ClassWiz series
will be rolled out gradually to contribute to the development of mathematics education worldwide.

ClassWiz series fx-991CN-X for
China

43

CASIO SUSTAINABILITY REPORT 2014

Not just color, but also a variety of materials and textures
Casio uses a product design technique called “CMF” for color, material, and finish. In order tocreate a rich product variety, it is vital not only to offer different colors, but also different material
textures and surface finishes. This approach gives each single product model broad
expressivity.
For example, the shock-resistant G-SHOCK line of watches offers models that evoke the look andtexture of metal used for many years in harsh environments. The exterior parts have a special
finish. After goldcoloredion-plating, black ion-plating is applied on top, and then some of the black
layer is removed. This gives a unique aged look and a vintage appeal to the watch. In addition,
metal is used for the side buttons to symbolize toughness. Gold color is applied to these buttons,
the crown, the solid lines that delineate the inset dials, the hands, and the three-dimensional
numerals. All this maximizes the feel of quality.
For watches, this technique is used not just for the hands and dial, but also for the watchband,
giving products strong individuality. The diversity of the lineup allows people to express
themselves more freely with their choice of watch. This is the kind of value that Casio aims toprovide.
Going beyond universal design to human-centered design
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 as part of the product’s
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. Throughrepeated evaluation and verification, Casio works to develop highly desirable products.
The V-T500 series of tablet terminals was developed to provide support in a variety of businessenvironments. They feature a user-replaceable, high-capacity rechargeable battery for long hoursof operation, and a SAM slot to support a higher level of security. The tablets can also withstanddrops from one meter, are dust and splash-proof (IP54 compliant), and can operate intemperatures ranging from -20°C to 50°C. The V-T500 series offers outstanding grip-ability for
comfortable operation even in the rain or other environments where objects become slippery.
This performance is based on the testing and evaluation of multiple exterior designs, including araised frame around the screen and hand-gripping grooves on the back of the device.

Technology
Technological expertise is needed to turn an innovative idea into a new product.
Utilizing its five core technologies, Casio creates products that were not possible before.

Durability
Tough construction to withstand harsh environments
Casio continues to focus on durability so that customers can enjoy its products for many years.
As one technique for increasing shock resistance, Casio mounts a strong metal plate on the backof its display panels to increase strength and prevent warping. By also placing a shockabsorbing cushion between the display panel and its casing, any external shock is mitigated anddestruction of the LCD is prevented. Tough Casio calculators also offer splash-resistant anddust-resistant performance, and are used in outdoor work such as civil engineering surveying.

CASIO SUSTAINABILITY REPORT 2014

44

Business support Tablet terminal
V-T500Digital technologies
High-speed image processing delivers a wide range of expression instantly
The “EXILIM Engine HS, Ver.3 ADVANCE” is a highspeed image processing engine that quickly
and smoothly performs all the image processing right from digital camera startup. By
simultaneously operating dual CPUs and two parallel image processors, this unique image
processing engine offers high-speed operation.
One feature enabled by this technology is the world’s first dual combination bracketing function.*With just one press of the shutter button, the camera shoots nine images while automaticallyvarying a pair of parameters, such as focus and aperture, or white balance and brightness, inthree stages. Setting the user free from complicated settings, this feature makes it possible toshoot stunning photos and realize new possibilities for expression not seen before.
*For a bracketing function encompassing two kinds of parameters like white balance andbrightness for a digital camera with a built-in lens. (As of November 14, 2013; based on a Casio
survey.)Energy saving
New concept for highly efficient solar cells
With regular solar-powered analog watches, the solar cells are arranged linearly in six sections.
This is because it is necessary to have multiple cells in a series to ensure the necessary voltage.
The disadvantage of this design is that the cell providing the least power impacts the entire series.
When the shadow from the watch hand falls on one cell, the upper limit of power generation for
the entire series is lowered.
Overcoming this, Casio developed a high-output solar cell with blocked-light distribution. By
arranging the cells in a spiral and distributing the hand shadow over multiple cells, the decreasein power generation is minimized. This ensures efficient and stable power. This energy-saving
technology enabled more freedom in watch designs and improved functions.

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CASIO SUSTAINABILITY REPORT 2014

Casio is actively promoting intellectual property activities in line with its management strategy throughcooperation between its R&D and business divisions. Based on these activities, the company aims to protect
its businesses, and contribute to corporate profitability.
Policies for promotion of intellectual property activities
Casio takes a medium- to long-term perspective in order to increase its technology management ability, and is systematically promoting
research and development for the creation of future business. While recognizing R&D results as intellectual property, Casio is taking steps
to ensure that they are properly managed and utilized in order to secure profits. Casio places importance on intellectual property as animportant measure of corporate value. In order to effectively promote intellectual property activities, Casio has set the following goals forpromoting intellectual property activity, and implements them group-wide for effective utilization of intellectual property.

Intellectual property goals
Casio is working to increase its intellectual property capacity using the following goals.
▪ Increase the intellectual property capacity of Casio▪ Protect technology and products globally with strong intellectual property capacity▪ Guarantee creative technology and product development through strong intellectual property capacity

Role of the Intellectual Property Department
Since its founding, Casio has worked to develop innovative new technologies and products that are completely original and have neverexisted before. The protection of these development results through the creation of intellectual property rights is vital to ensuring corporate
competitiveness. At the same time, protecting Casio brands and designs from counterfeiting by securing intellectual property rights is also
an important activity for the company.
The Intellectual Property Department aims to secure intellectual property rights on a global level. Its role is to utilize patent, design, andtrademark rights in order to help establish competitive advantage for corporate management.
The center also broadly manages intellectual property (rights) such as copyrights and trade secrets as well as general intangible properties,
while signing contracts with third parties and resolving disputes.

Intellectual property activities
Casio implements various intellectual property activities. Casio actively utilizes the intellectual property that it has accumulated over theyears, and carries out activities to protect its businesses. The company conducts ongoing R&D necessary for sustained growth, and has
put in place various systems for producing new intellectual property.

1. Patent application and rights acquisition activities
Casio constructs patent nets based on patent application and registration in priority fields (selection and concentration), and actively
promotes activities for the acquisition of effective patents based on quality improvement. The company carries out patent application andrights acquisition activities worldwide, including in the USA, China, South Korea, Taiwan, and other Asian countries.

CASIO SUSTAINABILITY REPORT 201446

Global patent portfolio

2. Intellectual property rights utilization
In addition to securing intellectual property rights for its inventions and other proprietary developments, Casio works to ensure freedom of
operations by preventing legal claims from other companies and earns profits by licensing its technologies to other companies (including
cross licensing). The company also uses intellectual property as a barrier to deter other companies from entering the same business, andcarries out activities to establish competitive advantage for corporate management. In particular, Casio takes stringent measures to combat
counterfeit products, and cooperates with government agencies to remove fakes from the marketplace.

3. Patent expert system
Casio initiated a patent expert system in 1994 in order to promote
the ongoing creation of outstanding intellectual property. With theaim of business strengthening through stronger intellectual
property, engineers with high-level understanding of technologies
and leadership skills have been assigned to each division as
patent experts. While cooperating with the Intellectual Property
Department from positions within their respective divisions, thesepatent experts work to strengthen the intellectual property abilitiesof their respective organizations.

Meeting for patent experts

Here are details of specific activities.
1. Patent activity planning based on ascertainment of technology and development trends at Casio and other companies, as well as
target management
2. Discovering and updating inventions
3. Evaluation of patent applications, determination of direction for patent creation according to business strategy, as well as evaluationof patent maintenance
4. Surveys of patents at other companies, patent infringement avoidance, and patent risk management
5. Creation of new businesses centered on intellectual property

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4. Techno Power
Casio's in-house Techno Power technology exhibition began in
1992 and is held annually to stimulate engineers, and foster
sharing and cross-fertilization of technology. By creating a placefor engineers to present their results to top management, and an
opportunity for outstanding engineers and designers to receive
recognition (i.e., awards based on the suitability of intellectual
property results), the exhibition is a source of pride and motivationfor engineers and encourages them to take on the challenge ofdeveloping new technologies.

Techno Power exhibition

5. Invention award system
Since 1968, Casio has had an award system for those employees that contribute to inventions and designs. By increasing the incentive forinventors and designers, the system fosters the desire for in-house engineers to take on the challenge of discovering new technologies. In
accordance with Article 35 (Inventions by Employees) of Japan's revised Patent Act, which took effect in April 2005, Casio has revised its
environment for employee inventors. It updated its intellectual property rules and created a consultation process in which the employee
inventors can voice opinions in the revision of the rules. It also implemented a system for employee inventors to file an objection to monetary
reward amounts. Based on the demands of employee inventors, the rules were revised again in April 2006 and April 2011.

6. Intellectual property training system
In order to create a stronger awareness about the acquisition of intellectual property, Casio holds intellectual property seminars to deepen
employee understanding and interest in intellectual property. The company also distributes relevant information online (through intellectual
property website content), and uses outside educational organizations such as the Japan Intellectual Property Association and the Japan
Institute of Invention and Innovation. In this way, the company is promoting various intellectual property education activities.

7. Brand support activities
Protecting rights to the Casio brandIn order to promote smooth corporate operations on a global level, the company protects the Casio brand with 1,928 registered trademarksin 187 countries around the world, most of which are product trademarks. In 2009, the Casio brand was recognized as a well-known
trademark by the Chinese authorities (see the related Highlight column).
In recent years there have been more trademark applications by other companies—mainly in emerging economies such as China andIndia—which try to mimic the well-known Casio brand. As a result Casio has been strengthening its monitoring activities and its efforts toprevent the trademarking of look-alike brands.
Trademarking of the Casio Brand Design rights acquisition (as of March 31, 2014)

CASIO SUSTAINABILITY REPORT 201448

trademark by the Chinese authorities (see the related Highlight column).
In recent years there have been more trademark applications by other companies—mainly in emerging economies such as China andIndia—which try to mimic the well-known Casio brand. As a result Casio has been strengthening its monitoring activities and its efforts toprevent the trademarking of look-alike brands.
Trademarking of the Casio Brand Design rights acquisition (as of March 31, 2014)

Casio has registered the Casio brand for product trademarks in the countries indicated in blue. In the countries indicated in yellow,
trademark examination has been delayed in some fields, there is no trademark registration system, or applications are not being accepted
due to the politician situation.
Activities for minimizing risk entailed by new product naming and design, as well as rights acquisition
While avoiding the risk of infringing upon the design or trademark rights of other companies, Casio is actively promoting business support
activities based on the strengthening of Casio's own design and trademark rights.
Design rights acquisition (as of March 31, 2014)

Trademark rights acquisition (as of March 31, 2014)

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CASIO SUSTAINABILITY REPORT 2014

Trademark rights acquisition (as of March 31, 2014)

Counterfeit product removal and consumer protection activities
The development of information and communications technology in recent years has facilitated the extensive spread of counterfeit goods on
the Internet. Casio products are no exception to the damage caused by counterfeits. In order to guard consumers from the damage of fakeproducts and to protect the Casio brand and increase its value, Casio has established a department tasked with counterfeit
countermeasures and is taking action to get counterfeits off the market. Casio will continue to actively cooperate with efforts by government
authorities to stamp out counterfeits by exposing factories that make counterfeit goods and stores that sell them, intercepting counterfeits at
customs, and monitoring and eliminating counterfeits sold on the Internet.

CASIO SUSTAINABILITY REPORT 2014

50

Casio has established an organization dedicated to customer satisfaction which reports directly to thepresident and is pursuing greater customer satisfaction by implementing its basic policy consisting of threemajor customer satisfaction initiatives.
Activities to improve customer satisfaction
Aiming to further improve customer satisfaction (CS), Casio has focused on strengthening the three major CS initiatives listed below since
fiscal 2009. It is working to improve after-sales service and product quality, and to incorporate the voice of the customer more than everbefore in the creation of even better products.

Under these three major CS activities, Casio is investing in programs to improve product knowledge, repair technical skills, and customer
service skills. In fiscal 2014, Casio once again carried out Internet surveys using its own method, which it established in fiscal 2011 toensure continual assessment of customer satisfaction levels, particularly with regard to after-sales CS activities. After analyzing the results,
it has been working hard to respond with the requested improvements.
Casio is also striving to ensure that customer feedback from in and outside Japan is always delivered directly to the right place within thecompany, and to take unified improvement measures. Casio is also constantly working to improve product functions (functional CS).
Casio compiles and analyzes information on customer inquiries and product defects in and outside Japan. It focuses on early detection,
rapid response and prevention of recurrence of problems (quality CS).

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CASIO SUSTAINABILITY REPORT 2014

In all of its business processes, Casio always takes the customer's perspective and bases its actions on the
Principle of the Five "Gens"—in Japanese, genba (on site), genbutsu (actual goods), genjitsu (reality), genri(theory) and gensoku (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.
"Casio Quality"—world-class quality assurance
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 best solution for customers.

Quality assurance at Casio
Casio believes it is important not only to provide products and services that delightcustomers, 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, to environmental protection and recycling. The role of quality
assurance is to deliver quality that satisfies customers in every possible way.

Quality assurance system
In order to carefully maintain and improve Casio Quality, the company has created the quality assurance system shown in the diagram
below. The Promotion Committee for Group-wide Quality Enhancement meets twice a year. It pursues activities such as making quality data
accessible and easy 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.
Quality assurance framework

As the division in charge of group-wide quality management, the CS Headquarters, which reports directly to the president, has been linked
with the Engineering Department (within the Production & Purchasing Division). Casio is working hard to ensure quality, with thecooperation of all departments, while always pursuing the best solutions for customers.
In order to create a common group-wide awareness of "Quality First" being the foundation all operations, strong leadership is essential fromtop management and those responsible for quality. The Promotion Committee for Group-wide Quality Enhancement implements training to

CASIO SUSTAINABILITY REPORT 201452

As the division in charge of group-wide quality management, the CS Headquarters, which reports directly to the president, has been linked
with the Engineering Department (within the Production & Purchasing Division). Casio is working hard to ensure quality, with thecooperation of all departments, while always pursuing the best solutions for customers.
In order to create a common group-wide awareness of "Quality First" being the foundation all operations, strong leadership is essential fromtop management and those responsible for quality. The Promotion Committee for Group-wide Quality Enhancement implements training toensure employees understand and are widely aware of 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.
Casio's 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

Development, Production and Service
Sites in Japan

Production Sites outside Japan

Certified and Registered Sites

Initial Version Registration
Date

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

June 25, 1999

Casio Electronic Manufacturing Co., Ltd.

August 5, 1994

Yamagata Casio Co., Ltd.

December 16, 1994

Casio Techno Co., Ltd.

May 21, 2004

Casio Electronic Technology (Zhongshan) Co., Ltd.

October 26, 2006

Casio (Thailand) Co., Ltd.

July 13, 2012

Pursuing top quality
Casio's 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 tomake quality their first concern in every task they perform, enabling the company to offer products and services that pleaseand impress customers. The company's commitment to quality supports its corporate growth and makes social contributions
possible, while at the same time winning customers' 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 their strong
trust, and ensure their peace of mind.
We respond to our customers' 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, genba (on site),
genbutsu (actual goods), genjitsu (reality), genri (theory) and gensoku (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 andprevention of problems before they occur, and prevents recurrence of quality problems.

Offering users peace of mind
Casio makes every effort to ensure product safety so that customers can always use Casio products with peace of mind. As shown in the
CASIO SUSTAINABILITY REPORT 2014
diagram below, Casio works to ensure product safety in each process53from product planning, development, and design, to trial manufacture,evaluation, production, and delivery. In order to maintain and enhance these efforts, the company performs safety audits and works toprevent potential problems from occurring, or issues from reoccurring.

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 andprevention of problems before they occur, and prevents recurrence of quality problems.

Offering users peace of mind
Casio makes every effort to ensure product safety so that customers can always use Casio products with peace of mind. As shown in the
diagram below, Casio works to ensure product safety in each process from product planning, development, and design, to trial manufacture,evaluation, production, and delivery. In order to maintain and enhance these efforts, the company performs safety audits and works toprevent potential problems from occurring, or issues from reoccurring.
Product safety system

To comply with the legislative intent of Japan’s recently revised Consumer Product Safety Act, which went into force on May 14, 2007, theCasio board of directors has adopted the Fundamental Policies on Product Safety. Based on these policies, Casio has put in place theProduct Safety Voluntary Action Plan which specifies the details of the steps to be taken. The company has also reengineered its response
systems for handling those unusual situations when a product-related accident occurs, and has established procedures for managing suchsituations. These include the steady, timely collection and dissemination of accident information, the issuance of notifications and reports tocustomers and relevant administrative agencies, prompt, appropriate response measures, efforts to identify causes, and measures toprevent any future recurrence.

CASIO SUSTAINABILITY REPORT 2014

54

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.
Customer Support Center activities
In order to promote long-lasting relationships of trust withcustomers, the Customer Support Center strives to respond to

Breakdown of Customer Inquiries in Japan(Fiscal 2014, Consumer Products)

customer inquiries rapidly, exactly, politely and sincerely. The
Customer Support Center strives to resolve any issues
customers may have.
The center is also always working to enhance its education
programs to enable the appropriate provision of useful
information that customers want. For example, the curriculumfor newly hired or transferred personnel has beensystematized and rebuilt. The center is also providing training
to continually improve basic quality and presenting employee
achievements in numerical format for principal skills such asverbal communication and writing. Even in the area ofcustomer service quality, customer response indicators havebeen newly documented and are being used in company-wide
efforts to improve customer satisfaction, including at related departments.
Customer inquiries and complaints are welcomed as important customer feedback. After analyzing the content of this feedback, the relevant
departments and the Customer Support Center work together to implement improvement measures, and these efforts help to improvecustomer satisfaction for Casio products and services.
Casio is also working hard to develop a structure for building positive relationships with its customers around the world in partnership withcustomer support centers at local sales subsidiaries outside Japan.
Breakdown of Product Inquiries (Fiscal 2014, Overseas/Japan)
Item

Fiscal 2013
OverseasJapan

Timepieces

43.0％

29.2％

Digital Cameras

25.3％

14.9％

Calculators

6.8％

3.6％

Other Consumer Products

8.2％

27.5％

System Equipment

16.8％

24.8％

100.0％

100.0％

Total
Customer Support Center

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CASIO SUSTAINABILITY REPORT 2014

Other Consumer Products

8.2％

27.5％

System Equipment

16.8％

24.8％

100.0％

100.0％

Total
Customer Support Center

How customer comments are utilized for products and services

Ensuring customer satisfaction
The voice of the customer is essential information for product improvement, and Casio regularly conducts customer satisfaction surveys.
While also referencing customer comments received by the Customer Support Center, Casio is striving to develop even better products andimprove the level of customer satisfaction.
Improvements to watches after customer feedback

CASIO SUSTAINABILITY REPORT 201456

Ensuring customer satisfaction
The voice of the customer is essential information for product improvement, and Casio regularly conducts customer satisfaction surveys.
While also referencing customer comments received by the Customer Support Center, Casio is striving to develop even better products andimprove the level of customer satisfaction.
Improvements to watches after customer feedback

Premium production line tour at Yamagata Casio
In March 2014, Casio held a tour of the premium production line at Yamagata Casio for customers of
Casio products, in order to give them a chance to see for themselves exactly how Casio products are
made.
The premium production line is specialized for Casio’s high-end watch models. It brings together ahigh concentration of workers with top-class skills in manufacturing technology, and it handles
everything from production to assembly.
Visitors on the tour expressed astonishment and gratitude for Casio craftsmanship, remarking on thehigh degree of perfection right down to the finest details.

Premium production line tour

Casio will continue to provide opportunities for customers to learn about the company.

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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 aday, 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 17 languages.
In fiscal 2012, Casio analyzed the number of visits and duration of visits for each of the pages on its Japanese website and madeimprovements to make it easier for customers to reach the page they want with fewer clicks.
Casio continues to monitor and analyze the traffic at each of its websites. Casio is continually working to improve and expand its online
support sites so that customers can get the information they need before having to call the Customer Support Center.

Online support sites

Customer satisfaction initiatives in JapanThe service departments at Casio, which are responsible for customer satisfaction in after-sales service, strive to increase customer
satisfaction by providing service that precisely addresses customer needs and lifestyle preferences.
In September 2012, Casio began returning repaired products to customers with a questionnaire directing them to a customer feedback
website. Customers are invited to provide an immediate evaluation of the service they have received. The feedback helps Casio to further
improve its repair service.

Pursuing convenience for customers
In fiscal 2014, Casio launched a system for searching the status of repairs on its website. This increased convenience by enablingcustomers in Japan to check the progress of items being repaired and the expected date of completion and shipment any time of day all
year round. It also implemented a revision to the repair fees for timepieces. Technical fees ranging from 1,500 yen to 2,500 yen for changing

CASIO SUSTAINABILITY REPORT 201458

Online support sites

Customer satisfaction initiatives in JapanThe service departments at Casio, which are responsible for customer satisfaction in after-sales service, strive to increase customer
satisfaction by providing service that precisely addresses customer needs and lifestyle preferences.
In September 2012, Casio began returning repaired products to customers with a questionnaire directing them to a customer feedback
website. Customers are invited to provide an immediate evaluation of the service they have received. The feedback helps Casio to further
improve its repair service.

Pursuing convenience for customers
In fiscal 2014, Casio launched a system for searching the status of repairs on its website. This increased convenience by enablingcustomers in Japan to check the progress of items being repaired and the expected date of completion and shipment any time of day all
year round. It also implemented a revision to the repair fees for timepieces. Technical fees ranging from 1,500 yen to 2,500 yen for changing
watch bands and exterior parts, which were established according to the retail price, were changed to a flat fee of 1,000 yen (excluding tax).
Casio hopes that this will make it easier than ever before for customers to request replacements.
Moreover, for high-end timepieces, Casio established a new Reliable Inspection Pack to facilitate not only repair after a breakdown, but also
ordinary product maintenance. This is one example of the effort Casio makes to ensure that customers can use its products with peace ofmind for a long time.
Casio will continue to give primary consideration to customer feedback obtained through questionnaires and other means. It willcontinuously strive to improve its service system and increase convenience, in order to provide customers with prompt and precise repair
service whenever it may be needed.

Reliable technical skill
Casio is working to improve repair technical skills, product knowledge, and customer service skills (through training programs and in-housecompetitions, for example) in order to maintain customer confidence and realize the kind of service quality that customers expect.
As the company responsible for repairing Casio products, Casio Techno Co., Ltd., encourages its employees to obtain public certifications
and professional qualifications, such as national certification through the level 1 or level 2 exams for timepiece repair technicians. By
promoting the acquisition of a wide range of qualifications, the company is developing outstanding employees with proficiency not only inrepair skills, but also in customer service and product knowledge. Casio Techno is committed to providing detailed high-quality service tocustomers. Every Casio Techno employee acquires a high degree of technical expertise, motivated by a sincere desire to please customers
and earn their confidence. By continuing to work tirelessly in this way, Casio Techno can promise service that both reassures and delights
customers.

Customer satisfaction initiatives outside Japan
Outside Japan, a total of 703 companies, including 10 local subsidiaries and 693 repair partners, carry out after-sales service for Casio
brand products. Casio holds regular technical skill courses for service technicians in each region in order to raise repair skill levels, aiming
to ensure that Casio customers around the world receive high-quality repair services. Meanwhile, Casio is working hard to continuallyassess and improve repair time, quality, and costs at each repair center.
Casio holds regular technical skill courses in each region in order to improve the acquisition of repair technical skill and to raise skill levels
to ensure that Casio customers around the world receive high-quality repair services. In fiscal 2014, the courses were held in Bangkok inJune and Dubai in December. The course in Bangkok had 36 participants from 29 companies in 10 countries across Asia and Oceania, andthe course in Dubai had 36 participants from 29 companies in 18 countries across the Middle East and Africa.

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CASIO SUSTAINABILITY REPORT 2014

and earn their confidence. By continuing to work tirelessly in this way, Casio Techno can promise service that both reassures and delights
customers.

Customer satisfaction initiatives outside Japan
Outside Japan, a total of 703 companies, including 10 local subsidiaries and 693 repair partners, carry out after-sales service for Casio
brand products. Casio holds regular technical skill courses for service technicians in each region in order to raise repair skill levels, aiming
to ensure that Casio customers around the world receive high-quality repair services. Meanwhile, Casio is working hard to continuallyassess and improve repair time, quality, and costs at each repair center.
Casio holds regular technical skill courses in each region in order to improve the acquisition of repair technical skill and to raise skill levels
to ensure that Casio customers around the world receive high-quality repair services. In fiscal 2014, the courses were held in Bangkok inJune and Dubai in December. The course in Bangkok had 36 participants from 29 companies in 10 countries across Asia and Oceania, andthe course in Dubai had 36 participants from 29 companies in 18 countries across the Middle East and Africa.

Asia / Oceania
Technical training course: June 2013

CASIO SUSTAINABILITY REPORT 2014

Middle and Near East / Africa
Technical training course: December 2013

60

Casio's primary mission is to deliver the products desired by customers at the right time. The company isworking to strengthen its global supply chain, and to continue providing cutting-edge products without
interruption.
Approach to stable product supply
Delivering a stable supply of products to consumers is one of the most important responsibilities of a manufacturer, and is required toensure customer satisfaction and loyalty.
As part of Casio's mission to provide delight, happiness, and pleasure to customers through its innovative products, the company ispromoting the following policies.

Policies on Stable Product Supply
1. We strive to shorten production lead-time and improve planning and execution accuracy by using IT to optimize thesupply chain (procurement-production-logistics-sales-service).
2. We build good relationships with component suppliers to ensure stable procurement.
3. We maintain the flexibility needed to address various risks involved in manufacturing by:building a production system with at least two production sites for each product;
producing multiple products and improving capacity for high-mix/low-volume production at each Casio Group
production site
maintaining in-house production and inlining of key devices and components.

Supply network is highly responsive to changes in demand
Casio uses supply chain management (SCM) at production sites in response to changes in market conditions and demand for high-mix/lowvolume product offerings, seeking to speed up the planning cycle and provide a stable supply of salable products.
Specific initiatives include efforts to standardize work processes such as parts delivery controls, materials warehouse management, andmanufacturing process management. Casio aims to achieve integrated manufacturing (total optimization) by using the same systems andsame methods at different production sites.
These initiatives are necessary to increase shipment precision, shorten production lead times, and shrink unused assets, and are alreadybecoming mission-critical systems.
The timepiece business in particular, which conducts production at multiple sites, in Yamagata (Japan), China, and Thailand, must respondrapidly to the changing environment in each region. Smooth operation of SCM enables the deployment of standardized IT tools andproduction equipment as well as the appropriate distribution of supply capacity.
Casio will move to multisite production in other product categories in the future and build an even more sophisticated SCM system.

Diversifying production risk and producing core components in-house
Casio maintains a stable supply of products by having each production site manufacture multiple product items, and by ensuring that two
different sites can produce any given Casio product.
The company is also increasing the internal production of components in order to protect newly created technologies and to reduce partsprocurement risk.
Production sites for individual products

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CASIO SUSTAINABILITY REPORT 2014

production equipment as well as the appropriate distribution of supply capacity.
Casio will move to multisite production in other product categories in the future and build an even more sophisticated SCM system.

Diversifying production risk and producing core components in-house
Casio maintains a stable supply of products by having each production site manufacture multiple product items, and by ensuring that two
different sites can produce any given Casio product.
The company is also increasing the internal production of components in order to protect newly created technologies and to reduce partsprocurement risk.
Production sites for individual products

Highlight
Casio's new plant in Nakhonratchasima, Thailand, is located on high ground, making it
less susceptible to floods. Casio has added the new plant to its existing major production
sites with a view to enhancing business continuity planning (BCP) and diversifying risk
through global manufacturing. Casio will continue to expand the plant’s production scale
and functions. In fiscal 2015, Casio plans to construct a third plant on the site and start
production of calculators and electronic dictionaries, in order to provide a more stable,
high-mix supply of products.

CASIO SUSTAINABILITY REPORT 201462

Casio Thailand

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 and equitable transactions throughout
the supply chain. The policies cover matters including legal compliance, respecting human rights, labor, safety, and health, as well as
environmental protection such as biodiversity preservation and risk control of chemical contents and information security. Casio constantly
improves its socially responsible procurement by obtaining the understanding and support of suppliers for the policies and building strong
partnerships.

Procurement Policies
Casio aims to fulfill its social responsibilities, including compliance with relevant laws and social norms, and protection of theenvironment, through fair and equitable transactions throughout the supply chain by strengthening partnership with suppliers.
1. Fair and equitable transactions
Casio carries out fair and equitable transactions by providing equal opportunities to all suppliers (and candidates) in andoutside Japan in accordance with its internally established procedures.
2. Compliance with laws and social norms
Casio's procurement activities comply with all relevant laws, social norms, standards and treaties worldwide, including theprotection of human rights, the prohibition of child labor, forced labor and discrimination, and avoiding the use of conflictminerals, and respect for freedom of association, the right to associate, and the right to collective bargaining, as well as ensurethat absolutely no contact is made with organized criminal elements. Therefore, Casio requires its suppliers to observe thesame legal and social requirements.
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.
4. Strengthening partnership with suppliers
Casio builds up relationship of trust with its suppliers through reciprocal efforts, such as merging and complementing mutualtechnological development abilities, supply chain cooperation, compliance with laws and social norms and protection of the
global environment, which will benefit both parties.
5. Policies on supplier selection and transaction continuation
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
Casio endeavors to secure right price and quality in order to provide its customers with stable supply of optimal products,

63

CASIO SUSTAINABILITY REPORT 2014

which ensures that Casio gains the full confidence of customers around the world.
7. Prohibition of personal-interest relationships
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(available at link below). All of Casio's suppliers in Japan and elsewhere have agreed to these guidelines to 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 areproperly fulfilled.
Supplier Guidelines

Disseminating supplier guidelines
Casio carries out the majority of its production outside Japan at Casio plants and manufacturing subcontractors (electronic manufacturingservices). Every year, Casio holds briefings on its Procurement Policies in Southern China.
Initially, these briefings simply involved Casio explaining its business policies to suppliers and asking them to undertake initiatives. Since
fiscal 2010, however, Casio has been using these briefings as an opportunity for two-way communication. Suppliers are invited toparticipate actively, for instance by asking those with exemplary CSR initiatives to present examples of their efforts to promote and improve
CSR. This enables the sharing of useful case studies and know-how for addressing CSR. By working collaboratively with its suppliers inthis way, Casio is continually improving the level of CSR performance in its supply chain.

In fiscal 2014, Casio explained its policy on conflict minerals and how it is addressing the issue. It asked suppliers to understand thesignificance and importance of avoiding conflict minerals as a human rights issue and requested their cooperation in the conflict mineralsurveys the group would be conducting later in the year.
In June 2009, Casio revised the Basic Business Agreement it signs with suppliers in Japan. Clauses were added to require measures suchas legal compliance, respect for human rights, and environmental protection. The new agreement is being rolled out steadily.

Briefing on Procurement Policies

Award ceremony at
the Procurement Policies briefing

Presentation of exemplary
CSR implementationand improvement by a supplier

Voice of a supplier who presented a case study of improvement
While we naturally consider the economic performance of our company’s operations, products, services, etc., we also make sure tothink about the social costs and benefits. LINKER Electronic Company understands Casio’s CSR task items, has established its own
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Eric Lui

CASIO SUSTAINABILITY REPORT 201464

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Comprehensive management of CSR performanceuseof conflictminerals
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a questionnaire survey* of principal suppliers in Japan on CSR performance in order to confirm thestatus of CSR procurement. In fiscal 2010, the survey was expanded to include suppliers in China and Thailand.
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Thailand, with another 100% response rate, despite the fact that it was the first survey since the flooding that affected the country. TheseIn
January2013,
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Supplier Guidelines, adding a ban on the use of conflict minerals. A question
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status of CSR procurement. In fiscal 2010, the survey was expanded to include suppliers in China and Thailand.
In fiscal 2014, Casio group companies surveyed suppliers worldwide about the use of conflict minerals, using the EICC & GeSI* Conflict
Since fiscal 2011, Casio has been conducting onsite audits of major suppliers in China and Thailand with local staff members of the CSR
Minerals
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promotion projects launched at sites in those countries. In fiscal 2012, the company started planning onsite inspections performed mainly by
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conflict
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another 100% response rate, despite the fact that it was the first survey since the flooding that affected the country. These
value basis since onsite inspections began. In Thailand, it conducted onsite inspections at four companies. Even with the suspension inhigh response rates reflect suppliers’ great concern for CSR fulfillment.
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covered:(1)
humanrightsandlaborconditions;(2)healthpromotion projects launched at sites in those countries. In fiscal 2012, the company started planning onsite inspections performed mainly andbysafety; (3) the environment; (4) fair transactions and ethics; (5) quality and consumer safety; (6) information security; and (7) social contribution.
local
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Casio
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seminarsand classes
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onsite inspections
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throughout the supply chain.
In fiscal 2014, 3,350 Casio employees attended in-house seminars, and 60 people also participated in classes sponsored by the Japan Fair
* The questionnaire was prepared in accordance with a Supplier Checklist for CSR Procurement based upon the Guidebook for Supply Chain Implementation of CSR
Trade Commission and by the Small and Medium Enterprise Agency. This training helped to raise compliance awareness and provided
Procurement published by the Japan Electronics and Information Technology Industries Association (JEITA). It covered: (1) human rights and labor conditions; (2) health andemployees
the knowledge
they need.
safety; (3) the withenvironment;(4) fair transactions
and ethics; (5) quality and consumer safety; (6) information security; and (7) social contribution.
Various efforts were made to encourage understanding, such as conducting training sessions with original teaching materials prepared tosuitthe uniquetransaction
conditionsof various group companies.
Improving
CSR
across the
supply chain
The Compliance Committee also obtains the latest information from government websites and email notification services, and sends theinformation directly to committee members. The news is also posted on the committee's website, and shared with the entire group.
In offices where subcontract transactions are handled, independent audits are carried out on an ongoing basis. Casio confirms that proper,
compliant transactions are executed, by inspecting the document record of the entire series of transactions from ordering to payment. The
goal is to ensure that no problems occur.In fiscal 2011, group companies drew up their own action plans under the basic plan of the
Subcontract Act Compliance Committee, establishing courses of action for maintaining proper subcontracting transactions using the PDCA
cycle. In fiscal 2012, Casio encouraged the continuation of this process and the PDCA became firmly established.
Casio will continue to promote understanding of the Subcontract Act among its employees, and work to strengthen its system for even better
compliance.

Supplier message
Fujitsu Electronics is committed to actively carrying out CSR initiatives through the practice of the Fujitsu Way, which embodies thephilosophy and guiding principles of the Fujitsu Group.

65

CASIO SUSTAINABILITY REPORT 2014

d onsite inspections at four companies. Even with the suspension in
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Avoiding any use of conflict minerals
FUJITSU ELECTRONICS INC.

Avoiding any use of conflict minerals

Some minerals, such as tin, tantalum, tungsten, and gold, produced in the Democratic Republic of Congo (DRC) and neighboring Africancountries
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in the region.Initiative (GeSI): An international strategic partnership to create and promote technologies and practices for economic, environmental and social*conflict
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challenge
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sustainability, working with members from major information and communication technology (ICT) companies and organizations.

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Subcontract Act compliance initiatives* Global e-Sustainability Initiative (GeSI): An international strategic partnership to create and promote technologies and practices for economic, environmental and social
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seminarsandclassessponsoredbytherelevant
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In particular, employees that deal directly with suppliers and outsourcers are provided with the necessary knowledge through in-houseInfiscal 2014,
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CommitteeonJapan'sActagainstDelay
in Paymentof raise
Subcontract
Proceeds,
Etc., toIn fiscal 2014, 3,350 Casio employees attended in-house seminars, and60training
peoplealso participatedin classes
sponsored
bySubcontractors
theJapan Fair
employeeswiththeknowledge
they
need.
(Subcontract
Act)
which
includesgroup
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andisstriving
toensurealltransactions
comply
with
the
law.
Trade Commission and by the Small and Medium Enterprise Agency. This training helped to raise compliance awareness and provided
Variouseffortswere
madeto dealencourage
understanding,suchoutsourcers
as conducting
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originalknowledge
teaching materials
In particular,
employees
thatdirectly
with suppliers andare training
providedwith thewith
necessarythrough preparedin-house toemployees
withthe knowledge
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CASIOsuit
SUSTAINABILITYREPORT2014
theuniquetransaction
conditionsofvariousgroup
companies.
seminarsefforts
and classes
sponsoredby the relevant
government
Variouswere madeto encourage
understanding,such authorities.
as conducting training sessions with original teaching materials prepared to

66

The
Compliance
Committee
also obtains
the latest
informationfrom andgovernment
websitesand email in
notification
services, andsends
theFair
In fiscal
2014, 3,350
Casio conditions
employees
attendedin-houseseminars,
60 people
also participatedclasses sponsoredby the
Japan
suit
the
uniquetransactionofvariousgroup
companies.
information
directly
to committee
members.
The
news
is also Agency.
postedonthetraining
committee's
website,andshared withthe entire
group.
Trade
Commission
andby theSmalland theMediumEnterpriseThishelpedto raisecomplianceawareness
andprovided
The Compliance
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also
obtainslatestinformationfrom government
websitesandemail
notification
services,
and
sends
the

conflict in the region.
* Global e-Sustainability Initiative (GeSI): An international strategic partnership to create and promote technologies and practices for economic, environmental and social
sustainability, working with members from major information and communication technology (ICT) companies and organizations.

Subcontract Act compliance initiatives
Casio has established a Compliance Committee on Japan's Act against Delay in Payment of Subcontract Proceeds, Etc., to Subcontractors(Subcontract Act) which includes group companies, and is striving to ensure all transactions comply with the law.
In particular, employees that deal directly with suppliers and outsourcers are provided with the necessary knowledge through in-houseseminars and classes sponsored by the relevant government authorities.
In fiscal 2014, 3,350 Casio employees attended in-house seminars, and 60 people also participated in classes sponsored by the Japan Fair
Trade Commission and by the Small and Medium Enterprise Agency. This training helped to raise compliance awareness and provided
employees with the knowledge they need.
Various efforts were made to encourage understanding, such as conducting training sessions with original teaching materials prepared tosuit the unique transaction conditions of various group companies.
The Compliance Committee also obtains the latest information from government websites and email notification services, and sends theinformation directly to committee members. The news is also posted on the committee's website, and shared with the entire group.
In offices where subcontract transactions are handled, independent audits are carried out on an ongoing basis. Casio confirms that proper,
compliant transactions are executed, by inspecting the document record of the entire series of transactions from ordering to payment. The
goal is to ensure that no problems occur.In fiscal 2011, group companies drew up their own action plans under the basic plan of the
Subcontract Act Compliance Committee, establishing courses of action for maintaining proper subcontracting transactions using the PDCA
cycle. In fiscal 2012, Casio encouraged the continuation of this process and the PDCA became firmly established.
Casio will continue to promote understanding of the Subcontract Act among its employees, and work to strengthen its system for even better
compliance.

67

CASIO SUSTAINABILITY REPORT 2014

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 company's dividend policy calls for maintaining stable dividends, and Casio
determines the allocation of profit by taking into account all factors such as profit levels, financial position, the dividend payout ratio, andfuture business development and forecasts.
Considering this policy, Casio paid dividends of ¥ 25 per share in fiscal 2014. This was an increase of ¥ 5 over the previous fiscal year.
Casio again plans to pay dividends of ¥ 25 per share in fiscal 2015.

Inclusion in an SRI Index

Morningstar Socially Responsible Investment Index (MS-SRI)
Casio Computer Co., Ltd., is included in the Morningstar Socially Responsible Investment Index (MS-SRI).
Morningstar Japan selects 150 companies from among all listed companies in Japan based on their social
responsibility track records, and indexes their stock prices (January 2014).

Communication with shareholders and investors
IR events
Every quarter, Casio holds a financial results briefing for institutional investors and securities analysts on the same 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 occasionallyproviding factory tours and business briefings.

Improving IR publications
To provide IR information for shareholders and investors, the company issues an Annual Report, semiannual business reports (Japaneseonly), and quarterly Consolidated Financial Results. Casio's Investor Relations website also features these publications and other IR
information. Casio also updates its Investor Relations site in a timely fashion to reflect market changes and make the information moreaccessible and useful.
Investor Relations

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. At
its General Meeting of Shareholders, the company described its main products and key businesses. On the Japanese Investor Relations
website, a section was added specifically for individual investors in an effort to make information disclosure clearer.

CASIO SUSTAINABILITY REPORT 2014

68

At Casio, the human resources mission is organized around two themes: contributing to the development of
the company through the growth of all employees based on their desire to always take on challenges andmake improvements; and achieving both corporate development and employee growth under optimal
conditions.
Respect for Human Rights

Global Human Resources Strategy

Casio has established a basic policy on
respect for human rights. Casio works to

Casio has started creating a global humanresources strategy as it looks to further

raise awareness of human rights while
thoroughly implementing the policy
group-wide. Casio is also creating aframework for human rights due diligence.
More

expand its business outside Japan.
More

Building Workplaces for a Diverse Workforce

Creating Supportive Workplaces

Casio has launched a diversity projectfocused on enabling all employees toperform at their full potential and reach evengreater heights.
More

Casio develops various support systems andis committed to creating a culture of mutual
acceptance of diverse styles of working.
More

Effectively appointing and deploying employees

Promoting health and safety initiatives for employees

Casio works to maintain a healthy corporate
culture where fairness and impartiality are

Casio seeks to build work environments
where all employees of the group can workvalued in all promotion decisions. The
company uses a merit-driven system
combined with a performance-basedwith peace of mind.
More

approach to evaluate employees anddetermine compensation.
More

69

CASIO SUSTAINABILITY REPORT 2014

Casio established the Casio Group Basic Policy on Respect for Human Rights on July 1, 2014. Casio strives toraise awareness of human rights while thoroughly implementing the policy throughout the group. Casio is also
creating a framework for human rights due diligence.
Policy on Respect for Human Rights
Casio recognizes respect for human rights as an important CSR issue as it continues to expand its business globally. Accordingly, it is
stepping up its efforts in this area based on international norms relating to human rights.
Since December 2010, Casio has been a signatory to and participated in the UN Global Compact, which consists of 10 principles related tohuman rights, labour, environment, and anti-corruption advocated by the United Nations. Moreover, Casio long ago spelled out its
commitment to the prohibition of discrimination, the prohibition of child and forced labor, and the prohibition of harassment in the Casio
Group Code of Conduct and put that commitment into practice. In June 2013, as part of an overall reconsideration of the content of thecode, Casio revised its Code of Conduct, explicitly stating a commitment to uphold and respect international norms relating to human rights,
such as the Universal Declaration of Human Rights, and to respect basic labor rights.
Recognizing the importance of ensuring effectively functioning global governance related to respect for human rights going forward, Casio
held dialogues with group employees outside Japan and experts*1 in the process of drafting the Casio Group Basic Policy on Respect for
Human Rights. This policy specifies, among other things, the group’s commitment to carrying out initiatives related to respect for humanrights based on the UN’s Guiding Principles on Business and Human Rights and to continuously performing human rights due diligence*2
after the framework for that purpose is established. From here on, Casio will thoroughly communicate this policy throughout the group andcarry out initiatives in accordance with it.
Casio also recognizes the importance of spreading the idea of respect for human rights outside its organization together with its entire
supply chain. All suppliers have been made aware of Casio’s Supplier Guidelines, which clearly mandate respect for human rights andprohibit discrimination. In addition to requesting compliance, Casio strives to verify implementation using questionnaires and other means.
*1 See the feature story, “Casio’s Commitment to Human Rights” in the 2013 Sustainability Report for details.
*2 Human rights due diligence refers to the continuous process for recognizing, avoiding and mitigating any negative impacts Casio has
on society using preventative means.
Casio Group Code of Conduct
Casio Group Policy on Human Rights
Responsibilities to Suppliers

Creating and using a tool for checking the status of human rights
Casio has been taking stock of human rights issues since 2012, using ISO 26000 as a guide. In order to strengthen its due diligence, Casio
sought the advice of experts and, in February 2014, created its own tool for checking the status of human rights, taking the Danish Institutefor Human Rights’ Human Rights Compliance Assessment Quick Check as a reference. Casio will use the new tool to make effective
assessments and conduct education relating to human rights.
Using the tool, Casio took stock of the status of initiatives addressing human rights issues at the group’s production companies in andoutside Japan from February to April 2014. It did the same thing for the group’s sales companies in and outside Japan from April to June
2014. Going forward, it will analyze the issues at its head office and use the PDCA cycle to make improvements at each site based on the
results in an effort to enhance human rights due diligence throughout the group.

Education and awareness raising
Casio provides internal education for Casio Computer Co., Ltd., and group companies in and outside Japan, in order to instill awareness ofrespect for human rights. In fiscal 2014, respect for human rights was taken up as one of the important items in CSR learning conducted inAugust. Experts were invited to a meeting of the CSR Committee held in December 2013 and asked for their opinions on Casio’s draft
human rights policy and draft human rights check tool. In addition, education on human rights is conducted during training sessions at Casio
Computer Co., Ltd., for new hires as well as before and after promotions or appointment as a manager.

CASIO SUSTAINABILITY REPORT 201470

Preventing sexual harassment and power harassment
Casio has stipulated in the Casio Group Code of Conduct that it will not engage in any acts that ignore individuality, and will notcountenance sexual harassment and power harassment. The company has issued Guidelines to Prevent Sexual Harassment andestablished a hotline. A full-time hotline officer is available to respond to issues raised by telephone, fax, e-mail and postal mail,demonstrating Casio’s determination to prevent harassment and quickly address any issues which arise. Moreover, in its employment
regulations, Casio has specified that persons who commit sexual harassment or power harassment will be subject to discipline. Awarenessof preventing harassment is especially stressed in training sessions for managers.

Establishment of employee hotline
Casio has established a special hotline on the company’s intranet for employee concerns and inquiries on corporate culture, humanrelations, pay and working conditions.

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CASIO SUSTAINABILITY REPORT 2014

Casio is reinforcing its global expansion in all business fields, including existing and new businesses. In lightof its continuing business expansion outside Japan, Casio has started creating a global human resources
strategy. This project includes the enhancement of human resources functions at group companies outside
Japan and the establishment of a system for developing human resources who are prepared to meet global
standards.
Vision of global talent
Casio’s employees around the world must always think from the headquarters’ perspective in order to demonstrate leadership. The humanresources department uses various opportunities and tools to convey and share with employees messages on the importance of thinking ofJapan as just one area in the world and of changing one’s mindset to work with a global outlook.
Example: Company intranet C’s ☆ CAFÉ “Vision of Global Talent”

CASIO SUSTAINABILITY REPORT 201472

Example: Message from the officer responsible for human resources in the company newsletter

73

CASIO SUSTAINABILITY REPORT 2014

Example: Message from the officer responsible for human resources in the company newsletter

Establishment of standards for the roles of persons sent on assignment outside Japan
It is important to increase the number of human resources with the aptitude for assignment outside Japan. At the same time, however, Casio
is endeavoring to develop local employees and create more opportunities for their promotion. It does this by sending people on assignments
outside Japan only to perform roles that cannot be done by local employees and by clarifying their division of roles with local employees.
Casio will establish a table of standards and develop a check system to enable its employees around the world to shine by placing the rightpeople in the right jobs.
Example: Image of the use of the table of standards for the roles of persons sent on assignment outside JapanCASIO SUSTAINABILITY REPORT 201474

Establishment of a structure for developing employees in Japan who can play an active role on the worldstage
Casio is committed to accelerating the globalization of employees in Japan in terms of recruitment, placement, and development.
In 2013, Casio established the stage-based human resources development system described below.
At present, Casio is enhancing the educational content at each stage and deepening coordination between stages in an effort to create
systematic human resources development.
Positioning of stage-based education

Casio implements measures such as the following at each stage in order to achieve this kind of human resources development.
Provision of local information to persons going on assignment outside Japan and development of multicultural management
skills
Casio systematically provides grade-based training to persons going on assignment outside Japan according to their mission at the locationof assignment.
In fiscal 2014, it added Training for Presidents outside Japan for top management, Site Management Skills Training for senior management,
and Multicultural Management Skills Training and Assignment Location Situation for all persons going on assignment outside Japan.
Additionally, in 2014 Casio stepped up safety measures, the provision of educational information for accompanying children, and otherefforts to strengthen on-location living support.
Training system before assignment outside Japan75

CASIO SUSTAINABILITY REPORT 2014

In fiscal 2014, it added Training for Presidents outside Japan for top management, Site Management Skills Training for senior management,
and Multicultural Management Skills Training and Assignment Location Situation for all persons going on assignment outside Japan.
Additionally, in 2014 Casio stepped up safety measures, the provision of educational information for accompanying children, and otherefforts to strengthen on-location living support.
Training system before assignment outside Japan

In the Multicultural Management Skills Training, members of completely different ages and assignment locations engaged in heated debate,
revealing their enthusiasm for going on assignment outside Japan. The educational content was made more practical by engaging
participants in discussions of issues that seem likely to actually occur and by learning the specific stories of the instructors’ experiences.
Training for Presidents outside Japan provided education to candidates for positions as future presidents of companies outside Japan. The
training was held twice in 2014 for six persons. Nearly all the participants were extremely satisfied with the training, which included
systematic lectures covering not only management but also the roles of presidents outside Japan and the thinking of business managers aswell as case studies based on real-life examples. Casio will continue to enhance the education it provides to persons who will be appointed
as presidents to raise their awareness as business managers and convey the importance of management.
Improvement of global business skills in candidates for assignments outside Japan (registered candidates)
Casio is registering candidates for assignments outside Japan more systematically than ever before and will put into effect systematic
education, including global aptitude checks and acquisition of necessary skills, with a view to sending candidates on assignments a few
years later.
Encouraging all employees working in Japan to adopt a global mindset
Casio holds seminars to help employees working in Japan to become more comfortable communicating in English with non-Japanesepeople. The goal is for all employees, whether in Japan or outside Japan, to conduct business with global standards in mind.
Global career path
In order to continuously develop global human resources, it is not enough to use a direct approach from the human resources department toemployees; people who can develop global human resources must be developed and promoted as managers so that employees can growthrough their work in the field. Accordingly, Casio has developed its conventional career path into a global career path. So that employees in
addition to those involved in sales outside Japan will have even a broader perspective, the company has enhanced personnel placement togive employees wide-ranging experience before they become section chiefs, department managers, and division managers. This approach
will be used in future human resources development and placement planning.
Example: Company intranet C’s ☆ CAFÉ Global career path (sales)

CASIO SUSTAINABILITY REPORT 201476

through their work in the field. Accordingly, Casio has developed its conventional career path into a global career path. So that employees in
addition to those involved in sales outside Japan will have even a broader perspective, the company has enhanced personnel placement togive employees wide-ranging experience before they become section chiefs, department managers, and division managers. This approach
will be used in future human resources development and placement planning.
Example: Company intranet C’s ☆ CAFÉ Global career path (sales)

Strengthening human resources functions at group companies outside JapanThe strengthening of human resources functions is becoming an increasingly important issue at group companies outside Japan, which are
increasing in number and growing in size rapidly around the world with the continued expansion of Casio’s business outside Japan. In thisenvironment, Casio is working at enhancing human resources functions throughout the group, ensuring that they reflect the shared Casio
corporate creed, by sharing its global human resources philosophy and know-how. This effort includes restructuring human resources
systems to make them suitable to each company, taking into consideration each country’s values, laws, and other characteristics.
Global human resources governance system
Casio actively engages in exchanges of opinions on what the Casio Group perspective should be about local problems and circumstances.
The headquarters human resource division also directly dialogues with and provides advice on system design to members of humanresources departments at local companies.

77

CASIO SUSTAINABILITY REPORT 2014

Some progress has been attained through various activities led by the Working Group for Female Employee
Advancement as the first step in promoting diversity. Casio has now launched a Diversity Project that, startingin fiscal 2014, is focusing on enabling all employees—including seniors, persons with disabilities, andnon-Japanese employees, not just women—to perform at their full potential and reach even greater heights.
Launch of the Diversity Project
Casio has launched a Diversity Project in which employees participate. The goal of the project is to create conditions where all employees
can work enthusiastically and enjoy job satisfaction, regardless of gender, nationality, age, or level of ability. Working groups on women,
seniors, persons with disabilities, and non-Japanese employees are promoting positive actions.

Supporting advancement of female employees
Casio actively and continuously carries out a variety of measures with the aim of supporting all female employees so that they can fully
demonstrate their abilities.
Casio actively promotes ambitious and talented employees, and the number of women in senior staff positions increased from four in fiscal
2011 to 20 in fiscal 2014.
In fiscal 2014, efforts focused on the main theme of following up with employees who made use of shorter work hours for childcare, and with
employees who adopted a working style that does not allow for overtime due to household chores.
Specifically, Casio previously had no uniform guidelines relating to such matters as allotting duties to and evaluating the performance of
employees who work shorter hours. The allocation of duties was left up to each workplace and cases of misunderstandings between
superiors and subordinates regarding evaluations were occasionally seen. Accordingly, to avoid these problems and support the careerformation of employees who work shorter hours, Casio put together guidelines on management considerations, such as the allocation ofduties, the establishment of goals, and performance evaluations, with regard to those employees.
While Casio has had a training system prior to reinstatement when employees return to work after taking childcare leave, there were cases
in which interviews before reinstatement were not conducted, as they were an optional part of that system. When interviews wereconducted, they tended to focus on confirming the work shift and the content of the returning employee’s job after reinstatement, but did notinclude discussions of future career and working style. That is why, with no opportunities for superiors and subordinates to talk about thesubordinate’s future career, some employees who had returned to work after taking childcare leave experienced a decrease in motivation
due to such things as excessive concern caused by insufficient communication. Given this background, Casio revised and established a
new reinstatement interview system including interview items to foster communication about careers and working styles. Making interviewsa requirement before and after reinstatement will facilitate the smooth return to work of employees who take childcare leave and encourage
the formation of their future careers.
Additionally, Casio also adopted a mentor program with the aim of easing anxiety and supporting career development by offering advice forbalancing work and family life and for career advancement. The company has heard back from female employees that these initiatives haveeased the anxiety that they had few role models and that it is difficult to sketch a career plan.
Female employees in senior staff positions (Casio Computer Co., Ltd.)(FY)FY2011

Number of female employees in senior staff positions(number of managers)
Percentage of female employees in senior staff
positions (percentage of managers)

FY2012FY2013

FY2014

4(3)

13(5)

16(8)

20(10)

0.4%(0.9%)

1.3%(1.5%)

1.7%(2.1%)

2.0%(2.0%)* Casio regards senior staff as professional staff and classifies them as: managers, or professionals who control an organization; andspecialists, or professionals that belong to an organization.
* A manager means a person at the department manager level or higher.

CASIO SUSTAINABILITY REPORT 201478

Hiring and encouraging non-Japanese employees to play active roles
Aiming to stimulate and internationalize the company, Casio is actively hiring foreign students studying in Japan who wish to work at Casio.
During the selection process, Casio makes careful efforts to prevent disadvantages at the time of selection resulting from insufficientunderstanding of information due to differences in language, culture, and customs. (The company has hired foreign students studying inJapan every year since 2012.)
In fiscal 2014, Casio established a Diversity Project working group including non-Japanese employees who are already playing active roles
and sought to improve the company’s systems from their point of view. Casio is working hard to build an environment in which
non-Japanese employees can feel secure about continuing to work for a long time after joining the company. At present, Casio’s
non-Japanese employees are playing active roles while displaying their individuality in many kinds of workplaces.
Improved menu signage in the cafeteria
Even for non-Japanese employees who are proficient in Japanese, it can be difficult to understand the names of food ingredients andcooking methods. Accordingly, Casio now displays cafeteria menus in both Japanese and English. This has also enabled employees ofgroup companies and suppliers outside Japan who are visiting Japan on business, as well, to use the cafeteria more freely. Additionally, forthe benefit of people with dietary restrictions due to religious precepts, menu displays now also include illustrations making it clear what kindof meat is used in each dish.

Pork markEnglish menu descriptions (bottom); chicken
and fish marks (upper right)

New system of leave for returning to one’s home country
Casio grants special leave to non-Japanese employees in Japan so that they can participate from time to time in important events in theirhome countries and to create opportunities for them to see their family and relatives in their home countries once every several years. Until
now it was possible for non-Japanese employee to use paid vacation to return home, but establishing a system has made it easier for themto take leave by clarifying the purpose.
Establishment of a prayer room
Casio has prepared a room with space for Muslim employees to put down a prayer rug and pray.

Description of applications to update one’s status of residence in Japan
Non-Japanese employees must apply to update their status of residence in Japan every five years. Employees had to collect all thenecessary documents and make a request to the company, and sometimes the procedures were difficult to understand. Accordingly, Casio
has put up a description of the procedures on its company intranet.

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CASIO SUSTAINABILITY REPORT 2014

Working together with persons with disabilities
Casio hires people who display creativity and have the desire to work and take on challenges, regardless of any disabilities they may have.
The company is creating workplace environments that allow every individual to display their full abilities and aptitudes.
Upon request, it provides hands-on training in the workplace before hiring in an effort to dispel anxiety about actually working there and toeliminate gaps between expectations and reality.
Casio has also adopted and uses a follow-up system for persons with disabilities throughout the group. This system is intended toconstantly aim for the most suitable environment in light of the opinions of both the workplace and persons with disabilities by conducting
periodic interviews after a person with disabilities joins the company so they are not left alone to face any anxieties or problems. Theinterviews help to quickly resolve any problems, check aptitude for work duties based on actual performance of those duties, and facilitate
the provision of care if a disability has changed with the passage of time. This also helps to relieve the anxieties of the families and former
schools of employees with disabilities. These kinds of initiatives have been commended by public institutions and featured in a DVD
produced by the Tokyo Metropolitan Government introducing superior companies that it endorses. The system has led to the resolution ofmany problems, and employees with disabilities themselves have said it is comforting to have such a system in place. Casio also invites
sign language interpreters to company events to help convey information to the hearing impaired and makes active use of job-related
assistive tools from public institutions.
A working group in the Diversity Project is advancing community development for persons with disabilities. It is carrying out initiatives aimed
at making Casio an easier place to keep working by incorporating the opinions of persons with disabilities regarding issues such asenvironmental retrofitting focused on ensuring safety, measures to increase awareness in workplaces where persons with disabilities work,and measures to further establish their position in the workplace.
The company aims to create an environment in which all Casio employees can work enthusiastically and enjoy job satisfaction, regardlessof level of ability. In this way, Casio actively hires people who display creativity and have the desire to work and take on challenges, andgives them a stage on which to play an active role.
Percent of workforce with disabilities
As of April 1, 2012
Average for consolidated group companies in Japan

As of April 1, 2013

1.64%

As of April 1, 2014

1.84%

1.95%

Encouraging the hiring of seniors / supporting the lives and employment of seniors
Casio has a Senior Employee Program to provide retirement-age employees with employment opportunities, and to effectively utilize theskills and know-how that these individuals have accumulated over the course of their careers. It has now revised this program following
amendment of the Act for Stabilization of Employment of Older Persons. Under the post-revision program, Casio offers continued
employment with reasonable treatment according to past performance and the roles and responsibilities assumed after retirement age. The
system creates workplaces where seniors can continue 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 these issues
while they are still working, and helps them plan their post-retirement lives. Taught by an outside instructor, the seminars also provide
financial information including details on the costs required to sustain full retirement. These learning opportunities have been well received
by participants.
In fiscal 2013, Casio launched the Second Career Working Group as part of its Diversity Project. Together with members of the working
group, which includes senior employees, the company is incorporating opinions from the perspective of the persons concerned into
discussions aimed at creating systems and an environment where employees can work with enthusiasm regardless of age.

Prioritizing local hiring and promotion at subsidiaries outside Japan
Along with the globalization of its operations, Casio is actively pursuing local hiring at its sites outside Japan. The aim is to promotemanagement that is responsive to local conditions in each country, as a truly global company. This is being done not just in manufacturing,
but also in various other fields.
Number of Casio Group employees

CASIO SUSTAINABILITY REPORT 201480

Along with the globalization of its operations, Casio is actively pursuing local hiring at its sites outside Japan. The aim is to promotemanagement that is responsive to local conditions in each country, as a truly global company. This is being done not just in manufacturing,
but also in various other fields.
Number of Casio Group employees* This includes only regular employees

Initiatives in hiring
The Casio Group Code of Conduct states that "we will respect all fundamental human rights, and will not engage in any form of
discrimination." Casio provides equal employment opportunities to anyone with the desire to work.
Casio also endorses the Japan Business Federation’s charter of hiring ethics. The company strives to avoid early hiring of undergraduate
university students to minimize any impact on their studies. It also conducts voluntary explanation meetings at universities around thecountry and holds hiring events at different times during the day and week, splitting up selection periods into four or five different times. In
this way, Casio is striving to provide hiring opportunities to as many students as possible.

Human resources data
Number of employees in Japan(As of end of March 2014)

Casio Computer Co., Ltd.

Group companies in Japan

Total

Male

2,344

1,337

3,681（85％）

Female384

270

654（15％）

Total

2,728

1,607

4,335

Number of employees hired in FY 2013 in Japan(April 1, 2014)

Casio Computer Co., Ltd.

Group companies in Japan

Total

Male

35

3

38(67%)

Female19019(33%)

Total

54

3

57

(As of end of March 2014)

Average years of service in Japan
Casio Computer Co., Ltd.

Group companies in Japan

Total

Male

20.5

17.1

19.2

Female

14.2

18.0

15.7

Total

19.6

17.3

18.7

81

CASIO SUSTAINABILITY REPORT 2014

Male

20.5

17.1

19.2

Female

14.2

18.0

15.7

Total

19.6

17.3

18.7

(As of end of March 2014)

Average employee age in Japan
Casio Computer Co., Ltd.

Group companies in Japan

Total

Male

46.7

46.9

46.7

Female

39.6

43.0

41.0

Total

45.7

46.3

45.9

CASIO SUSTAINABILITY REPORT 201482

Casio regards it as crucial to create workplaces where employees can work enthusiastically with job
satisfaction and in a state of physical and mental health. It has prepared a number of support programs andstrives to foster a corporate culture that accepts diverse working styles. Recognizing its initiatives to date, in2009 the Japanese Ministry of Health, Labour and Welfare granted Casio the Kurumin mark for helping tofoster the next generation. This certification recognizes Casio as a company that actively supports
employees’ efforts to balance work and family life.

Kurumin mark for helping to foster the next generation
Helping employees balance work and family life
Casio has introduced programs that enable employees under restrictions caused by childbirth, parenting, and family nursing care to feel atease and to demonstrate their full potential on the job. The company has developed programs that help employees balance work and family
life, such as a shorter working hours system for childcare and nursing care and an hourly paid leave system.
Childcare and nursing care leave programs (Casio Computer Co., Ltd.)83

CASIO SUSTAINABILITY REPORT 2014

Number of employees taking leave(figure in parentheses is men)

PeriodFY2012FY2013

FY2014

Childcare leave andreturn program

Until the day before the child turns 18 months old or until the end of
the first March after the child turns one year old

34(0)

28(0)

35(1)

Nursing care leave
program

Up to one year per family member

3(1)

4(1)

2(2)

Shorter working hours
system for childcare andnursing careChildcare: Until the child finishes grade three of elementary school
Nursing care: Until the reason to provide nursing care to the family
member requiring such care disappears

66(2)

75(3)

68(3)

Child nursing care leave

Up to five days per year for an employee with a child that has not
yet completed grade three of elementary school

5(1)

16(5)

9(2)

Nursing care leave

Up to five days per year for an employee with a family member in astate requiring nursing care (as mandated by law)

2(1)

4(2)

3(2)

Hourly paid leave system
In June 2010, Casio adopted a system that permits employees to take annual paid vacation in hourly increments. The system is available toall employees and can be combined with half-day leave so that it is used effectively and flexibly.
Employee Comments
Left an hour early for lunch to renew a drivers license“Previously, one had to take a half day off in order to attend to a personal matter during the work day. Now, one can take time off on anhourly basis, which is a more efficient way to use holiday time.”
Took hours off to take her two-year-old daughter for vaccinations and to meet with daycare staff"It is handy to take time off by the hour, since I also want to save my holiday time in case my daughter gets sick."
Wanted to leave a couple of hours early to catch a ball game"A great way to break up my work routine. I felt very energized when I returned to work the next day."Rate of taking paid vacation (Casio Computer Co., Ltd.)FY2012FY2013

FY2014Jan. 2011 - Dec. 2011

Jan. 2012 - Dec. 2012

Jan. 2013 - Dec. 2013

Rate of taking paid vacation

68.3％

70.9％

67.9％

Other vacation and leave programs
ProgramDescription

Vacation Day Accumulation

The annual paid vacation expires in two years. However, employees can accumulate a maximum of 30
unused vacation days to carry over up to four days per year. The leave days can be used if theemployee gets sick or injured, in order to care for a family member, safe motherhood measures, orvolunteering.

Refresh Leave

This program grants five days of leave at the 10-year, 20-year, and 30-year milestones of work.

Initiatives to improve productivity
Casio Computer Co., Ltd., is working to reduce annual work hours, and is carrying out the "Daily Improvement: Zero Overtime Movement"with an eye to changing work styles and improving productivity. This is part of a larger work-style reform initiative that aims to achieve zero
overtime with no decline in the quality of work. The aim is to comprehensively raise the quality of work, which in turn will drive improvementin Casio’s business performance. In fiscal 2015, company-wide efforts were made, aiming for a 10% reduction from the previous year.
Managers and supervisors use a Web-based system that enables them to track and manage the working hours of their subordinates.
Average monthly overtime work (Casio Computer Co., Ltd., and group companies in Japan)
FY2012CASIO SUSTAINABILITY REPORT 2014

FY201384

FY2014

Vacation Day Accumulation

Refresh Leave

unused vacation days to carry over up to four days per year. The leave days can be used if theemployee gets sick or injured, in order to care for a family member, safe motherhood measures, orvolunteering.
This program grants five days of leave at the 10-year, 20-year, and 30-year milestones of work.

Initiatives to improve productivity
Casio Computer Co., Ltd., is working to reduce annual work hours, and is carrying out the "Daily Improvement: Zero Overtime Movement"with an eye to changing work styles and improving productivity. This is part of a larger work-style reform initiative that aims to achieve zero
overtime with no decline in the quality of work. The aim is to comprehensively raise the quality of work, which in turn will drive improvementin Casio’s business performance. In fiscal 2015, company-wide efforts were made, aiming for a 10% reduction from the previous year.
Managers and supervisors use a Web-based system that enables them to track and manage the working hours of their subordinates.
Average monthly overtime work (Casio Computer Co., Ltd., and group companies in Japan)
FY2012
Overtime hours

FY201314.76

FY2014
15.09

16.20

Communication between labor and management
Through regular communication between management and the labor union, Casio hopes to raise the awareness of employees about their
participation in the management of the company. Casio values close communication between labor and management.
At the core of this labor-management communication is the Group Workers' Labor-Management Conference, which is held four times a year
(February, May, September, and November). At these conferences, management and labor, together representing the entire group,
exchange opinions about current conditions at the company. In addition, close communication is maintained at various other levels,
including the Central Labor-Management Meeting, the Division Labor-Management Meeting, and the Sales Chapter Labor-Management
Meeting. Casio operates on a union-shop basis; as a rule, all employees except for managers are members of the union.

85

CASIO SUSTAINABILITY REPORT 2014

Casio works to maintain a healthy corporate culture where fairness and impartiality are valued in all promotion
decisions. The company uses a merit-driven system combined with a performance-based approach toevaluate employees and determine compensation.
Policy for fair evaluation and compensation
Based firmly on a foundation of fairness, Casio aims to continuously improve its human resource system in light of changes in the social
environment. Within that system, the present basic human resources policy combines a role-based system that grades individual employees
based on the extent of their roles with a performance-based approach to evaluation and compensation based mainly on outcomes of job
performance within their roles.
Additionally, the company puts a premium on the following points of view:▪ Respect of will: Grant significance to the individual's will and intentions▪ Human resources development: Create opportunities for the 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
In addition to the above policy, Casio will place a premium on these points of view 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 andgrowth of the company.
Casio’s design and application of an impartial personnel system ensures fair rating, evaluation, and compensation according to the level of
duties, regardless of academic background, years of service, or gender.
Casio feels that goal management is important in its evaluation system and so it has supervisors and their subordinates share goal
information via the intranet. The company will further develop this in the future and plans to consider horizontal disclosure in order to sharegoals among colleagues and measure synergistic effects.
The company evaluates each employee at an interview twice a year. Casio uses evaluation sheets based on goal management to notify
employees about the results of evaluations, a mechanism designed to improve transparency and ensure that evaluation of employees ishighly credible.
Human resources system overview

Education for fair evaluation and compensation
Casio requires managers to take evaluator training in an effort to improve their evaluation, leadership, and interviewing skills, in order tooperate its human resources system fairly and appropriately.
Additionally, all managers are evaluated by their colleagues and subordinates about once every three years. The results are fed back to
managers during training sessions to encourage continual improvement. An overview of the evaluation and compensation system is postedon the company intranet to keep all employees thoroughly informed about this system.

CASIO SUSTAINABILITY REPORT 201486

Education for fair evaluation and compensation
Casio requires managers to take evaluator training in an effort to improve their evaluation, leadership, and interviewing skills, in order tooperate its human resources system fairly and appropriately.
Additionally, all managers are evaluated by their colleagues and subordinates about once every three years. The results are fed back to
managers during training sessions to encourage continual improvement. An overview of the evaluation and compensation system is postedon the company intranet to keep all employees thoroughly informed about this system.
The company not only works with evaluators, but has also cooperated with the labor union to produce a Goal Setting and Evaluation
Interview Handbook to help deepen understanding between supervisors and their subordinates and ensure fairness in operations.

Overview of human resource development
Casio has various human resource development programs designed to develop creative employees who are eager to take on challenges
and to train professionals with early tracking into specialized fields.
Casio aims to develop professionals in the form of strategic generalists who pass on the company's corporate culture, and technicalspecialists who pass on the company's unique technology and know-how. For this purpose, based on the convictions that people growthrough their work and that the source of growth is personal motivation, Casio helps employees improve their skills by providing
environments that enable them to overcome challenges through personal determination and effort.
Accordingly, the company emphasizes on-the-job (OJT) training to improve practical skills, complemented by off-the-job (off-JT) training toprovide theoretical knowledge. 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 System

Casio conducts the necessary training for all the job grades in its in-house ranking system, and the company is working constantly to
upgrade and enhance its human resource development system. As part of this system, Casio offers measures to train existing workers tomake them professionals and training for specific job grades to all eligible employees. The human resource training page on the company’s
intranet explains each system of training as well as showing comments from employees who have used the system. Casio endeavors toencourage utilization of the system and support employee education by presenting success stories and good news.
Training participants (Casio Computer Co., Ltd.)87

CASIO SUSTAINABILITY REPORT 2014

Casio conducts the necessary training for all the job grades in its in-house ranking system, and the company is working constantly to
upgrade and enhance its human resource development system. As part of this system, Casio offers measures to train existing workers tomake them professionals and training for specific job grades to all eligible employees. The human resource training page on the company’s
intranet explains each system of training as well as showing comments from employees who have used the system. Casio endeavors toencourage utilization of the system and support employee education by presenting success stories and good news.
Training participants (Casio Computer Co., Ltd.)

Annual average number of hours of training (Casio Computer Co., Ltd.)

Surveys and verification relating to utilization and development of human resources
In off-the-job training, questionnaires are given to employees every time they attend a training session, and their requests and opinions areused to help make improvements in the following fiscal year and beyond. In on-the-job training, when employees register for the Career
Challenge System (described below), they can register their opinions about the system itself. Furthermore, when the company establishes
new systems, it verifies the system through prior interviews and trial runs with the aim of achieving more effective operation.
Fiscal 2014 summary and future issues
In fiscal 2014, Casio focused on selection training, global mindset, languages, capacity-building of managers outside Japan, andimprovement of technical skills as well as enhancement of education for potential recruits. It also established five new training courses,
which achieved a satisfaction rate of 90%. In fiscal 2015, Casio will improve and expand its conventional training content and strengthen
education for developing global human resources, which is a company-wide theme.

Main human resource development programs
Career Challenge System
This system lets employees periodically register their careers, skills, and personal challenges with the company, and serves as an importantreference for assisting managers to determine policies on developing their subordinates and future placement planning.

Career Challenge: Advanced
This program preferentially places employees who have been in their current career position for a rather long time and hope to challengethemselves to pursue work environments and careers that require new skills, for the objective of self-improvement and making further
contributions to the company, in their desired divisions, if their desires meet the needs of the new department.
This program has been gradually extended to group companies and the number of employees wishing to take the challenge is growing
every year. Casio will continue to facilitate revitalization within the group through this system.

CASIO SUSTAINABILITY REPORT 2014
Job Posting System

88

In fiscal 2014, Casio focused on selection training, global mindset, languages, capacity-building of managers outside Japan, andimprovement of technical skills as well as enhancement of education for potential recruits. It also established five new training courses,
which achieved a satisfaction rate of 90%. In fiscal 2015, Casio will improve and expand its conventional training content and strengthen
education for developing global human resources, which is a company-wide theme.

Main human resource development programs
Career Challenge System
This system lets employees periodically register their careers, skills, and personal challenges with the company, and serves as an importantreference for assisting managers to determine policies on developing their subordinates and future placement planning.

Career Challenge: Advanced
This program preferentially places employees who have been in their current career position for a rather long time and hope to challengethemselves to pursue work environments and careers that require new skills, for the objective of self-improvement and making further
contributions to the company, in their desired divisions, if their desires meet the needs of the new department.
This program has been gradually extended to group companies and the number of employees wishing to take the challenge is growing
every year. Casio will continue to facilitate revitalization within the group through this system.

Job Posting System
This system seeks to satisfy both the company's business needs and employees' career paths, and is a program for priority placement ofsuitable people, based on selection of candidates for jobs which the company offers. It is operated jointly with other Casio group companies.

New Employee Training, Follow-up Training, Career Development Training
Training for young employees becomes a place for learning the basics of being a Casio employee, and offers opportunities for employees toconsider their own career paths, with training for new entrants as well as first-year, second-year and third-year employees.

Skill Selective Training
The training targets all regular employees, for the objective of 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. It also functions as an opportunity for networkbuilding within the company, as employees from different occupational categories attend the same training.

Techno PowerThis 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.
The exhibit heightens motivation to embrace the challenge of new technologies and enhances engineer’s sense of pride and satisfaction in
their profession.

In-house specialist seminars
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 andof fostering a development mindset and the will to take on challenges.
The themes of the seminars have been expanded to include such topics as market and product trends in regions where future market
expansion is expected, especially in emerging countries.

Language training
The purpose of this training program is to increase employees’ language skills. The company provides diverse language training suited to
employee needs.

Intrapreneurship Program
Casio established its Intrapreneurship Program to identify and foster talented human resources who can motivate employees and develop
businesses and to quickly launch new businesses by providing an opportunity for employees to make business proposals beyond
organizational boundaries. The program allows individual employees to make their own business proposals directly to top management.
Those employees whose proposals are approved as promising themes become the project leaders, and then work to realize the goals they
proposed. So far 96 proposals have been made, some of which led to business development. Casio intends to make use of this program as
an ongoing business proposal tool in the future.

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 right people in the right jobs by valuing employees' intentions. Additionally, career interviews are conducted with those

CASIO SUSTAINABILITY REPORT 2014

89consider their career direction. Casio also makes its intranet andwho desire one and support provided as appropriate when employees
database available to the managers of each department to allow them to conduct comprehensive assessment of the human resource
development information on their subordinates, which they then utilize for training within the department.

organizational boundaries. The program allows individual employees to make their own business proposals directly to top management.
Those employees whose proposals are approved as promising themes become the project leaders, and then work to realize the goals they
proposed. So far 96 proposals have been made, some of which led to business development. Casio intends to make use of this program as
an ongoing business proposal tool in the future.

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 right people in the right jobs by valuing employees' intentions. Additionally, career interviews are conducted with those
who desire one and support provided as appropriate when employees consider their career direction. Casio also makes its intranet anddatabase available to the managers of each department to allow them to conduct comprehensive assessment of the human resource
development information on their subordinates, which they then utilize for training within the department.

CASIO SUSTAINABILITY REPORT 201490

Each and every employee must be able to work safely and in good health in order to perform at his or her fullpotential. Based on various laws and work regulations such as Japan’s Industrial Safety and Health Act, Casio
makes group-wide efforts to create workplace environments where all employees can work with peace ofmind, in order to maintain and enhance the health of employees and prevent occupational injuries or theirreoccurrence.Group companies outside Japan comply with their local laws and regulations and also
implement similar measures.
Occupational health and safety activities
Casio has established Occupational Safety and Health Committees in all of its business locations. The committees independently 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
awareness about occupational safety and health.

Initiatives for managing and promoting employee health
Casio goes beyond employee health management. It also seeks, by taking active measures topromote better health, to improve employee motivation and raise productivity. It also supports theadvancement of health by providing various types of health guidance and raising health awareness,working in cooperation with the Casio Health Insurance Association.
Regular health checks
Regular health checks for employees at Casio are more thorough than legally mandated: they include
many additional items intended to help employees maintain their health and to prevent lifestyle-related
Healthy menu
diseases. Nearly 100% of employees come for the health checks every year. The company has also
standardized rules on follow-up in order to help individuals whose health check revealed some concerns to take better care of themselves.
Initiatives to counter lifestyle-related diseases
In the effort to prevent lifestyle-related illnesses, Casio, together with the Casio Health Insurance Association, is promoting initiatives that
focus on exercise and healthy eating. From September to November and from March to May every year, Casio holds a Walking Campaign
at sites across Japan to encourage the habit of getting moderate exercise. In fiscal 2014, 2,657 people participated in the campaign.
Participants can check their progress and ranking on a special website.
The employee cafeterias provide healthy menu choices featuring a balance of calories and nutrition. Wellness Fairs are also held at all
Casio cafeterias.

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 be caused 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 a month must
be interviewed by an industrial physician. The physician then checks the employee's health condition, 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.

Mental health care initiatives
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 a Stress Test by Organization
for all its employees. A Stress Management Program for younger employees, a separate e-Learning Program and a Program for Managers

91

CASIO SUSTAINABILITY REPORT 2014

due to long working hours. In order to ensure proper work schedules, all employees that work 80 hours or more of overtime in a month must
be interviewed by an industrial physician. The physician then checks the employee's health condition, 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.

Mental health care initiatives
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 a Stress Test by Organization
for all its employees. A Stress Management Program for younger 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 improve awareness of mental health issues.
In addition, Casio has an in-house mental health physician and an external Physical and Mental Health Hotline in place to offer counselingin and outside the company.
Casio has been steadily establishing the same kind of support system for group companies in Japan, in order to ensure that employees areable to work with vigor and satisfaction.

Quit smoking campaign
Smoking is prohibited on the premises of all group companies in Japan and also prohibited during working hours, whether in or outside thecompany. Since fiscal 2011, Casio and its Health Insurance Association have been cooperating in the implementation of a practical Quit
Smoking Encouragement Program that provides smoking-cessation aids. In fiscal 2014, Casio Computer Co., Ltd., held a quit smoking
seminar at its head office in Hatsudai, which was attended by nearly 200 people.

Preventing occupational accidents
Casio is committed to the goal of zero occupational injuries and operates regular safety
programs with the aim of maintaining an accident-free record at all Casio work sites. In
addition, each site and group company conducts fire and disaster prevention/evacuation drills.

Disaster prevention drill at the head office
Occupational injuries at Casio Computer Co., Ltd. (in the last five years)(FY)

Injury frequency rate*1

Injury severity rate*2

Casio

Manufacturers

Casio

Manufacturers

FY2010(Jan.−Dec. 2009)

0.19

0.99

0.001

0.080

FY2011(Jan.−Dec. 2010)

0.20

0.98

0.001

0.090

FY2012(Jan.−Dec. 2011)

0.00

1.05

0.000

0.080

FY2013(Jan.−Dec. 2012)

0.19

1.05

0.001

0.080

FY2014(Jan.−Dec. 2013)

0.40

0.94

0.001

0.100

*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.

Initiatives for lifesaving activities by employees
Casio has placed automated external defibrillators (AEDs), which are used in cardiopulmonary resuscitation (CPR) during a cardiac arrest,
92 classes and supports initiatives for lifesaving activities byin all its facilities nationwide. Additionally, the company provides lifesaving

CASIO SUSTAINABILITY REPORT 2014

employees, in order to be prepared for any eventuality.

(Jan.−Dec.
2013)
FY2014FY2014
0.19
1.05
0.001
0.080
*1 Numberof deaths 0.40
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umulative
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Example commendations

Example commendations

93

CASIO SUSTAINABILITY REPORT 2014

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
Casio’s social contribution initiatives aim to help build a healthy, spiritually rich society. The
five priority areas are education of the next generation, study and research, environmental
conservation, community service, and culture and arts.
Casio takes a proactive approach to these initiatives, seeking to communicate with various
stakeholders in order to determine how it can be most helpful as a good corporate citizen. In
this process, Casio seeks to make innovative social contributions, leveraging its uniqueexpertise and management resources as well as the broad range of knowledge andexperience possessed by its employees.

Raising up the next generation
Classes in the company, and school visits
Casio offers a diverse array of products used in schools and other educational settings, such as calculators, electronic dictionaries, musicalinstruments, and projectors. Seeking to make educational contributions to the next generation, Casio strives to understand the challenges
faced in various educational settings in different countries and regions. It then works to provide suitable products that can help to resolve
challenges in the classroom. Thus, this Casio business seeks to improve the very way education is approached.
Beyond its main business, Casio is also actively engaged in other efforts befitting a good corporate citizen to contribute to the education of
the next generation.
Since 2007, Casio Computer Co., Ltd., has been offering original educational programs, primarily for elementary and junior high school
students. These include school visits and classes offered at company facilities. In these programs, Casio aims to make a broader and more
profound contribution to education.
The school visit program is roughly divided into a three sections, on “connectedness, creativity and emotional growth,” “connection withlife,” and “today’s world.” The first section seeks to make children aware of the value of life by facilitating dialogue among them. The second
section of the program, on connection with life, seeks to give children opportunities to feel a connection with life and experience living
through the senses, by using equipment to listen to the beating of the heart. The final segment, on today’s world, provides a forum forchildren to share and discuss their ideas about the global environment that supports human life and on the various problems children facearound the world. This helps to encourage awareness and action on such issues as life, peace, poverty, and the environment. Since 2007,
the school visit program has been conducted for over 29,000 children at a total of 340 schools.
The classes offered at the Hachioji R&D Center, one of the Casio Group’s most advanced eco-friendly business sites, focus mostly on
environmental initiatives. The program includes activities such as a tour of the thermal storage tank and rooftop garden as well as hands-on
experience with taking apart and then reassembling environmentally friendly products.
At other facilities, engineers lead classes in which they convey to children the fun of making things and the value of craftsmanship.

CASIO SUSTAINABILITY REPORT 2014

94

The classes offered at the Hachioji R&D Center, one of the Casio Group’s most advanced eco-friendly business sites, focus mostly on
environmental initiatives. The program includes activities such as a tour of the thermal storage tank and rooftop garden as well as hands-on
experience with taking apart and then reassembling environmentally friendly products.
At other facilities, engineers lead classes in which they convey to children the fun of making things and the value of craftsmanship.
* For more information on Casio school visits, see “Class on Life” in the Feature Story section of the2013 report.
* For more information on the classes offered at the Hachioji R&D Center, see the Environmental
Communication section.

School visit

Taking apart and reassemblinga calculator

Developer tells the story of thecreation of G-SHOCK

Exhibition and workshop held at Hachilabo in the Science Center for Children
From August 20 to October 3, 2013, Casio held an exhibition entitled “Digital World of Expanding
Fun!” at Hachilabo in the Science Center for Children run by Shibuya Ward in Tokyo. The exhibits
introduced the evolution and fun of digital technology through 3D Casio art and familiar products
such as calculators, digital cameras, timepieces, and electronic dictionaries.
Additionally, from August 27 to 29, Casio employees taught workshops using electronic dictionaries,
digital cameras, and calculators. Many families attended the workshops, and the three days stirred
great interest and enthusiasm in digital technology.

Using watches to explain how
solar batteries work

Children fascinated bydisassembled parts at a workshop
on electronic dictionaries

95

CASIO SUSTAINABILITY REPORT 2014

Participation in science fairs
In August 2013, Casio exhibited at Science Square in Munakata 2013. Like the year before, the Casio
booth allowed visitors to capture the moment a water balloon breaks in a frame from a high-speed
movie taken on an EXILIM digital camera. Many elementary and junior high school students interested
in science experienced what it is like to use a camera to confirm a phenomenon that cannot beperceived with the naked eye.

Bursting water balloon captured
with the High Speed Exilim digital
cameraCooperating in the private sector training of schoolteachers
Casio Computer Co., Ltd., has cooperated in the private sector training of schoolteachers, organizedby the Keizai Koho Center, every year since 2004. The purpose of this training is to deepen teachers’
understanding of the business world so they can then convey that experience to children and also
make use of it in school administration.
In 2013, the tenth year of its involvement, Casio welcomed nine teachers for training over three days
from July 23 to 25. The teachers were given a tour of the head office facilities and the Toshio Kashio
Memorial Museum of Invention and listened to lectures by employees from different departments
about such topics as Casio’s product development and marketing and its environmental and CSR
initiatives.
Feedback from the teachers included: “I got a sense of Casio’s management philosophy andsincerity.” “I will bring what I learned back to school, share it with other teachers, and make use of it toreflect on my own teaching and in the education of the children.” “I could feel the Casio staff’s passion
for the company and their enthusiasm about craftsmanship.”Observing a demonstration of
the 14-A in operation at the
Toshio Kashio Memorial
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Casio will continue accepting schoolteachers for training in the private sector in the future, in order tocontribute to the education of the children who will be the torchbearers of the future.

Introducing examples of how
high-speed digital cameras areused in educational settings

Teaming up with China’s Teaching Materials Institute on an experimental education program
Casio (China) Co., Ltd., signed a three-year partnership agreement with the Teaching Materials
Institute of China’s Ministry of Education, for an experimental education program. In fiscal 2014, thecompany provided electronic dictionaries, graphing scientific calculators, digital pianos, and projectors
to 26 well-known foreign-language schools in China, and carried out an experimental teaching
program. Use of these teaching materials will broaden education and learning, and the educational
effectiveness of these schools is expected to increase as a result.
Ceremony at Nanchang
Foreign Language School

CASIO Education Scholarship Foundation
Casio (Shanghai) Co., Ltd., set up the CASIO Scholarship Foundation at Peking University, Shanghai International Studies University,

CASIO SUSTAINABILITY REPORT 201496

Ceremony at Nanchang
Foreign Language School

Ceremony at Nanchang
Foreign Language School

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and human
behavior.

97

CASIO SUSTAINABILITY REPORT 2014

Mexican high school students
participated in the International
Mathematical Olympiad

Study and research
Support for the Casio Science Promotion Foundation
Casio is contributing to the development of science and technology 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 the principle objective of fostering
pioneering and creative research in the early stages by young researchers who arepersevering with challenging research on limited funding. This is based on thephilosophy that advanced R&D should be promoted in various fields, in order to fulfill
the Foundation’s mission of helping Japan contribute to the world as a nation ofadvanced technology.
The Foundation provides grants in a wide range of scientific fields−from electronic andmechanical engineering, to natural sciences related to health, to energy saving−as wellas in the cultural sciences including human resources development and humanbehavior.

The 31th grant presentation ceremony (fiscal
2014)

Over the last 31 years, the Foundation has provided a total of about ¥1,481.14 million in 1,167 grants.
481.14 million in 1,167 grants.
Over the last
31 years,
the Foundation has provided a total of about ¥1,481.14 million in 1,167 grants.
Grantsin fiscal
2014

In addition to its 21 basic categories in 5 fields, in fiscal 2014 the Foundation established a new special topic considered to be important
Grants in fiscal 2014ation establisheda newspecialsocial
topic consideredbe important
based
on recenttrends: Newtotechnology
research that could form the core of the next industrial revolution.
In next
addition
to its revolution.
21 basic categories in 5 fields, in fiscal 2014 the Foundation established a new special topic considered to be importantm the core of theindustrialbasedasking
on recenttrends:technologythat could
the coreof thenext industrial
After
190 social
universities
to New
submitresearch research
topic proposals,
263form
proposalswerereceivedfrom 89 revolution.
universities. Based on a rigorous

oposals were received
89 universities.
Based
onyen
a rigorous
selectionfrom
process,a total of 50
millionin grants was awarded to 38 different proposals.
Afterasking190
universities
tosubmitresearch
topic proposals, 263 proposals were received from 89 universities. Based on a rigorous
different proposals.
selection
process,a total of are
50 million
in grants
was awarded
38 different
proposals.
Mostof thegrant recipientsin theiryen
thirtiesor forties,
and manytoyoung
researchers
representing the promise of the next generation

ng researchersattended
representing
the promiseof the ceremonynext generation
the grant
presentation
held in December 2012.
Most of the grant recipients are in their thirties or forties, and many young researchers representing the promise of the next generation
attendedtopic
the grant presentation ceremony held in December 2012.
Special
3 grants¥15 million
3 grants
million and Mechanical Engineering)Group A¥15
(Electronics
Specialtopic
21 grants
million and Physiology)
Group B¥21
(MedicineGroup CA ¥9
(Electronics
9 grants
million and Mechanical Engineering)(Humanities)
Group B ¥5
(Medicine
5 grants
million and Physiology)Group(Humanities)
GrantsCfrom
the Casio Science Promotion Foundation

21 grants
3 grants
921
5 grants
9 grants¥21 million¥15¥9 million¥21¥5 million¥9 million

5 grants¥5 million

Grants from the Casio Science Promotion Foundation

Message from a grant recipient

I would like toexpress
my sincere
gratitude for the research grant; I consider it a great honor. I
Messagefroma grant
recipientonsider it a great washonor.
I
transferred
this past April and so find myself facing hectic days in a completely different
I would like toNevertheless,express my sincere
gratitude
the research
grant;
I consider
it a greathonor.
n a completely different
environment.
at present
I am forstriving
to construct
numerical
analysiscodingandI anCASIO SUSTAINABILITY REPORT 2014

wastransferred
this past Apriland so findworking
myself underfacing thehecticdays
a completely
different
erical analysis coding
andan environment
experimental
for validation,
researchof “elucidationof a98intheme
environment.
Nevertheless,atpresent
I
am
striving
toconstruct
numerical
analysiscodingandtheme of “elucidationof amechanismof ion beam neutralization using mini ion thrusters.” Using an analytical model that Ian
experimental
environment
for validation,
research
themeof “elucidationof ag an analytical modelthat Iand making
created,effective
use of the working
preciousunder
grant thefunds,
I intend
to devotemyself to moving

Message from a grant recipient
I would like to express my sincere gratitude for the research grant; I consider it a great honor. I
was transferred this past April and so find myself facing hectic days in a completely different
environment. Nevertheless, at present I am striving to construct numerical analysis coding and an
experimental environment for validation, working under the research theme of “elucidation of amechanism of ion beam neutralization using mini ion thrusters.” Using an analytical model that I
created, and making effective use of the precious grant funds, I intend to devote myself to moving
ahead with this theme and to contribute to the development of space engineering. I look forward
to your guidance and encouragement in the future.
Yoshinori Takao,
Associate Professor,
Systems Research Group,
Faculty of Engineering,
Yokohama National University

Environmental conservation
Casio continuously and enthusiastically engages in social contribution efforts in the area of environmental conservation, including
supporting environmental organizations through the sale of special collaboration G-SHOCK and Baby-G models, planting trees in China,
and adopting tulips and Ohga lotus plants.
* For more information, see the Environmental Communication section.

Local community initiatives
Establishment of Casio Technology Course and Acceptance of Trainees
Casio Electronic Technology (Zhongshan) Co., Ltd., which manufactures Casio electronic
dictionaries, musical instruments and watches, established a Casio Technology Course through anagreement with a manufacturing technical school in Hunan province in 2009 and a municipal
vocational school in Guangxi province in 2011. The purpose of the courses is to train engineers andtechnicians in a developing region of China’s interior, and to give students who wish to work at Casioan opportunity to join the company.
A three-month internship at the plant is provided to interested candidates. From December 2013 toMarch 2014, 402 interns from the municipal vocational school in Guangxi and 207 interns from the
manufacturing technical school in Hunan were accepted. Looking ahead, Casio hopes to keep

After the award ceremony

helping the community’s next generation to acquire skills and participate in the training of humanresources utilizing the Casio Technology Course in cooperation with local schools.

Interns

Support for Cherry Marathon in Higashine City
Yamagata Casio has been supporting the Cherry Marathon in Higashine City since 2004. The
company’s 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.
th

At the 12 annual marathon held in 2013, about 61 Yamagata Casio employees participated in theevent as runners or volunteers at water stations.
In order to forge even deeper relationships of cooperation and trust with local residents, the company
will continue to actively promote this kind of community contribution activity.

99
Culture and the arts

Volunteers at water stations

CASIO SUSTAINABILITY REPORT 2014

Interns

Support for Cherry Marathon in Higashine City
Yamagata Casio has been supporting the Cherry Marathon in Higashine City since 2004. The
company’s 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 12th annual marathon held in 2013, about 61 Yamagata Casio employees participated in theevent as runners or volunteers at water stations.
In order to forge even deeper relationships of cooperation and trust with local residents, the company
will continue to actively promote this kind of community contribution activity.

Volunteers at water stations

Culture and the arts
By sponsoring symphony orchestras and cultural facilities, Casio provides people with opportunities to feel delight and deep emotion andpromotes the development of culture and the arts.
・Sponsorship of the NHK Symphony Orchestra
・Sponsorship of the Tokyo Philharmonic Orchestra
・Sponsorship of the Maison de la culture du Japon á Paris (Institute of Japanese Culture in Paris), and more

Other
Product disassembly and separation work contracted to a welfare workspace
Aiming to be a company that is good for people and environmentally 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.
Recently, the workspace has been involved in the disassembly and separation of label printers andink cartridges, which have been collected once customers stopped using them after buying
replacements. At the welfare workspace, which enrolls persons with intellectual challenges andphysical disabilities, most of the work is light work such as making bags and presentation boxes andfolding leaflets. Work such as disassembly and separation increases their concentration and ability to

Workspace operations
keep going on a task, which also gives the workers a high sense of fulfillment on the job. This initiative is considered to support theent on the job. keepThis initiative
tosupporttheindependence
ofconsideredworkers
throughsocialeducationthesenseacquisitionof morals
rules.
going onisa
task,
which
also
gives
the
workers anda highof fulfillment
on andthe job.
This initiative is considered to support the
moralsandinitiative
rules.
As partof its CSR
initiatives,
Casiosocial
Business
Servicewill
continue
contracting
outandthisrules.
work to help support the independence of workers.
job. Thisis consideredtosupporttheindependenceof workers
through
educationandtheacquisitionof morals

ing
out this work
help
independenceof workers.
rules.
As to
partof support
its CSR theinitiatives,
Casio Business
Service will continue contracting out this work to help support the independence of workers.
s work to help support the independence of workers.

Volunteering
Volunteering
Participating in the Ecocap Movement

Since fiscal 2009,
Casio
TechnoCo., Ltd., Casio Information Systems Co., Ltd., and Casio Business Service Co., Ltd., have led the Casio
Participatingin theEcocapMovement
Ltd., and Casio
BusinessCo., Ltd.,
ledLtd.,theCasio InformationGroupin itsService
participationin thehave
EcocapMovement,
which helps
provideCo.,
polio
vaccinations
childrenService
in developing
countries
throughtheSincefiscal2009,
Casio
TechnoCo.,
SystemsLtd.,
and Casio toBusinessCo., Ltd.,
have led
the Casio
io vaccinations
tochildrenin donation
developing
countries
throughthecollection
andPETbottlecaps.Collection
boxes
areprovide
placed atprincipal
locations
all employees
are countries
encouraged
to
Casio
BusinessGroup
ServiceCo.,Ltd.,haveofinledtheEcocap
Casio
in itsparticipation
theMovement,
which
helps
polio
vaccinations
to andchildrenin developing
throughtheprincipal
locations
allandemployees
areencouraged
toparticipate.
tions to children
inanddeveloping
countries
the caps.Collection
collection
donationof throughPETbottleboxes are placed at principal locations and all employees are encouraged toThismovement
operated bycations and allparticipate.
employees
are isencouraged
to the Ecocap Movement NPO. Every 800 caps collected is turned into 20 yen, which covers the cost of one
s collected is turned
into 20 yen,which covers
theEcocap
cost ofMovement
one
polio movement
vaccination.
This
is operated
by theNPO. Every 800 caps collected is turned into 20 yen, which covers the cost of one

d is turned intopolio
20 yen,which covers the cost of one
vaccination.

Casio is determined to continue producing solid results through the full efforts of its employees.
rts of its employees.
Casio is determined to continue producing solid results through the full efforts of its employees.

mployees.

Conducting volunteer community cleanups

The Casio Group
conducts
regular community
Conducting
volunteercommunity
cleanupscleanups around company facilities through the volunteer efforts of employees at businessacilities throughtheCasiovolunteereffortsof employees
at willbusinesssites
andplantsworldwide.
The group
continuethesearoundcleanups
in orderto contribute
tothe
thevolunteer
local community.
The
Group
conducts
regularcommunity
cleanups
company
facilities
throughefforts of employees at businessr to contributeto theandlocal
community.
roughthe volunteer
effortsof employees
businesssites
plantsworldwide.atThegroup will continue these cleanups in order to contribute to the local community.
bute to the local community.

CASIO SUSTAINABILITY REPORT 2014
Casio Computer Co., Ltd.
Casio Electronics(Shenzhen)
Co.,
Ltd.
HamuraR&D Center
Casio
Computer
Co.,
Ltd.

100
Casio Electronic
ManufacturingCo., Ltd.
Casio
Electronic

Casio Electronics (Shenzhen) Co., Ltd.
Casio Electronics (Shenzhen) Co., Ltd.

This movement is operated by the Ecocap Movement NPO. Every 800 caps collected is turned into 20 yen, which covers the cost of one
polio vaccination.
Casio is determined to continue producing solid results through the full efforts of its employees.

Conducting volunteer community cleanups
The Casio Group conducts regular community cleanups around company facilities through the volunteer efforts of employees at businesssites and plants worldwide. The group will continue these cleanups in order to contribute to the local community.

Casio Computer Co., Ltd.
Hamura R&D Center

Casio Electronic
Manufacturing Co., Ltd.

Casio Electronics (Shenzhen) Co., Ltd.

Assistance for disaster victims
When a major natural disaster strikes, Casio provides relief to disaster victims, as well as support for rapid post-disaster reconstruction.
●Supporting victims of the Great East Japan Earthquake
School visits
In December 2013, Casio visited Magome Elementary School in Kesennuma, Miyagi, and delivereda session of the “Class on Life” to the students.This was the third session at this school, following
sessions delivered in February 2012 and February 2013.
This session focused on disaster prevention and the importance of life. Feedback from thestudents included the following statement: “The Class on Life made me feel an emotional
connection to those who have already passed away.”
In fiscal 2014, Casio also delivered sessions of the “Class on Life” to the students at Adachi HighSchool in Fukushima and Nagamachi Junior High School in Miyagi.

Class on Life

Disaster zone volunteers
On April 11, 2014, 53 newly hired employees from Casio Computer Co., Ltd., helped in volunteer efforts to restore agricultural land in
Higashi-matsushima, which was affected by the Great East Japan Earthquake. Casio has continued to provide volunteer activities in thedisaster zone for the past three years as part of new employee training. This time the volunteers participated in the Tatton Project,planting cotton to help rejuvenate fields that were damaged by seawater. Under the direction of local farmers, volunteers spread fertilizer
on about 3,000 m2 of land (about the size of three rice fields), cleaned waterways, built field ridges, and prepared seedlings.

Planting seeds for cotton seedlings. Cotton absorbs salt from the ground,and after growing it for about three years, the field is transformed (left).
Building field ridges (top and bottom) and group photo after work (right)
Donation to Tsunami Orphans
In fiscal 2013, Casio made another donation (¥2 million) to the Ashinaga Great East Japan Earthquake & Tsunami Orphans FundraisingCampaign. Ashinaga is a charity that promotes educational and emotional support for orphans worldwide. Casio will continue to donate to
the campaign in the future.

●Support for Victims of the Sichuan Earthquake
On April 20, 2012, a major earthquake struck the Chinese province of Sichuan. Casio made a donation to the One Foundation for 500,000
yuan (about ¥800 million), which was used to assist victims and reconstruction in the disaster area.

101

CASIO SUSTAINABILITY REPORT 2014

In April 2012, Casio established the Casio Environmental Vision 2050, a long-term environmental management
policy with a target year of 2050. At the same time, the company also issued the Casio Environmental
Declaration 2020, which is its medium-term action guideline. Casio’s determination to become a leading
environmental company is demonstrated by its commitment to visionary global initiatives to help build a moresustainable world.

Environmental Executive Message
Casio’s goal is to help build a more sustainable world while contributing to the creation of
new markets and cultural phenomenon by developing compact, lightweight, slim, andenergy-efficient products.
The Casio Environmental Vision 2050 articulates our objectives for environmental management as
we look toward the year 2050.
Serving as a milestone on the road to 2050, the Casio Environmental Declaration 2020 sets out ouraction guidelines with a target year of 2020. Both the Vision and the Declaration share threepriorities:(1) realizing a low-carbon society, (2) building a recycling society, and (3) living in harmony withnature and preserving biodiversity.
By working toward these goals, we will ensure legal and regulatory compliance for Casio, improve
the strength of the Casio brand and highlight the advantages of our products—all of which help us tomeet the expectations of our various stakeholders, including customers and suppliers.
Akira Kashio
Senior Executive Managing Officer

Realizing a low-carbon society
In April 2014, the current Japanese government administration approved a resolution on a new Basic Energy Plan. In preparation for the
COP21 conference to be held in Paris, France at the end of 2015, the plan includes consideration of new goals for climate change policies
beyond the year 2020 as well as international frameworks for achieving those goals.
As one of the leading efforts in Japan in this area, Keidanren (Japan Business Federation) issued its Commitment to a Low Carbon Society
in April 2013. Casio has announced that it will participate in the Commitment. We are working hard in the area of energy conservation,seeking to reduce average annual per-unit energy consumption by 1% by 2020. This fiscal year, to ascertain the greenhouse gas emissions
produced by our entire supply chain, we are expanding the range of our Scope 3 assessments to include 12 categories and disclosing theresults of those assessments. Allowing us to clearly picture the CO2 emissions at each level of our business activities—Scope 1, 2, and3—we believe this effort will help Casio to further reduce emissions.
We are also continuing to study options for introducing renewable energies, such as the installation of solar panels at various groupfacilities.

Building a recycling society
As we work to make compact, lightweight, slim, and energy-efficient products, we are designating products that fulfill our own higher eco
product standards as Casio Green Star Products. Our goal is to see these products account for 50% of total fiscal 2015 sales.
Thus far, Casio has recycled personal computers and rechargeable batteries in compliance with Japan’s Act on the Promotion of Effective
Utilization of Resources while also making voluntary efforts to collect page printer toner and drum sets and NAME LAND cartridges.

CASIO SUSTAINABILITY REPORT 2014102

results of those assessments. Allowing us to clearly picture the CO2 emissions at each level of our business activities—Scope 1, 2, and3—we believe this effort will help Casio to further reduce emissions.
We are also continuing to study options for introducing renewable energies, such as the installation of solar panels at various groupfacilities.

Building a recycling society
As we work to make compact, lightweight, slim, and energy-efficient products, we are designating products that fulfill our own higher eco
product standards as Casio Green Star Products. Our goal is to see these products account for 50% of total fiscal 2015 sales.
Thus far, Casio has recycled personal computers and rechargeable batteries in compliance with Japan’s Act on the Promotion of Effective
Utilization of Resources while also making voluntary efforts to collect page printer toner and drum sets and NAME LAND cartridges.
However, in fiscal 2014, in response to the passage of the Small Electronic Appliance Recycling Act, we established the required productspecifications for improving recyclability. Since then, we have applying these specifications in the product development and design
processes and continuously implementing improvements.

Living in harmony with nature and preserving biodiversity
In March 2011, Casio issued the Casio Group Biodiversity Guidelines. As part of the guidelines, we established a target for implementing
impact assessments, aiming to preserve biodiversity related to our operations and the locations of our offices and plants. Based on this,Casio has been implementing a pilot environmental impact study on “paper” since fiscal 2013. This fiscal year, we are expanding the scopeof this study and looking at whether the user manuals and pamphlets that accompany Casio products, as well as the various paper products
used in our offices, pose any problem with regard to biodiversity preservation. We also take biodiversity into consideration when formulating
paper procurement policies.

Conclusion
Casio is developing its business globally. We are determined to implement our own environmental management policies as we continue tocreate products that are compact, lightweight, slim, and energy efficient, as well as products which help to realize a paperless society. We
believe that these activities will further improve the strength of the Casio brand, presenting Casio as a leading environmental company.

New Environmental Management Initiatives and Policies

Starting in fiscal 2014, Casio has been implementing environmental management with three main priorities,
includingthe new goal of
CASIO
SUSTAINABILITYREPORT 2014103

Conclusion
Casio is developing its business globally. We are determined to implement our own environmental management policies as we continue tocreate products that are compact, lightweight, slim, and energy efficient, as well as products which help to realize a paperless society. We
believe that these activities will further improve the strength of the Casio brand, presenting Casio as a leading environmental company.

New Environmental Management Initiatives and Policies

Starting in fiscal 2014, Casio has been implementing environmental management with three main priorities, including the new goal of“building a recycling society,” with an initial target year of fiscal 2016, based on the Casio Environmental Vision 2050 and the Casio
Environmental Declaration 2020.
Under the priority of "realizing a low-carbon society," in fiscal 2014 Casio registered targets with Keidanren’s Commitment to a Low Carbon
Society and with the electrical and electronics industries, expanded the scope of its Scope 3 assessments, and assessed its total carbon
footprint. In fiscal 2015, in addition to steadily promoting its measures under the Commitment to a Low Carbon Society, Casio is working to
improve the precision of its Scope 3 emissions assessments. In fiscal 2016, it is planning to establish policies for achieving the goal of zeroenvironmental impact.
In the area of “building a recycling society,” Casio has been implementing programs to comply with Japan’s new Small Electronic Appliance
Recycling Act since fiscal 2014, while also seeking to expand its portfolio of paperless products beyond electronic dictionaries andprojectors. In fiscal 2015, Casio is introducing an offset index for contributions to reductions from products, and in fiscal 2016 it will takeaction to address its water footprint and seek to establish new environmental businesses.
In relation to "living in harmony with nature and preserving biodiversity," in fiscal 2014 Casio implemented a pilot study of its impact on
biodiversity of the papers it uses in its business activities pursuant to the Casio Group Biodiversity Guidelines. In fiscal 2015, Casio isformulating paper procurement policies for its businesses in Japan. In fiscal 2016, building on those efforts, Casio will study policies for
reducing impacts on biodiversity and will begin by implementing measures deemed to be of the greatest importance.

Casio’s fiscal 2015 environmental management policy for the realization of a sustainable society
Business endeavors and product contributions aimed at establishing Casio as an environmentally advanced company
1. Realizing a low-carbon society

CASIO SUSTAINABILITYREPORT→ Improvebrand 2014
strength by raising Casio's standing in external rating surveys, such as CDP
104

Expand and deepen efforts to verify Scope 3 emissions, improve accuracy, and calculate and make public indirect
CO2 emissions including data from the supply chainIn relation to "living in harmony with nature and preserving biodiversity," in fiscal 2014 Casio implemented a pilot study of its impact on
biodiversity of the papers it uses in its business activities pursuant to the Casio Group Biodiversity Guidelines. In fiscal 2015, Casio isformulating paper procurement policies for its businesses in Japan. In fiscal 2016, building on those efforts, Casio will study policies for
reducing impacts on biodiversity and will begin by implementing measures deemed to be of the greatest importance.

Casio’s fiscal 2015 environmental management policy for the realization of a sustainable society
Business endeavors and product contributions aimed at establishing Casio as an environmentally advanced company
1. Realizing a low-carbon society→ Improve brand strength by raising Casio's standing in external rating surveys, such as CDP
Expand and deepen efforts to verify Scope 3 emissions, improve accuracy, and calculate and make public indirect
CO2 emissions including data from the supply chain
Study the use of renewable energy (solar panels)
2. Building a recycling society→ Improve product competitiveness and ensure legal complianceGreen Star Product development: Improve technologies for making products more compact, lightweight, slim andenergy efficient (Sales ratio target: 50% by FY2015; Result: 47% in FY2013)
Comply with the Small Electronic Appliance Recycling Act: Continue to create products that are easy to recycle
3. Living in harmony with nature→ Respond to requests from society and NGOs
In order to procure paper that does not contribute to deforestation with environmental damage, Casio will expand
studies on the environmental impact of paper, and determine a policy for paper procurement in Japan

Casio Environmental Vision 2050
With a target year of 2050, the Casio Group will create and implement its own visionary initiatives to promote the sustainable use ofenergy and resources and facilitate the healthy coexistence of all living things, the planet's greatest assets.
Casio’s aim is to become a leading environmental company that contributes not only to a sound and sustainable global environment
but also to the spiritual richness of people’s lives. Casio’s unique way of achieving this is by creating new value and lifestylepossibilities that give rise to markets and cultural phenomena never seen before.
To become a leading environmental company, Casio will apply its spirit of going from “0” to “1,” or creating “something” from“nothing,” to develop unique environmental initiatives and create products and services that make the most of its innovative ideas
and leading technologies, focusing in particular on the following areas:
・Realizing a low-carbon society
・Building a recycling society
・Living in harmony with nature

Casio Environmental Declaration 2020
*Action guidelines for 2020*
1. Realizing a low-carbon society
The Casio Group will provide products and services that make an even greater contribution to the reduction and absorption of CO2
emissions. In addition to expanding products and services that use energy sources that are friendly to people and the planet,
including solar, wind, and hydro power, Casio will incorporate these renewable energy sources into its own business operations.

2. Building a recycling society
The Casio Group intends to further enhance resource productivity through the efficient use of water and other precious resources ofthe planet, including the reuse of resources and the utilization of alternate materials.

3. Living in harmony with nature
The Casio Group is promoting awareness of the need to take care of the planet through biodiversity preservation activities, whileworking to achieve harmony between business activities and the cycles of nature.

105

CASIO SUSTAINABILITY REPORT 2014

Positioning of the Casio Green Star Plan
Positioning
thePlan
Casio
Star
Plan
The
Casio GreenofStar
is theGreen
title of theCasio
group’s environmental action
guidelines formulated based on the Casio Green Star concept under the Casio
The Casio Green Star Plan is the title of the Casio group’s environmental action
Environmental Vision 2050 and the Casio Environmental Declaration 2020. The Casio
guidelines formulated based on the Casio Green Star concept under the Casio
Environmental Action Plan sets numerical targets and implementation deadlines based
Environmental Vision 2050 and the Casio Environmental Declaration 2020. The Casioon the Casio Green Star Plan.
Environmental Action Plan sets numerical targets and implementation deadlines basedon the Casio Green Star Plan.

Environmental Action Plan (Targets and Performance)

Casio Green Star Concept
Casio Green Star Concept

The Casio Green Star concept establishes high numerical targets for each stage of the product lifecycle including design, procurement,
manufacturing,packaging,logistics
and recycling,
to promote
environmental
action.
The Casio GreenStar concept
establishes
high numericaltargets
for each stageof the product lifecycle including design, procurement,
Moreover, Casiopackaging,will continue
to manage
each of thesestagesenvironmental
across its circular
platform for environmental management for the entire
manufacturing,logistics
and recycling,
to promoteaction.
lifecycle. New
GreenStar products
will beeachcreatedthroughtheseactivities.
Moreover,Casio
will continue
to manageof thesestagesacrossits circular platform for environmental management for the entire
lifecycle. New Green Star products will be created through these activities.
Image: The Casio Green Star Concept
Image: The Casio Green Star Concept

CASIO SUSTAINABILITY REPORT 2014

106

Objectives, Environmental Management Guidelines and Specific Details for Each Lifecycle Stage

Objectives, Environmental Management Guidelines and Specific Details for Each Lifecycle Stage● Green Star Design
Area

Policies

Next-generation environmental
technology

1．Pursuing development ofenvironmental technology

1-1．Develop technology for next-generation, energy–saving
devices
1-2．Develop alternative materials technology for rare metals, etc.

Next-generation eco-products
and services

2．Planning and developing
next-generation Green Star
products

2-1．Plan and develop next-generation Green Star products
2-2．Be conscious of 100% reutilization in planning and developing
products with top class resource productivity and consciousness

New businesses

3．Creating environmental
businesses

3-1．Take initiatives in research and development of new energy(renewable energy)

Energy conservation

4．Developing products with low
power consumption

4-1．Develop products with best energy consumption efficiency
compared to competitors’ products in same category

Resource conservation

5．Creating compact, slim,
lightweight products withstandardized components anddurability

5-1．Promote development of the most compact, lightweight
products compared to competitors’ products in the same category
without compromising function and operability

Environmental labels

6．Promoting acquisition of TypeI, II and III environmental labels

6-1．Work to develop Green Star products
6-2．Aim to expand acquisition of Type I and Type III environmental
labels7．Increasing the usage rate ofplant-derived resources(non-fossil materials)

7-1．Increase the usage rate of green plastic (biodegradable
plastic)
7-2．Consider introduction of bioplastic

8．Promoting reduce, reuse,recycle design

8-1．Aim to formulate and adopt 3R design standards

Safety9．Prohibiting and reducing useof specified toxic substances inpurchased goods (finishedgoods, components, materials,
paint, ink)

9-1．Consider vinyl chloride-less and look into introducing
alternative materials

Product performance

10．Evaluating productperformance data and indirect
CO2 emissions volume (Scope3)

10-1．Expand scope of collection for product environmental
performance data

11．Improving environmental
compatibility

11-1．Carry out investigation aimed at group-wide adoption of
eco-efficiency assessment methods using life cycle assessment(LCA)
11-2．Make preparations toward introduction of carbon footprint
11-3．Expand carbon offsets with the aim of reducing environmental
impact of product lifecycle

12．Assessing environmental
impact on water

12-1．Make preparations with the aim of introducing water footprint

13．Disclosing environmental
specifications

13-1．Describe environmentally-friendly specifications in
catalogues, instruction manuals, packing boxes, etc.

Reduce,reuse,
recycleEco-design

Information disclosure● Green Star Procurement
Area

SCM/Supplier Support

Green procurement

Policies

1-1．Provide personnel, technical and financial assistance when
1．Supporting CSR provisions at
suppliers and business partners carry out technical support andsuppliers and business partners,
capital investment connected to environmental conservation related
including environmental policy
to goods delivered to and manufacturing for Casio
2-1．Promote procurement of green
components
from green REPORT 2014CASIOSUSTAINABILITY
107suppliers based on the Casio Group Green Procurement Standards

2．Promoting green procurement

2-2．Conduct on-site surveys and inspections concerning theusage of toxic substances in accordance with Casio standards

12．Assessing environmental
impact on water
12．Assessing environmental
impacton waterenvironmental
13．Disclosing
specifications
13．Disclosing environmental
specifications

Information disclosure
Information disclosure12-1．Make preparations with the aim of introducing water footprint
12-1．Make preparations with the aim of introducing water footprint
13-1．Describe environmentally-friendly specifications in
catalogues, instruction manuals, packing boxes, etc.
13-1．Describe environmentally-friendly specifications in
catalogues, instruction manuals, packing boxes, etc.

● Green Star Procurement● Green Star Procurement

SCM/Supplier Support
SCM/Supplier Support

Area

Policies

Area
1．Supporting CSR provisions at
suppliers and business partners,
1．Supporting CSR provisions at
including environmental policy
suppliers and business partners,
including environmental policy

Green procurement

2．Promoting green procurement

Green procurement

2．Promoting green procurement

Policies
1-1．Provide personnel, technicaland financial assistance when
suppliers and business partners carry out technical support and
1-1．Provide personnel, technical and financial assistance whencapital investment connected to environmental conservation related
suppliers and business partners carry out technical support andto goods delivered to and manufacturing for Casio
capital investment connected to environmental conservation related
to goods delivered
to and manufacturing
for Casiofrom green
2-1．Promote
procurementof green components
suppliers based on the Casio Group Green Procurement Standards
2-1．Promote procurement of green components from green
2-2．Conduct on-site surveys and inspections concerning the
suppliers based on the Casio Group Green Procurement Standards
usage of toxic substances in accordance with Casio standards
2-2．Conduct on-site surveys and inspections concerning theusage of toxic substances in accordance with Casio standards● Green Star Factory● Green Star Factory

Area

Policies

Area

Policies
dinitrogen monoxide, HFC, PFC
1-1．Reduce use of CO2, methane,
and SF6
1-1．Reduce use of CO2, methane, dinitrogen monoxide, HFC, PFC
1-2．Replace HFC-134a used in dust blowers, etc., with products
and SF6
that use chemicals with a lower global warming potential (GWP)
1-2．Replace HFC-134a used in dust blowers, etc., with products
1-3．Take care with handling of volatile organic compounds (VOCs)
that use chemicals with a lower global warming potential (GWP)
to prevent dispersal into the atmosphere
1-3．Take care with handling of volatile organic compounds (VOCs)
toprevent dispersal
into theatmosphere2-1．Introduce
renewableenergysources such as wind power andsolar power
2-1．Introduce renewable energy sources such as wind power andsolar power

Preventing- Destruction of the ozone layer
Preventing- Atmospheric pollution- Destruction of the ozone layer- Water contamination- Atmospheric pollution- Soil contamination- Water contamination- Climate change, etc.
- Soil contamination- Climate change, etc.

1．Phase out use of alternative
CFCs, chlorine-based solvents
1．Phase out use of alternativeand greenhouse gases
CFCs, chlorine-based solventsand greenhouse gases
2．Adopting renewable energy
2．Adopting renewable energy● Green Star Packaging● Green Star Packaging

Area

Policies

Area

Policies
1-1．Design packaging with consideration
for shock resistance andreducing volume and weight of product packaging, taking into
1-1．Design packaging with consideration for shock resistance andaccount loading efficiency in logistics
reducing volume and weight of product packaging, taking into
1-2．Promote reduction in total mass of delivery packaging
account loading efficiency in logistics
materials for procured components and materials
1-2．Promote reduction in total mass of delivery packaging
1-3．Promote reduction in total mass of packaging materials formaterials for procured components and materials
transfer of materials and semi-finished goods between plants
1-3．Promote reduction in total mass of packaging materials for
1-4．Promote reduction in total volume of valuable materials suchtransfer of materials and semi-finished goods between plants
as packaging as a proportion of total waste volume
1-5．Create cooperation framework for reducing mass of packing
and packaging in partnership with suppliers, etc.

Reduction in total mass of
packaging
Reduction in total mass of
packaging

1．Reducing total mass of
packaging and packing
1．Reducing total mass ofmaterials in logistics process
packaging and packing
materials in logistics process

Safety2．Safety of materials

2-1．Comply with regulation of toxic substances in packaging
materials based on Green Procurement Standards● Green Star Logistics
Area

1．Managing environmental
impact in logistics, taking
measures against climatechange (CO2 reduction) andassess indirect CO2 emissions(Scope 3)

Environmental impact
management in logistics
2．Conserving energy inlogistics and measures toprevent climate change

CASIO SUSTAINABILITY REPORT 2014
3．Increasing rate of modal shift

Policies
1-1．Promote management of environmental impact across theentire logistics process in and outside Japan (procured materials
logistics, production logistics, product logistics, sales logistics andcollection logistics)
1-2．Identify moving mass (ton-km) for each process in the Groupon a consolidated basis and aim to reduce total amount of CO2
emissions
1-3．Promote benchmark for measurement of CO2 emissions
volume and standardization of conversion values
2-1．Improve innovation in transport systems- Switch to transport by rail and shipping, which offer good transport
efficiency and low CO2 emissions- Improve innovation in loading methods and delivery routes toenhance transport efficiency
2-2．Introduce fuel-efficient company cars, commercial vehicles and108delivery vehicles
3-1．Increase the rate of modal shift in order to reduce1-5．Create cooperation framework for reducing mass of packing
and packaging in partnership with suppliers, etc.
Safety2．Safety of materials

2-1．Comply with regulation of toxic substances in packaging
materials based on Green Procurement Standards● Green Star Logistics
Area

Policies

1．Managing environmental
impact in logistics, taking
measures against climatechange (CO2 reduction) andassess indirect CO2 emissions(Scope 3)

1-1．Promote management of environmental impact across theentire logistics process in and outside Japan (procured materials
logistics, production logistics, product logistics, sales logistics andcollection logistics)
1-2．Identify moving mass (ton-km) for each process in the Groupon a consolidated basis and aim to reduce total amount of CO2
emissions
1-3．Promote benchmark for measurement of CO2 emissions
volume and standardization of conversion values

2．Conserving energy inlogistics and measures toprevent climate change

2-1．Improve innovation in transport systems- Switch to transport by rail and shipping, which offer good transport
efficiency and low CO2 emissions- Improve innovation in loading methods and delivery routes toenhance transport efficiency
2-2．Introduce fuel-efficient company cars, commercial vehicles anddelivery vehicles

Environmental impact
management in logistics

3．Increasing rate of modal shift
3-1．Increase the rate of modal shift in order to reduce* Rate of modal shift: ratio ofenvironmental impact of logistics taking product characteristics into
total transport volume accounted
account
for by rail and shipping● Green Star Recycling
Area
1．Promoting collection andrecycling of small appliances
Collection and recycling
2．Promoting the collection,
recycling and reuse of usedgoods and consumables

Policies
1-1．Pursue ease of dismantling and expand use of recycledmaterial aimed at introducing the collection and recycling system forsmall appliances being promoted by the Ministry of the Environment
and the Ministry of Economy, Trade and Industry
2-1．Promote collection and recycling of equipment for corporates
and expand the range of products covered by programs
2-2．Promote collection and recycling of consumables and expand
the range of products covered by programs

109

CASIO SUSTAINABILITY REPORT 2014

In order to ensure that the next generation inherits this irreplaceable planet, Casio has established and is
implementing Climate Change Action with medium- and long-term targets to be achieved by fiscal 2051.
Medium- and long-term targets
Managing risks and opportunities
Measures for achieving medium- and long-term targets
Measures for 2020
EnergyConservation
for generation
Fiscal 2014 (Power,
Fuel,thisetc.)irreplaceable planet, Casio has established and is
InNew
order
to ensurethat Targets
the next
inherits
Fiscal 2014 Performance

implementing Climate Change Action with medium- and long-term targets to be achieved by fiscal 2051.
Mediumand
long-term
Medium- andlong-term
targetstargets
Managing risks and opportunities
The
medium-forandlong-term
reduction
for theCasio Group’s greenhouse gas emissions, which were set based on the Casio
Measuresachieving
mediumandtargets
long-term
targets
Environmental
Measures forVision2020 2050 and the Casio Environmental Declaration 2020, are shown below.
New Energy Conservation Targets for Fiscal 2014 (Power, Fuel, etc.)

Casio
group's medium- and long-term targets for greenhouse gas emissions reduction
Fiscal2014 Performance
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

Medium- and long-term targets

Long-term target： To reduce the total volume of global greenhouse gas emissions from business activities by 80%
The mediumand long-term
reduction
targets
for the Casio Group’s greenhouse gas emissions, which were set based on the Casio
compared
to fiscal 2006,
by fiscal
2051.
Environmental
2050
the Casio
Environmental
Declaration
below.
* BusinessVision
activities:
Thisandindicates
activities
of production sites
and offices in2020,
Japanareand shownoverseas,and does not include CO2 emissions from logistics,
product usage, or employee travel.

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

Managing
risks target：and opportunities
Long-term
To reduce the total volume of global greenhouse gas emissions from business activities by 80%
compared to fiscal 2006, by fiscal 2051.
As a result of the March 2011 Great East Japan Earthquake and the ensuing accident at the Fukushima nuclear power station, virtually all* Business activities: This indicates activities of production sites and offices in Japan and overseas, and does not include CO2 emissions from logistics,
nuclearproductpowerusage,
stations
acrosstravel.
Japan have suspended operations. Japan is faced with such risks as rising electricity tariffs and poweror employee
shortages in summer and winter. Moreover, the greenhouse gas emission coefficient for electricity has risen as a result of the decline in theutilization of nuclear power generation, resulting in an increase in real CO2 emissions. This translates into greater risk of incurring emissions
trading costs under the Ordinance on Environmental Preservation to Secure the Health and Safety of the Tokyo Metropolitan Area
(Environmental Preservation Ordinance). Also in 2011, there was major flooding in Thailand, which may be partially attributable to global
warming and upstream deforestation. Consequently, global risks have become apparent including threats to the value chain for production
Managing risks and opportunities
and parts.
As
a resultof thethese
Marchrisks,
2011Casio
Greatplans
East Japan
Earthquake
and theof
ensuing
accident
at thenuclear power
virtually all
In orderto avoid
to expandthe introduction
renewableenergy,andFukushima
secure alternatives
in thestation,
value chain.
nuclear power stations across Japan have suspended operations. Japan is faced with such risks as rising electricity tariffs and powerOn
the otherhand, thegreenhousegas reduction
effect at time
product coefficient
usage offeredby Casio has
products
promotepaperlessshortages
in summer
andwinter. Moreover,the greenhousegasofemission
for electricity
risen which
as a resultof thedecline in thelifestyles,
such
as dataprojectors
and electronic
dictionaries,
beenCO
identified
as a significant
opportunity
to addresschangeutilization of
nuclearpower
generation,
resulting in
an increasehasin real2 emissions.
This translates
into greaterrisk ofclimate
incurringemissionsoverthecosts
product
lifethecycle.
Casio will
to further expand
its businessin these
products.
trading
under
Ordinance
onworkEnvironmental
Preservation
to Securethe Healthand Safety of the Tokyo Metropolitan Area
(Environmental Preservation Ordinance). Also in 2011, there was major flooding in Thailand, which may be partially attributable to global
In order to minimize the various risks mentioned above, and expand opportunities, Casio must contribute to the sustainability of the planet
warming and upstream deforestation. Consequently, global risks have become apparent including threats to the value chain for production
and its human societies. Casio recognizes that this is an extremely important issue for further strengthening its business foundation, and will
and parts.
make even more strenuous efforts in the fight against climate change.
In order to avoid these risks, Casio plans to expand the introduction of renewable energy, and secure alternatives in the value chain.
On the other hand, the greenhouse gas reduction effect at time of product usage offered by Casio products which promote paperless
lifestyles,
suchforas dataprojectors
and electronic
been identified as a significant opportunity to address climate change
Measuresachieving
mediumand dictionaries,
long-termhas
targetsover the product life cycle. Casio will work to further expand its business in these products.
Casio has set medium and long-term targets for achievement by 2020 and 2050. Among the three areas that the Casio Environmental
In order to minimize the various risks mentioned above, and expand opportunities, Casio must contribute to the sustainability of the planet
Declaration 2020 focuses on, Casio will put the highest priority on realizing a low-carbon society.
and its human societies. Casio recognizes that this is an extremely important issue for further strengthening its business foundation, and will
make even more strenuous efforts in the fight against climate change.

Measures for achieving medium- and long-term targets
Casio has set medium and long-term targets for achievement by 2020 and 2050. Among the three areas that the Casio Environmental
Declaration 2020 focuses on, Casio will put the highest priority on realizing a low-carbon society.

CASIO SUSTAINABILITY REPORT 2014110

In order to minimize the various risks mentioned above, and expand opportunities, Casio must contribute to the sustainability of the planet
and its human societies. Casio recognizes that this is an extremely important issue for further strengthening its business foundation, and will
make even more strenuous efforts in the fight against climate change.

Measures for achieving medium- and long-term targets
Casio has set medium and long-term targets for achievement by 2020 and 2050. Among the three areas that the Casio Environmental
Declaration 2020 focuses on, Casio will put the highest priority on realizing a low-carbon society.
Realizing a low-carbon society
The Casio Group will provide products and services that make an even greater contribution to the reduction and absorption of CO2
emissions. In addition to expanding products and services that use energy sources that are friendly to people and the planet, including
solar, wind, and hydro power, Casio will incorporate these renewable energy sources into its own business operations.
Casio Europe has been operating geothermal cooling and heating in its office building since January 2009. In fiscal 2013, Casio will also
begin investigating initiatives for the use of renewable energy including solar.
Regarding other indirect CO2 emissions (GHG Protocol Scope 3 emissions), Casio will work to expand the scope of disclosure of otherindirect CO2 emissions generated during distribution and product usage, which it already discloses, based on the calculation guidelines
being considered currently by the electrical and electronics industry associations.

Measures for 2020
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 to help 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 by products
・Minimizing and optimizing the amount of product packaging
・Increasing the percentage of products that run on solar cells
3. Utilizing carbon offsets
・CO2 absorption effect based on the expansion of paperless products (reducing demand for logging, etc.)
・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
5. 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

New Energy Conservation Targets for Fiscal 2014 (Power, Fuel, etc.)
Starting in fiscal 2014, Casio established the new energy conservation targets described below with a target year of fiscal 2016 in an
update of its energy conservation targets up to fiscal 2013.
By fiscal 2016, the Casio group overall will reduce energy usage (crude oil equivalent kL) by 13% per unit of total floor space compared withfiscal 2011. In setting the new target, Casio changed from establishing targets for production sites in Japan, offices in Japan, production
sites outside Japan and offices outside Japan, respectively, as it did in the past, to establishing an overall Group target. Moreover, while thetarget for production sites was previously expressed per production, Casio has employed per unit of total floor space for the new target,
which is as close as possible to an absolute target.
Casio has established energy conservation targets as a crude oil equivalency (kL) for fuel and power usage, and this has made it possible
to evaluate actual energy conservation programs without relying on the CO2 emission coefficient for purchased power.

111
Fiscal 2014 Performance

CASIO SUSTAINABILITY REPORT 2014

Casio has established energy conservation targets as a crude oil equivalency (kL) for fuel and power usage, and this has made it possible
to evaluate actual energy conservation programs without relying on the CO2 emission coefficient for purchased power.

Fiscal 2014 Performance
CO2 emissions for the Casio group overall in fiscal 2014 were down 18% compared to fiscal 2013, for a total 71% reduction since fiscal
2006. Due to the closure of the production subsidiary Hong Kong Casio (Panyu Plant) and energy conservation activities that included
power economizing efforts by the entire Casio Group, the total amount of energy used by the entire Casio Group was down about 13% fromfiscal 2013, on a crude oil equivalent basis.
For more information, see “Reducing CO2 emissions”, “Fiscal 2014 Casio Environmental Action Plan Performance”.

CASIO SUSTAINABILITY REPORT 2014

112

（PDF / 48KB）

This page introduces Casio's initiatives for preserving biodiversity.
Casio's approach to biodiversity preservation
The 10th Conference of Parties to the Convention on Biological Diversity (COP10) was held in Nagoya, Japan in October 2010. At thisimportant international conference for resolving issues related to preserving the abundance of life on this planet, the following measures
were adopted.
▪ New Strategic Biodiversity Plan (2020), and the Aichi Biodiversity Targets (2050)▪ Nagoya Protocol on Access and Benefit-sharing
While benefit from biodiversity, corporate activities also have a significant impact on it. By fully understanding this relationship, Casio aims
to avoid the risks associated with failing to make efforts in the area of biodiversity and, instead, to identify the opportunities that these efforts
present.
Examplerisk:

Problems in the upstream supply chain identified from the perspective of biodiversity preservation could make it impossible
to use certain resources, materials, and parts, and Casio could lose customers because it is perceived as having anegative impact on the environment.
Specifics: - Use of carelessly sourced paper contributes to global forest decline.
- Due to the toxicity of the mercury used in projector light sources, its use is legally restricted.

Exampleopportunity:

Casio takes the lead ahead of other companies in implementing policies that allow it to more safely and reliably procure
resources, materials, and parts, as well as substitutes for the same, and is therefore able to highlight the environmental
friendliness of Casio products when appealing to customers.
Specifics: - Efforts that address environmental impact, such as the formulation of a paper procurement policy, are wellreceived by the general public.
- Through original development of a light source that does not use mercury, Casio is able to supply projectorsthat are legally compliant.
- By supporting NGOs and NPOs with Casio products, for instance by issuing collaborative wristwatches that
support dolphin and whale conservation, Casio is able to strengthen its product brands.

In March 2011, Casio established Biodiversity Guidelines for the entire Casio Group, taking the first step on this issue in its Environmental
Action Plan. Casio is now carrying out activities based on this.
In FY2012, Casio began investigating a checklist for environmental impact evaluation, with the goal of assessing biodiversity impact. The
company also carried out e-learning for about 700 employees in relevant departments concerning basic biodiversity preservation knowledge
and Casio measures, in order to create a foundation for future impact assessment.
In fiscal 2013, Casio prepared a biodiversity impact survey sheet covering “paper” relating to products and sites in cooperation with external
NPOs and NGOs active in environmental protection and commenced a pilot study of suppliers.
Specifically, regarding instruction manuals, pamphlets and other materials in the area of products, and paper for copiers, drafting and otheruses in the area of sites, Casio conducted a study into the usage of waste paper and paper from certified forests evaluated by third-party
organizations and not products from manufacturers about which there are concerns over the legality of logging and environmental
destruction and other areas.
In fiscal 2014, Casio conducted pilot studies of paper use associated with both its products and offices in Japan, and found no major
problems in either area. In fiscal 2015, Casio is focusing on surveying its businesses in Japan, and it plans to formulate a paper
procurement plan in Japan within the fiscal year.
Even beyond fiscal 2015, Casio will continue conducting activities aimed at achieving the target below, which were established in fiscal
2013.
Biodiversity preservation target
CASIO SUSTAINABILITY REPORT 2014
Based on the Casio Group Biodiversity Guidelines, commence a biodiversity
impact study for products and sites and examine and113
implement measures, to reduce biodiversity impact by fiscal 2016, which will include procurement.

2013.
Biodiversity preservation target
Based on the Casio Group Biodiversity Guidelines, commence a biodiversity impact study for products and sites and examine andimplement measures, to reduce biodiversity impact by fiscal 2016, which will include procurement.
For Products
Consider details concerning design, procurement, manufacture, packaging, sales, logistics and recycling of products
For Sites
Consider details concerning location and operation of plants and offices
FY2014:

Conduct a pilot study based on the impact survey sheet prepared in cooperation with NPOs/NGOs. Examine strategy anddirection for programs in light of the pilot study and its analysis and response to the Action Plan and Guidelines for theElectrical and Electronics Industries.

FY2015:

Based on results in FY2014, make improvements to the impact study sheet and the structure of the study and expand thescope of the impact study, taking priority level into consideration. Examine measures for biodiversity in procurement.

FY2016:

Analyze the results up to FY2015, identify issues and establish and implement action themes to reduce biodiversity impact.

Participation in the Consortium for Sustainable Paper Use
Companies and NGO Collaborating to Achieve Sustainable Paper Use by 2020
In June 2014, Casio joined the Consortium for Sustainable Paper Use, which was established to promote the use of paper in a way that isboth environmentally and socially responsible throughout society. Casio has been working hard as a dedicated member of the Consortium.
The Consortium was established in November 2013 by five companies that are making progressive efforts related to their use of paper, theWWF Japan, and Response Ability, Inc, which promotes corporate sustainability. By enabling each member to promote uses of paper thatare environmentally and socially responsible from their various perspectives, the Consortium hopes to expand the sustainable use of paper
throughout the broader society.

Activities of the Consortium- Dissemination of providing for promoting sustainable paper use- Reliable information sharing between members- Information dissemination and outreach activities- Expansion of efforts to suppliers and vendors
Participating Companies (as of June 2014, in Japanese phonetic order)
Ajinomoto Co., Inc.
Casio Computer Co., Ltd.
Kirin Holdings Co., Ltd.
JSR Corporation
Sony Corporation
Nikon Corporation
Sumitomo Mitsui Trust Bank, Ltd.
Operations Advisor: Response Ability, Inc.

Details regarding the consortium can be found on the WWF Japan website below.
“Consortium for Sustainable Paper Use” WWF Japan website
Table: Worldwide trends in biodiversity preservation
Year

Global Trends

Convention on Biodiversity
Up to (1992)
FY2009Comprehensive treaty for

CASIO SUSTAINABILITY REPORT 2014

Trends in Japan

Trends in Japanese Industry

Basic Act on Biodiversity
Requiring local
governments to establish

114

Casio ResponseOperations
Advisor:Inc.help and cooperating
IssuedaninterimResponsereport on Ability,self
Nikon
Corporation
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biodiversity
Details regarding the consortium can be found on the WWF Japan website below.
Operations
Advisor:Response
Ability,
Inc.Japan
AugustDetails
regardingconsortium
can befoundon
the WWF
Japan website below.
“Consortium
fortheSustainable
Paper
Use”
WWF
websiteMinistryof website
the“Consortium for Sustainable Paper Use” WWF Japan
Environment's Guidelines
Table: Worldwide trends in biodiversity preservation
April (Nippon Keidanren)
Details regarding the consortium can be foundfor
onPrivate
the WWF
Japan website below.
SectorTable: Worldwide trends in biodiversity preservation
Declarationof Biodiversity
Year
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Trendsin JapaneseIndustry“Consortium for Sustainable Paper Use” WWF
Japan website
Engagementin Biodiversity
FY2010by
NipponKeidanren,
Year
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Convention on Biodiversity
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Strategy
for theTable:
trendsin biodiversity Basicpreservation
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on Biodiversity(1992)
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FY2009Requiring
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establish
Year
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FY2009governments to establish
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2010
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adopted on Biodiversity
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foron
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Requiring
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COP9 (Bonn) MayCOP102008 (Nagoya):preservation,
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FY2009Comprehensive
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establish
Major
progressonocean
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take
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Octoberconservation
relating
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Japan Business and
FY2011
Issued aninterimAccess
report on
selfResources
help and cooperating
NagoyaProtocol:to Genetic
and the Fair
Biodiversity Partnership
the Equitableeconomic Sharing
value ofof Benefitswith
local
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andArisingfromtheir Utilization
startedtobiodiversity
the Convention on Biological Diversity

FY2012FY2010FY2013

FY2011FY2014

AugustMinistry of theEnvironment's Guidelines
for Private Sector
Engagement in Biodiversity
March
COP11 (Hyderabad, National
India): October
Strategy for the
Rio +20 (United Nations Conferenceon Sustainable
Conservation
andDevelopment): June
Sustainable Use ofConsensus on the establishment ofsustainable
development
Biological
Diversity
2010
goals (SDGs).
COP10 (Nagoya): October
http://www.uncsd2012.org/
Aichi Biodiversity Targets: Medium and long-term targets
relating to ecosystem services
Nagoya Protocol: Access to Genetic Resources and the Fair
and Equitable Sharing of Benefits Arising from their Utilization
to the Convention on Biological Diversity

FY2012FY2013
FY2015

COP11 (Hyderabad, India): OctoberRio +20 (United Nations Conference on Sustainable
Development):
June
COP12 (Pyeongchang,
Republic of Korea): OctoberConsensus
on the establishmentof sustainable
development
Theme: Biodiversity
for Sustainable
Development
goals (SDGs).
http://www.uncsd2012.org/

by Nippon Keidanren,
Action Policies, and Guide
to Action Policies

OctoberJapan Business andBiodiversity Partnership
Novemberstarted
Launch of the Consortiumfor the Sustainable Use of
Biodiversity
workinggroup
Paper, driven
primarilybyactivities
began in the
WWF Japan
electrical and electronics
industry
May
Four electrical andelectronics organizations
published Let's Study
Biodiversity a biodiversity
education and outreach tool

November
Launch of the Consortiumfor the Sustainable Use ofPaper, driven primarily by
WWF Japan

Casio Group Biodiversity Guidelines
FY2014FY2015

Biodiversity working group
activities began in theelectricaland Keidanren)electronics
April (Nippon
industry
Declaration of Biodiversity

COP12 (Pyeongchang, Republic of Korea): October
Theme: Biodiversity for Sustainable Development

Casio Group Biodiversity Guidelines

115

May
Four electrical andelectronics organizations
published Let's Study
Biodiversity a biodiversity
education and outreach tool

Environmental
Action Plan
Casio Response
relatingCasio
to biodiversity
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preservation establishedCasio Response

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Prepare aonchecklist
formulatea domestic
paper
biodiversity
preservationforprocurementbeboth businesspolicy
sites toandadoptedthe fiscal
year
products,within
and begina pilot
Participated
in
the
study
Consortium for Sustainable
Paper Use
Conducted a pilot study on
Casio businesses in Japan(user manuals and pamphlets
associated with products;
copy paper and drawing
paper associated withbusiness offices), and theresults revealed no major
problems
Expanded the pilot study
focusing on Casio in Japan,
formulate a domestic paper
procurement policy to be
adopted within the fiscal year
Participated in theConsortium for Sustainable
Paper Use

CASIO SUSTAINABILITY REPORT 2014

FY2015

published Let's Study
Biodiversity a biodiversity
education and outreach tool

Theme: Biodiversity for Sustainable Development

Casio Group Biodiversity Guidelines

For more information on Casio's activities to preserve biodiversity, see the 「Environmental Communication」.

CASIO SUSTAINABILITY REPORT 2014116

adopted within the fiscal year
Participated in theConsortium for Sustainable
Paper Use

Casio's Green Star Products offer even greater environmental performance than Casio's conventional
products.

Green Star Product concept
In order to minimize the environmental impact of its products, Casio is promoting the development of environmentally friendly products inevery aspect of planning and design.
In 1993, Casio began product assessment in order to systematize and promote its development of eco products. New products had toundergo a preliminary assessment for their environmental impact and meet certain criteria in order to be certified as Casio Green Products.
Prior to FY2008, Casio worked towards an initial Green Product sales target of 80% of total sales, and in that year the company achieved
84%. Now the company promotes to continue target of 80%.
With the achievement of this target, Casio decided to create even stricter criteria and implement more specific, detailed assessments.
Qualifying products are certified as Green Star Products, representing the best of Casio Green Products. This ensures that Casio's
products continue to set the bar higher and drive the realization of a sustainable society.
For Green Star certified products, the environmental features are listed in catalogues and on the product packages.

Casio Green Star Products
See the product lineups that were certified as Casio Green Star Products by FY2014 (photos show product examples).
Calculator

Electronic dictionary

Digital camera

Data projector

Electronic musical instrument

Watch

117

CASIO SUSTAINABILITY REPORT 2014

Electronic musical instrument

Watch

Page printerHandheld terminal

Label printerSales Ratio Achievement, Targets, and Setting Standards for Casio Green Star Products
In FY2010, Casio set a target of a 30% sales ratio of Casio Green Star Products to be achieved by FY2013. The result in FY2011 was 42%,hitting the target two years ahead of schedule.
In FY2012, Casio set a new Green Star Product sales ratio target of 50% to be achieved by FY2015. A ratio of 49% was secured in
FY2014.
The company is applying its Green Star Product Development Guidelines to reduce the environmental impact of these products.
Casio Green Products and Casio Green Star Products

CASIO SUSTAINABILITY REPORT 2014

118

Sales Ratio Achievement, Targets, and Setting Standards for Casio Green Star Products
In FY2010, Casio set a target of a 30% sales ratio of Casio Green Star Products to be achieved by FY2013. The result in FY2011 was 42%,hitting the target two years ahead of schedule.
In FY2012, Casio set a new Green Star Product sales ratio target of 50% to be achieved by FY2015. A ratio of 49% was secured in
FY2014.
The company is applying its Green Star Product Development Guidelines to reduce the environmental impact of these products.
Casio Green Products and Casio Green Star Products

Assessment categories

119

CASIO SUSTAINABILITY REPORT 2014

Assessment categories

CASIO SUSTAINABILITY REPORT 2014120

Under its Environmental Vision 2050, Casio has established Environmental Action Plan targets from a global
perspective, and is carrying out environmental activities accordingly. Here are the targets and performancefor FY2014, along with the targets for FY2015 based on the current results.
Environmental Management Policy for Building a Low-Carbon Society
Casio approaches Environmental Management based on its Environmental Vision and Environmental Management Policy for Building asustainable Society. Please click the following link to see how Casio's efforts fit within the larger global context and to see the full text of theEnvironmental Vision and Environmental Management Policy.

Fiscal 2015 Casio Environmental Action Plan

Product Targets
1. Development target for eco-products
Increase Casio Green Star product sales to 50 % of total sales by FY2015.
Maintain Green Product sales at 80 % of total sales.

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 % compared to FY2006,
by FY2021
Long-term target
To reduce the total volume of global greenhouse gas emissions from business activities by 80 % compared to FY2006,
by FY2051.
* 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.)
Reduce energy usage (crude oil equivalent kL) by 13 % per unit of total floor space compared to FY2011, by FY2016.

121

CASIO SUSTAINABILITY REPORT 2014

3. Resource conservation targets (water, paper)
Japan production
sites
Reduce water usage by 5 % compared to FY2011, by FY2016
Production sites
outside Japan
Reduce water usage by 5 % compared to FY2011, by FY2016
Japan sites
Reduce volume of office paper used by 12 % compared to FY2011, by FY2016

4. Waste reduction targets
Japan sites
Reduce volume of waste by 4 % compared to FY2011, by FY2016
Production sites
outside Japan
Reduce volume of waste by 48 % compared to FY2011, by FY2016

5. Volatile organic compound (VOC) reduction target
Japan production
sites
Reduce emissions of VOCs by 45 % by FY2016 compared to FY2001.
* 20 types of VOCs are specified by the four main electrical and electronics industry associations in Japan. Among them, Casio uses 8 types.

6. Hazardous substance phase-out target
Detoxify PCB-containing equipment in storage at the Casio Group company in Chuo City, Yamanashi Prefecture.
(Registered consignment of detoxification with the Japan Environmental Safety Corporation – June 2006)
・Jurisdiction: Casio Computer Co., Ltd.
* Store stabilizers, including the low concentration capacitors kept at Hachioji R&D Center, until they can be accepted by JESCO.

7. Logistics target for the fight against climate change
Distribution in Japan
Reduce CO2 emissions volume* per unit of sales by 20 % compared to FY2011, by FY2016* Scope covers processes relating to product sales, not including processes relating to materials procurement and recycling

CASIO SUSTAINABILITY REPORT 2014122

Overall business activity targets
1. Biodiversity preservation target
Based on the Casio Group Biodiversity Guidelines, commence a biodiversity impact study for products and sites andexamine and implement measures, to reduce biodiversity impact by fiscal 2016, which will include procurement.
For Products
Consider details concerning design, procurement, manufacture, packaging, sales, logistics and recycling of products
For Sites
Consider details concerning location and operation of plants and offices
FY2014:

Conduct a pilot study based on the impact survey sheet prepared in cooperation with NPOs/NGOs. Examine
strategy and direction for programs in light of the pilot study and its analysis and response to the Action Planand Guidelines for the Electrical and Electronics Industries.

FY2015:

Based on results in FY2014, make improvements to the impact study sheet and the structure of the study andexpand the scope of the impact study, taking priority level into consideration. Examine measures forbiodiversity in procurement.

FY2016:

Analyze the results up to FY2015, identify issues and establish and implement action themes to reduce
biodiversity impact.

Fiscal 2014 Casio Environmental Action Plan performance
To view Casio's performance on its Environmental Action Plan for FY2014, visit the link below.

123

CASIO SUSTAINABILITY REPORT 2014

FY2016:

Analyze the results up to FY2015, identify issues and establish and implement action themes to reduce
biodiversity impact.

Fiscal 2014 Casio Environmental Action Plan performance
To view Casio's performance on its Environmental Action Plan for FY2014, visit the link below.
Progress
Progress assessment
assessment key
key①Target was achieved and a new, higher target was established.
②Target was achieved.
③Target not achieved, but steady improvement made over previous fiscal year.
④Making progress toward achieving target and expect results next fiscal year and beyond.
⑤Same as or worse than base value.

Fiscal 2014
Casio Environmental Action Plan Performance

Theme

TargetPer-unit valueof base year,etc.

Per-unit valueof target year,
etc.

Actual performance of
per-unit value for
FY2014, etc.

Performanceby the end of
FY2014

-

50%

49%

2 percentage points
remaining to reach target-[80% or more][87%][Target was achieved.]

☆☆☆☆
☆☆☆
☆☆
☆
▲
Progress
assessment

Product targets

１：Eco-products

Raise share of Green Star
Product sales in total sales.

Increase Casio Green Star
product sales to 50% of total
sales by FY2015.
[Maintain Green Product sales
at 80% of total sales or more.]☆

Upper level: FY2014
Lower level: FY2013

Plant and business-site targets

１：Reduction ofgreenhouse gas
emissions overthe medium andlong term

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

92,54938,379Reduced by 71.0%
Reduced by 31.8% (*2)

46,977(Reduced by 18.3%)(Tons-CO2)(Tons-CO2)(Tons-CO2)

Reduce the total volume ofglobal greenhouse gas emissions
from business activities by 80%
by FY2051compared to FY2006.

132,21326,44338,379Reduced by 71.0%
Reduced by 31.8% (*2)

46,977(Reduced by 18.3%)

Reduce energy usage (crude oil
equivalent kL) by 13 % per unitof total floor space compared to
FY2011, by FY2016.

0.0457

Reduce energy usage(All sites).

Reduce water usage(Japan production sites).

Reduce water usage by 5%compared to FY2011, by
FY2016

Reduce greenhouse gas
emissionsover the medium term.

Reduce greenhouse gas
emissionsover the long term.

Reduce the total volume ofglobal greenhouse gas emissions
from business activities by 30%
by FY2021compared to FY2006.

132,213
56,238 (*1)

56,238 (*1)☆

☆

(Tons-CO2)(Tons-CO2)(Tons-CO2)
Figures in blue show adjusted value (*1) of amount of emissions in the base year, taking into account contributions from changes in business structure(including transfers of group companies, etc.), and actual value(*2) based on GHG Protocol

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

３：Resource
conservation(water, paper)

Reduce water usage(production sites outside
Japan).

Reduce office paper
usage (Japan sites).

４：Waste reduction

５：Reduction ofvolatile organic
compounds(VOCs)

Reduce water usage by 5%compared to FY2011, by
FY2016
Reduce volume of office paper
used by 12% compared to
FY2011, by FY2016

Reduce generation of waste(Japan sites).

Reduce volume of waste by 4%compared to FY2012, by
FY2016

Reduce generation of waste(production sites outside
Japan).

Reduce volume of waste by 48%
compared to FY2011, by
FY2016

Reduce emissions of VOCs to
atmosphere(Japan production site).

Reduce emissions by 45% by
FY2016 compared to FY2001.

0.03970.0397

Reduced by 13.1%

0.0404-(crude oil
equivalent kL/m2)(crude oil
equivalent kL/m2)(crude oil
equivalent kL/m2)

65

62

45

Reduced by 30.5%(Reduced by 21.5%)(Thousand m3)(Thousand m3)

57(Thousand m3)

428

408

246

Reduced by 42.5%

396(Reduced by 37.9%)

☆

☆

☆

(Thousand m3)(Thousand m3)(Thousand m3)

72

63

66

Reduced by 7.8%

70

(Reduced by 6.2%)☆

Reduced by 7.4%
(Reduced by 0.9%)☆

Reduced by 72.6%(Reduced by 68.8%)☆

(Tons)
1,460(Tons)
1,400(Tons)
791(Tons)
411(Tons)(Tons)(Tons)
1,353
1,365(Tons)
216
694(Tons)

47

26

0.000

Reduced by 100.0%

0.400(Reduced by 100.0%)☆

☆

(Tons)(Tons)(Tons)

６：Hazardous
substance
phase-out

Detoxify PCB-containing
equipment now in storage asJapan Environmental Safety
Corporation starts.

Detoxify all PCBs stored at the
Casio Group company in Chuo
City, Yamanashi Prefecture by
FY2015.

---

About 30% of thedetoxification of all PCBs
stored at the Casio groupcompany in Chuo City,
Yamanashi Prefecture wascompleted in July 2014.
(The remaining 70% is alsoslated for completion in
July 2014). The portions
stored at the Hachioji R&D
Center will continue toremain in storage.

７：Logistics-related
global warming
countermeasures

Reduce CO2 emissions (*3)(distribution in Japan).

Reduce CO2 emissions volume*
per unit of sales by 20%
compared to FY2011, by
FY2016-

Reduce by 20%,
by FY2016

64.4%
compared to FY2011

Reduced by 35.6%
compared to FY2011☆

Based on the Casio Group
Biodiversity Guidelines,
commence a biodiversity impact
study for products and sites
and examine and implement
measures, to reduce
biodiversity impact by fiscal
2016, which will include
procurement.

-

-

-

Implemented a pilot study
on paper use related to
Casio products and sites
in Japan, and found nomajor problems.

☆

Overall business activity targets

１：Biodiversity
preservation
targetPreserve biodiversity andecosystem services.

(*3) The scope of target for logistics-related global warming countermeasures is distribution for product sales.

CASIO SUSTAINABILITY REPORT 2014124

This page
providesan overall
picture of the environmental
impactof the Casio
Group'sbusiness activities.
This page provides
an overall
pictureof the environmental
impact of the Casio
Group'sbusiness
activities.
What
is a material balance?
What is a materialbalance?

material
the amountof resources
used
the amountof materials withenvironmental
impact (outputs)that are produced (outpA material balance Ashowsthebalance
amount showsof resources
used andthe amountof andmaterials
with environmental
impactthat are producedin businessfrom R&D
to after-sales
collection
and recycling (inputs).
in business activities
from R&Dactivities
to after-sales
collection
and recycling(inputs).

Fiscal 2014 performance
Fiscal 2014 performancefiscal2014,
bothoutputs
the inputs
and outputs
from businessactivities
productionJapan
due to the closure
In fiscal 2014, bothIntheinputsto andfromtobusinessactivities
at production
sites atoutsideJapansites
wereoutside
reduceddue wereto thereduced
closure of
PanyuComputer
Factory of
CasioKong),
Computer(HongKong), Officesa groupandcompany.
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continued
to engage in ene
the Panyu Factory theof Casio(Honga groupcompany.
production
sites
in production
Japan continued
engagein energy
conservation
activities
throughout
year,andincluding
and winter,
which
werethesteppedup afterthe Earthquake
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throughout
the year,including thesummerwinter,summer
which were
steppedup afterGreat EastJapan
inresultingfromcustomers'
use isofcalculated
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calculated on
the assumption of fi
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usage andCO2 emissions
2 emissions
resultingfrom customers'
useof Casio
productson theisassumptionof five
March 2011. The powerof use3 basedon Scope
3 assessment
adoptedin willfiscal2014. Casio
willtocontinue
to improve its production
years of use basedyears
on Scope
assessment
standards
adoptedstandards
in fiscal 2014.
Casio
continue
to strive
improvetoitsstrive
production

equipment
and businessto makeproducts
it sells
such
a way thattheyandconserve
energyresources,
equipment and businessprocesses,
to makeprocesses,
the products
it sellsthe
in sucha way
that in
they
conserve
energyresources,
andandto reduce
its and to reduce
environmental impact.
environmental impact.
Materialbalancein businessactivities (FY2014)
Material balance inbusiness
activities(FY2014)*1 Groundwater is included in the water resource inputs.
*2 Parts and materials include consumables, such as toner cartridges.

*1 Groundwater is included in the water resource inputs.

*2 Parts
materials
consumables,*1 Groundwater is included
in andthewater include
resource
inputs.such as toner cartridges.
*3 Ozone depleting substances have been fully phased out.
*3 Ozone depleting substances have been fully phased out.

*4 Recycled wastesuch
includesrecycled material.
*2 Parts and materials include consumables,as thermally
toner cartridges.
*4 Recycled waste includes thermally recycled material.

*5 Product distribution is consigned to transportation companies.

*3 Ozone depleting substances
have
been
phasedout.on companies.
*5 Product*6
distribution
is consigned
to transportation
Electricity
isfully
calculated
based
five years of use in accordance with the Scope 3 standards.

*6 Electricity
calculated
basedareon five
years of use
in accordancewith theScope
3 standards. with the Scope 3 standards.
*7isCO2emissionscalculated
based
on five yearsof usein accordance*4 Recycled waste includes
thermally
recycled
material.
*7 CO2 emissions
calculated basedon five
years ofuseduse infor
accordancewith the Scope
standards.
The areexchangeable
batteryamountsthese calculations
are 3basedon general market prices.

*5 Product distribution is consigned
to transportationcompanies.
The exchangeable
battery amounts used
for these calculations are based on general market prices.

Sustainability*6 Electricity is calculated based on five
years of use in accordance with the Scope 3 standards.

*7 CO2 emissions are calculated basedon fiveSocial
years
of use in accordance with the Scope 3 standards.
Corporate
Responsibility
The exchangeable battery amountsEnvironment
used for these calculations are based on general market prices.
Special Features
Environmental Vision
Environmental Management
Environmental Action Plan (Targets and Performance)

125

CASIO SUSTAINABILITY REPORT 2014

In order to comply with environmental laws and regulations, Casio’s main sites have acquired ISO14001 certification and operate anenvironmental management system. Under the environmental management system, Casio plans and executes environmental protection
activities based on a range of environmental legislation and the Casio Group Environmental Action Plan as well as various voluntary actionplans established by Keidanren and the industry association. Moreover, Casio applies and operates its own unique environmental
management system to relatively small office sites, which takes into account the extent of their environmental impact.

CO2
Medium-and long-term greenhouse gas reductions
Casio has established medium-term (2020) and long-term (2050) objectives on reducing its total greenhouse gas emissions. Efforts arebeing made to reduce total greenhouse gas emissions from business activities by 30% by fiscal 2021 and 80% by fiscal 2051 (compared tofiscal 2006). Results for fiscal 2014 indicate that emissions were already about 71% lower than the base year, indicating that Casio has
already met its medium-term goal and is even approaching its long-term goal of an 80% reduction.
On the other hand, since the transfer of its device business, which took place after the base year of fiscal 2006, had a large effect on
reductions achieved so far, making it all the way to the long-term goal will still be a challenge. Casio is earnest in its commitment to reachthe long-term in order to help build a low-carbon society, and the company is looking at ways to quickly adopt measures, such as the
adoption of renewable energies, included in the fiscal 2015 environmental management policy.
Greenhouse gas emissions

Energy Conservation
Casio revised its Environmental Action Plan in fiscal 2014 and established an energy conservation goal that covers all of its sites.
This goal is to reduce energy usage (crude oil equivalent kL) by 13 % per unit of total floor space compared to FY2011, by FY2016.
This report is being issued in the first year of that period, but while energy use was 0.0457 kL/m2 in the base year of fiscal 2011, it was
0.0397 kL/m2 in fiscal 2014. This reflects a decrease of about 13%, thus revealing that the established goal has already been achieved.
This is attributed to the closure of a production site outside Japan, the Panyu Factory of Casio Computer (Hong Kong). Casio is aware that
it is already approaching the overall reduction goals that were just set last fiscal year, but it will continue to implement further reduction
efforts.
Casio is continuing to strive to conserve energy at its production facilities and to improve production processes at all production sites inJapan and abroad. At offices in and outside Japan, Casio is promoting energy conservation efforts in its lighting, heating, and coolingequipment, and is striving to reduce CO2 emissions.
Energy Conservation

CASIO SUSTAINABILITY REPORT 2014126

Energy Conservation
Casio revised its Environmental Action Plan in fiscal 2014 and established an energy conservation goal that covers all of its sites.
This goal is to reduce energy usage (crude oil equivalent kL) by 13 % per unit of total floor space compared to FY2011, by FY2016.
This report is being issued in the first year of that period, but while energy use was 0.0457 kL/m2 in the base year of fiscal 2011, it was
0.0397 kL/m2 in fiscal 2014. This reflects a decrease of about 13%, thus revealing that the established goal has already been achieved.
This is attributed to the closure of a production site outside Japan, the Panyu Factory of Casio Computer (Hong Kong). Casio is aware that
it is already approaching the overall reduction goals that were just set last fiscal year, but it will continue to implement further reduction
efforts.
Casio is continuing to strive to conserve energy at its production facilities and to improve production processes at all production sites inJapan and abroad. At offices in and outside Japan, Casio is promoting energy conservation efforts in its lighting, heating, and coolingequipment, and is striving to reduce CO2 emissions.
Energy Conservation

Reducing CO2 Emissions in Logistics[Logistics in Japan]
The target for CO2 emissions from logistics activities in Japan is a 20% reduction per unit of domestic sales in fiscal 2016 compared to fiscal
2011. In fiscal 2014, emissions were 35.6% lower than in fiscal 2011, already achieving the target. Nevertheless, Casio will keep working tofurther reduce CO2 emissions. In August 2011, the logistics center was relocated from Suzuka City, Mie Prefecture to Toda City, Saitama
Prefecture. In January 2012, the Eastern Distribution Center in Koto-ku, Tokyo was amalgamated with the logistics center. Through thisstaged effort, Casio reduced the number of consumer distribution centers in Japan from five to four. This transition not only shortenedtransportation distances, but also facilitated a modal shift from truck to rail, helping to further reduce CO2 emissions.
In fiscal 2013, Casio began an initiative to send products manufactured overseas directly to the Western Distribution Center in Osaka. This
allows transport distances to be shortened significantly by cutting out transit through the Toda Logistics Center.
[Logistics outside Japan]
No specific CO2 emissions reduction target has been set for logistics activities outside Japan. Cargo shipped from China to North America
used to be sent to a sales company warehouse in Chicago, before being forwarded to client logistics centers. Since 2009 however, thecargo has been shipped from China direct to the various central logistics centers of clients, which is helping to reduce CO2 emissions.
Going forward, Casio will continue striving to improve energy efficiency and production processes at all of its production sites in and outside
Japan. Moreover, Casio will promote energy efficiency, including for lighting and heating and cooling equipment, as it works to reduce theamount of CO2 emissions at its office sites in and outside Japan.
CO2 emissions and emissions per unit of sales for logistics in Japan127

CASIO SUSTAINABILITY REPORT 2014

Reducing CO2 Emissions in Logistics[Logistics in Japan]
The target for CO2 emissions from logistics activities in Japan is a 20% reduction per unit of domestic sales in fiscal 2016 compared to fiscal
2011. In fiscal 2014, emissions were 35.6% lower than in fiscal 2011, already achieving the target. Nevertheless, Casio will keep working tofurther reduce CO2 emissions. In August 2011, the logistics center was relocated from Suzuka City, Mie Prefecture to Toda City, Saitama
Prefecture. In January 2012, the Eastern Distribution Center in Koto-ku, Tokyo was amalgamated with the logistics center. Through thisstaged effort, Casio reduced the number of consumer distribution centers in Japan from five to four. This transition not only shortenedtransportation distances, but also facilitated a modal shift from truck to rail, helping to further reduce CO2 emissions.
In fiscal 2013, Casio began an initiative to send products manufactured overseas directly to the Western Distribution Center in Osaka. This
allows transport distances to be shortened significantly by cutting out transit through the Toda Logistics Center.
[Logistics outside Japan]
No specific CO2 emissions reduction target has been set for logistics activities outside Japan. Cargo shipped from China to North America
used to be sent to a sales company warehouse in Chicago, before being forwarded to client logistics centers. Since 2009 however, thecargo has been shipped from China direct to the various central logistics centers of clients, which is helping to reduce CO2 emissions.
Going forward, Casio will continue striving to improve energy efficiency and production processes at all of its production sites in and outside
Japan. Moreover, Casio will promote energy efficiency, including for lighting and heating and cooling equipment, as it works to reduce theamount of CO2 emissions at its office sites in and outside Japan.
CO2 emissions and emissions per unit of sales for logistics in Japan

CO2 emissions and emissions per unit of sales for logistics outside Japan

Greenhouse gases other than CO2
Because goals have already been met for greenhouse gases other than CO2 (SF6, HFCs) through the transfer of the device business(SF6) and ceasing to stock spray products that contain problematic components (HFCs), these gases have been left out of current targets.
Periodic confirmation of these emissions will continue to be performed. Changes in SF6 emissions over time are shown in the graph below.
SF6 gas usage and emissions to atmosphere (Japan production sites)

CASIO SUSTAINABILITY REPORT 2014

128

Greenhouse gases other than CO2
Because goals have already been met for greenhouse gases other than CO2 (SF6, HFCs) through the transfer of the device business (SF6)and ceasing to stock spray products that contain problematic components (HFCs), these gases have been left out of current targets.
Periodic confirmation of these emissions will continue to be performed. Changes in SF6 emissions over time are shown in the graph below.
SF6 gas usage and emissions to atmosphere (Japan production sites)*Years shown in this graph are calendar years, to match industry action targets.
The input and emissions of SF6 were zero in 2011.

Waste
Reducing waste
Casio revised its Environmental Action Plan in fiscal 2014, and transitioned to absolute volume goals that are not dependent on production
volumes.
[All sites in Japan]
The target is to reduce waste from sites in Japan by 4% in fiscal 2016 compared to fiscal 2012.
In fiscal 2014, a reduction of about 7% had already been achieved versus fiscal 2012. By weight, this converts to a reduction of about 107
tons.
However, for fiscal 2014, Casio recorded a total increase in waste of about 194 tons. This was due to the addition of about 121 tons causedby changes in the waste calculation methods used at seven sales sites in Japan (a change was made in the coefficient used whenconverting from volume to weight, and all types of waste are now calculated using the larger conversion coefficient when specific types ofwaste cannot be confirmed. Another cause was the addition of about 73 tons of waste from fiscal 2014 from Yamagata Casio (theYamanashi Office) which had not been added to the actual figures for the base year. Even after making these additions, the total volume ofwaste compared to the base year was still down by about 107 tons, revealing that Casio's various sites are making good progress. Casio
will continue to work to reduce waste.
As a result of treating type-unknown waste as landfill, Casio's final landfill waste volume increased about 134 tons compared to fiscal 2013.
[Production sites outside Japan]
The target is to reduce waste at production sites outside Japan by 48% in fiscal 2016 compared to fiscal 2011.
In fiscal 2014, Casio achieved a reduction of about 73% compared to fiscal 2011, thereby hitting its target. This major decrease can be
attributed to the closure of the Panyu Factory of Casio Computer (Hong Kong). Casio will continue to work to achieve further reductions.

129

CASIO SUSTAINABILITY REPORT 2014

*Years shown in this graph are calendar years, to match industry action targets.
The input and emissions of SF6 were zero in 2011.

Waste
Reducing waste
Casio revised its Environmental Action Plan in fiscal 2014, and transitioned to absolute volume goals that are not dependent on production
volumes.
[All sites in Japan]
The target is to reduce waste from sites in Japan by 4% in fiscal 2016 compared to fiscal 2012.
In fiscal 2014, a reduction of about 7% had already been achieved versus fiscal 2012. By weight, this converts to a reduction of about 107
tons.
However, for fiscal 2014, Casio recorded a total increase in waste of about 194 tons. This was due to the addition of about 121 tons causedby changes in the waste calculation methods used at seven sales sites in Japan (a change was made in the coefficient used whenconverting from volume to weight, and all types of waste are now calculated using the larger conversion coefficient when specific types ofwaste cannot be confirmed. Another cause was the addition of about 73 tons of waste from fiscal 2014 from Yamagata Casio (theYamanashi Office) which had not been added to the actual figures for the base year. Even after making these additions, the total volume ofwaste compared to the base year was still down by about 107 tons, revealing that Casio's various sites are making good progress. Casio
will continue to work to reduce waste.
As a result of treating type-unknown waste as landfill, Casio's final landfill waste volume increased about 134 tons compared to fiscal 2013.
[Production sites outside Japan]
The target is to reduce waste at production sites outside Japan by 48% in fiscal 2016 compared to fiscal 2011.
In fiscal 2014, Casio achieved a reduction of about 73% compared to fiscal 2011, thereby hitting its target. This major decrease can be
attributed to the closure of the Panyu Factory of Casio Computer (Hong Kong). Casio will continue to work to achieve further reductions.
Generation of waste and volume of final landfill disposal (all sites in Japan)

Generation of waste and volume of final landfill disposal (production sites outside Japan)

Water resources
Reducing input of water resources
Casio revised the parts of its Environmental Action Plan related to water resources in fiscal 2014, and transitioned to absolute volume goals
that are not dependent on production volumes.
[Production sites in Japan]
Casio's goal is to reduce water usage at production sites in Japan by 5% in fiscal 2016 compared to fiscal 2011.
In fiscal 2014, Casio achieved a reduction of about 31% compared to fiscal 2011, thereby hitting its target. This significant decrease isattributed to personnel reductions at Yamagata Casio and the closure of the Murayama Factory. Casio will continue to pursue further
reductions.
Figures were not calculated for Yamagata Casio (Yamanashi Office) in the base year, but results from this site are included in actual figures

CASIOforSUSTAINABILITYREPORT 2014
fiscal 2014.
[Production sites outside Japan]

130

Water resources
Reducing input of water resources
Casio revised the parts of its Environmental Action Plan related to water resources in fiscal 2014, and transitioned to absolute volume goals
that are not dependent on production volumes.
[Production sites in Japan]
Casio's goal is to reduce water usage at production sites in Japan by 5% in fiscal 2016 compared to fiscal 2011.
In fiscal 2014, Casio achieved a reduction of about 31% compared to fiscal 2011, thereby hitting its target. This significant decrease isattributed to personnel reductions at Yamagata Casio and the closure of the Murayama Factory. Casio will continue to pursue further
reductions.
Figures were not calculated for Yamagata Casio (Yamanashi Office) in the base year, but results from this site are included in actual figures
for fiscal 2014.
[Production sites outside Japan]
Casio's goal is to reduce water usage at production sites outside Japan by 5% in fiscal 2016 compared to fiscal 2011.
In fiscal 2014, Casio achieved a reduction of about 43% compared to fiscal 2011, thereby hitting its target. This is attributed to the closure of
the Panyu Factory of Casio Computer (Hong Kong). Casio will continue to strive to achieve further reductions.
Usage of water resources and recycled industrial water (all sites in Japan)

Usage of water resources and recycled industrial water (production sites outside Japan)

Paper resources
Reducing usage of paper resources
Casio revised the part of its Environmental Action Plan related to office paper at sites in Japan in fiscal 2014, and transitioned to absolutevolume goals that are not dependent on production volumes. The goal is to reduce the volume of office paper used by 12% in fiscal 2016
compared to fiscal 2011. In fiscal 2014, Casio achieved a reduction of about 8% compared to fiscal 2011, showing that steady progress isbeing made toward the target. Casio will continue to work to reduce waste.
Figures were not calculated for Yamagata Casio (Yamanashi Office) in the base year, but results from this site are included in the actual
figures for fiscal 2014.
Office paper usage (all sites in Japan)

131

CASIO SUSTAINABILITY REPORT 2014

Paper resources
Reducing usage of paper resources
Casio revised the part of its Environmental Action Plan related to office paper at sites in Japan in fiscal 2014, and transitioned to absolutevolume goals that are not dependent on production volumes. The goal is to reduce the volume of office paper used by 12% in fiscal 2016
compared to fiscal 2011. In fiscal 2014, Casio achieved a reduction of about 8% compared to fiscal 2011, showing that steady progress isbeing made toward the target. Casio will continue to work to reduce waste.
Figures were not calculated for Yamagata Casio (Yamanashi Office) in the base year, but results from this site are included in the actual
figures for fiscal 2014.
Office paper usage (all sites in Japan)

PRTR
Reducing PRTR substances
Since goals for reducing PRTR substances were met in fiscal 2013, these have been left out of current targets. Later changes over time areshown in the graph, but input amounts are less than one ton.
PRTR substance usage and releases (production sites in Japan)

VOC, NOx, SOx, dust
Reducing VOCs

CASIO SUSTAINABILITY REPORT 2014132

VOC, NOx, SOx, dust
Reducing VOCs
[Production sites in Japan]
Casio's goal is to reduce emissions of VOCs by 45% in fiscal 2016, compared to fiscal 2001, and it reached that goal fiscal 2013.Laterchanges over time are shown in the graph, but input amounts are less than one ton.
VOC usage and emissions to atmosphere (production sites in Japan)

Reducing Nox, SOx, Dust
Casio is taking measures to minimize NOx, SOx, and dust in a rational way by introducing and using appropriate equipment, and somechanges have been achieved through changes in the way the equipment is operated. Changes over time are shown in the graph below.
Trends in NOx, SOx and dust emissions to atmosphere (Japan production sites)

Scope of Data
Environmental performance data was compiled using results from the following Casio sites for FY2014 (April 1, 2013 to March 31, 2014).
For Casio Electronic Technology (Zhongshan), actual figures are for the period January 1, 2013 to December 31, 2013.
Production sites in Japan

Yamagata Casio Co., Ltd.
Yamagata Casio Co., Ltd. (Yamanashi)

Casio Electronic Manufacturing Co., Ltd.

Office sites in Japan

Casio Computer Co., Ltd. (Headquarters)
Casio Computer Co., Ltd. (Hachioji R&D Center)
Casio Computer Co., Ltd. (Osaka sales office)Casio Computer Co., Ltd. (Saitama sales office)Casio Computer Co., Ltd. (Hiroshima sales
office)Casio Techno Co., Ltd. (Headquarters)
Casio Marketing Advance Co., Ltd.
CXD Next Co., Ltd.

Casio Computer Co., Ltd. (Hamura R&D Center)
Casio Computer Co., Ltd. (Kudan sales office)Casio Computer Co., Ltd. (Sendai sales office)Casio Computer Co., Ltd. (Nagoya sales office)Casio Computer Co., Ltd. (Fukuoka sales office)Casio Business Service Co., Ltd. (Headquarters and
Kofu)
Casio Information Service Co., Ltd.

Production sites outside
Japan

Casio Electronic Technology (Zhongshan) Co.,Ltd.

Casio (Thailand) Co., Ltd.

Office sites outside Japan

Casio Taiwan Co., Ltd.
Casio (Guangzhou) Co., Ltd.
Casio America, Inc.
Casio Europe GmbH

Casio (Hong Kong) Ltd.*
Casio Electronics (Shenzhen) Co., Ltd.
Casio Soft (Shanghai) Co., Ltd.
Casio Canada Ltd.

133

CASIO SUSTAINABILITY REPORT 2014

Scope of Data
Environmental performance data was compiled using results from the following Casio sites for FY2014 (April 1, 2013 to March 31, 2014).
For Casio Electronic Technology (Zhongshan), actual figures are for the period January 1, 2013 to December 31, 2013.
Scope of Data
CasioCo.,results
Ltd. from the following Casio sites for FY2014 (April 1, 2013 to March 31, 2014).
Environmental performance dataYamagata
was compiledusing
Production sites in Japan
Casio Electronic Manufacturing Co., Ltd.
CasioCo., figures
Ltd. (Yamanashi)
For Casio Electronic TechnologyYamagata(Zhongshan),actualare for the period January 1, 2013 to December 31, 2013.
Production sites in Japan

Office sites in Japan

Office sites in Japan
Production sites outsideJapan
Production sites outside
Japan
Office sites outside Japan

Office sites outside Japan

Casio Computer Co., Ltd. (Headquarters)
Yamagata Casio Co., Ltd.
Casio Computer Co., Ltd. (Hachioji R&D Center)
Yamagata Casio Co., Ltd. (Yamanashi)
Casio Computer Co., Ltd. (Osaka sales office)sales office)Casio Computer Co., Ltd. (Saitama(Headquarters)(Hiroshima
sales
Casio Computer Co., Ltd. (Hachioji
R&D
Center)office) Computer Co., Ltd. (Osaka sales office)
Casio
Techno Co.,Ltd.
(Headquarters)
Casio Computer
Co.,
Ltd.
(Saitama sales office)Marketing Co.,
AdvanceCo., Ltd. sales
Casio Computer
Ltd. (Hiroshima
CXD Next Co., Ltd.
office)Casio Techno Co., Ltd. (Headquarters)
Casio Electronic Technology (Zhongshan) Co.,
Casio Marketing Advance Co., Ltd.
Ltd.
CXD Next Co., Ltd.

Casio Computer Co., Ltd. (Hamura R&D Center)
Casio Electronic Manufacturing Co., Ltd.
Casio Computer Co., Ltd. (Kudan sales office)Casio Computer Co., Ltd. (Sendai sales office)(Nagoya sales
office)Casio Computer Co., Ltd. (Hamura
R&D Center)
Casio Computer Co., Ltd. (Fukuoka
sales
office)(Kudan sales
office)Casio Computer
Business Service
Co.,
Ltd.
(Headquarters
Co., Ltd. (Sendai sales office) andKofu) Computer Co., Ltd. (Nagoya sales office)
Casio
InformationCo.,
ServiceCo., Ltd. sales office)Casio Computer
Ltd. (Fukuoka
Casio Business Service Co., Ltd. (Headquarters and
Kofu)
Casio (Thailand) Co., Ltd.
Casio Information Service Co., Ltd.

Casio Taiwan Co., Ltd.
Casio Electronic Technology (Zhongshan) Co.,
Casio (Guangzhou) Co., Ltd.
Ltd.
Casio America, Inc.
Europe Co.,GmbH
Casio Taiwan
Ltd.
France S.A. Co., Ltd.
Casio (Guangzhou)
Casio America,
SingaporeInc.
Pte., Ltd.
Casio Europe(China) GmbH
Co., Ltd.
Guangzhou Casio Techno Co., Ltd.
Casio Scandinavia AS
Casio Italia S.r.l.

Casio (Hong Kong) Ltd.*
Casio (Thailand)
Ltd.
ElectronicsCo.,(Shenzhen)Co., Ltd.
Casio Soft (Shanghai) Co., Ltd.
CanadaLtd. Ltd.*
Casio (HongKong)
Casio Electronics (Shenzhen)Co., Ltd.
Co., Ltd.
Casio India
Co., Pvt. Ltd.
Soft (Shanghai)Co., Ltd.
Casio Espana
Canada S.L.
Ltd.
Casio Mexico Marketing, S. de R. L. de C.V.
Casio Benelux B.V.
Casio Brasil Comercio De Produtos Eletronicos Ltda.

*Casio Computer (Hong Kong) Ltd. and the Panyu Factory were positioned as a "production site outside Japan" based on the calculationsof output through fiscal 2013. However, in conjunction with the reconfiguration of Casio's Environmental Action Plan and the closure of the
Panyu Factory, this facility has been repositioned as an "office outside Japan" starting this fiscal year, given that it now only consists of an
office space.

Calculation Standards
1.

Inputs
1. Energy input amount
Combines the fossil fuel and electricity input into business activities at 40 sites in and outside Japan of Casio groupcompanies.
Includes fuel usage by company vehicles, but does not include energy used for contracted logistics services, commuting, andbusiness trips.
Crude oil equivalents are calculated based on Japan's Energy Conservation Act. Energy used at sites outside Japan is
calculated on a crude oil equivalent by applying coefficients pursuant to Japan's Energy Conservation Act.
2. Water resource input amount
Usage amounts of tap water and industrial water are combined. Since figures for relatively small sales sites which arehoused in rented buildings are difficult to ascertain, they are excluded.
3. VOC input amount
For substances subject to follow-up surveys related to VOC emission controls by the four main electrical and electronics
industry associations, those whose annual usage at each site exceeds 50 kg are included in the tabulations.
4. Paper usage amountManaged and tabulated based on the purchased amounts of paper used in printers, fax machines, and copy machines eachyear.
The weight of one sheet is determined for each paper size, and weights are calculated based on the amounts purchased.
5. PRTR substance input amountCalculated for chemical substances subject to Japan's PRTR Act whose annual amount handled per substance is 0.05 tons
or more at each site.

2.

Outputs
1. CO2 emissions
The CO2 conversion factors for electricity used to calculate output amounts are as follows.

CASIO SUSTAINABILITYREPORTin2014
For emissions
Japan, Casio used the fiscal 2013 emission coefficient of 0.000487 (t-CO2/kWh), as announced by the134

Federation of Electric Power Companies in September 2013 to reflect an adjustment for depreciation credit.
For emissions in sites outside Japan, the “emissions factor adjusted for the CO2 emissions from CHP (combined heat andof output through fiscal 2013. However, in conjunction with the reconfiguration of Casio's Environmental Action Plan and the closure of the
Panyu Factory, this facility has been repositioned as an "office outside Japan" starting this fiscal year, given that it now only consists of an
office space.

Calculation Standards
1.

Inputs
1. Energy input amount
Combines the fossil fuel and electricity input into business activities at 40 sites in and outside Japan of Casio groupcompanies.
Includes fuel usage by company vehicles, but does not include energy used for contracted logistics services, commuting, andbusiness trips.
Crude oil equivalents are calculated based on Japan's Energy Conservation Act. Energy used at sites outside Japan is
calculated on a crude oil equivalent by applying coefficients pursuant to Japan's Energy Conservation Act.
2. Water resource input amount
Usage amounts of tap water and industrial water are combined. Since figures for relatively small sales sites which arehoused in rented buildings are difficult to ascertain, they are excluded.
3. VOC input amount
For substances subject to follow-up surveys related to VOC emission controls by the four main electrical and electronics
industry associations, those whose annual usage at each site exceeds 50 kg are included in the tabulations.
4. Paper usage amountManaged and tabulated based on the purchased amounts of paper used in printers, fax machines, and copy machines eachyear.
The weight of one sheet is determined for each paper size, and weights are calculated based on the amounts purchased.
5. PRTR substance input amountCalculated for chemical substances subject to Japan's PRTR Act whose annual amount handled per substance is 0.05 tons
or more at each site.

2.

Outputs
1. CO2 emissions
The CO2 conversion factors for electricity used to calculate output amounts are as follows.
For emissions in Japan, Casio used the fiscal 2013 emission coefficient of 0.000487 (t-CO2/kWh), as announced by theFederation of Electric Power Companies in September 2013 to reflect an adjustment for depreciation credit.
For emissions in sites outside Japan, the “emissions factor adjusted for the CO2 emissions from CHP (combined heat andpower) generated electricity” was used. It is taken from the latest year value (2003 estimate) in the Japan Electrical
Manufacturers’ Association (JEMA) estimate survey (June 2006).
2. Air pollutants
Calculated at sites that have smoke generating facilities based on the concentration measurements and gas emissions at
each facility.
3. WastewaterCalculated from values at sites that measure wastewater amounts. Sites that do not measure wastewater amounts but canascertain tap water use treat the amount of tap water used as their wastewater amount.
4. PRTR
Release and transfer quantities are calculated for each chemical substance subject to Japan's PRTR Act whose annual
usage is 0.05 tons or more.
5. Waste
Waste is tabulated as the total amount of industrial waste generated when product is transferred from a Casio site to theprocessor, general waste derived from sites, and the quantity of valuables.
Because sales sites are small in size and mixed waste is handled by a contractor, it is difficult to get accurate figures forrecycling quantities and landfill waste quantities. Thus, all waste from these sites is conservatively treated as landfill waste
for calculation purposes.
6. Base year figures
To evaluate medium- and long-term goals, Casio sets base year values by combining actual figures for all sites in existencein the established base year. Figures are not revised in conjunction with business transfer. For reference, the results
obtained after adjusting base year figures in accordance with the GHG Protocol are shown in blue text in the Casio
Environmental Action Plan Performance Report.

135

CASIO SUSTAINABILITY REPORT 2014

Building a low-carbon society is one of the medium- to long-term goals of the Casio Environmental Vision 2050 and the Casio Environmental
Declaration 2020. This will require not only efforts from within the Casio Group, but also a commitment to reducing CO2 emissions both
upstream and downstream in the supply chain. For this reason, Casio has calculated emissions for each category in an effort to help
everyone involved "visualize CO2."
CO2 emissions for the entire Casio Group supply chain in fiscal 2014 were 550,747 t-CO2.
• Scope 1 direct emissions (e.g., fossil fuels, natural gas) were calculated at 5,210 t-CO2.
• Scope 2 indirect emissions (e.g., electricity) were calculated at 33,169 t-CO2.
• Scope 3 other emissions (e.g., use of sold products and end-of-life treatment of sold products, transportation and distribution, employee
commuting, lease assets, and investments ) were calculated for 12 of 15 categories (with the three lowest-impact categories excluded).
When CO2 emissions were calculated pursuant to the GHG Protocol that serves as the international standard, emissions for fiscal 2014
stood at 512,368 t-CO2.
As a result, Scope 3 accounted for more than 90% of entire supply chain emissions.
Within Scope 3, purchased goods and services accounted for the greatest share, about 56%.
On the other hand, low emissions for use of sold products are attributed largely to the energy-efficient designs for which Casio products are
known.
In the future, the following issues will be addressed:• Improve calculation accuracy in each category• Propose and implement emission reduction measures for each category within Scope 3• Develop measures for reducing emissions both upstream and downstream in the supply chain
For information on results calculated for fiscal 2013,
see the website of the Ministry of the Environment of Japan (in Japanese).
GHG Protocol: International standards for calculating and reporting greenhouse gas emissions

CO2 emissions for the entire Casio Group supply chain

CASIO SUSTAINABILITY REPORT 2014136

Efforts to Ascertain Scope 3

Category

Many people have never heard of "Scope 3" emissions. The term

CO2 emissions in fisacal
2014

refers to 15 categories of CO2 emissions that exist in theimmediate environment, such as the commuting and travel

rasio

ｔCO2
Scope 1

5,210

0.9%

Scope 2

33,1696.0%

Scope 3

activities of employees, as well as emissions that occur during
product use and disposal. Casio began officially releasing its
Scope 3 data in fiscal 2013. Casio plans to examine the trends by
category and then to develop future action plans based on that
data.

Scope 3 accounted 93.1%
of entire emissions.
Scope 3 = 512,368

1 Purchased goods and services

306,75655.7%

2 Capital goods

17,224

3.1%

Fuel-and-energy-related
activities

2,452

0.4%

Upstream transportation and4
distribution

74,132

13.5%

5 Waste generated in operations

580

0.1%

6 Business travel

1,198

0.2%

7 Employee commuting

1,253

0.2%

8 Upstream leased assets

2,085

0.4%

－

－

－

－

76,091

13.9%

End of life treatment of soldproducts

15,5892.8%

13 Downstream leased assets

8,035

1.5%

14 Franchises－－

15 Investments

6,973

1.3%

550,747

100%

3

9

Downstream transportation anddistribution

10 Processing of sold products
11 Use of sold products
12

Total

Satoshi Iwasa,
Environmental Center

Category 4: The breakdown for transportation and shipping (upstream) is shown below. (Unit: t-CO2）
Japan: Truck: 873, Railway: 86
Overseas: Railway: 1,123 Airplane: 54,772 Ship: 17,278
Scope 3 calculation methods

Category 1

Purchased goods and services

Amount of activity: Amount of purchased consumables, raw materials, and packaging
materials and salary of temporary staff
Unit: Calculated by multiplying each item by the emissions unit of the purchasedamount and adding together the total.
(Emissions output unit DB ver2.0 and CFP COMMUNICATION PROGRAM DB ver1.01)

Category 2

Capital goods

Amount of activity: Amount of capital investment by all consolidated subsidiaries
Unit: Calculated by multiplying the emissions unit corresponding to the amount of
capital investment. (Emissions unit DB ver2.0)

137

CASIO SUSTAINABILITY REPORT 2014

Fuel-and-energy-related
activities (not included in Scope
1 or 2)

Amount of activity: Amount of purchased electricity and fuels
Unit: Calculated by multiplying the emissions unit of each type and adding together the
total. (CFP COMMUNICATION PROGRAM DB ver1.01)

Category 4

Upstream transportation anddistribution

Amount of activity: Amount of domestic and overseas shipment
Unit: Calculated by multiplying the weight and transportation distance by the emissions
unit of each transportation type and adding together the total.
(Trucks: Specific fuel consumption using the improved ton/kilo method. Trains, ships
and airplanes: CO2 emissions output level using the conventional ton/kilo method)

Category 5

Waste generated in operations

Amount of activity: Emissions of each type of waste
Unit: Calculated by multiplying the emissions unit of each type and adding together the
total (Emissions unit DB ver2.0).

Category 6

Business travel

Amount of activity: Number of domestic and overseas employees
Unit: Emissions unit per employee (Emissions unit DB ver2.0)

Employee commuting

Amount of activity: Transportation expenses paid to employees
Unit: Calculated by estimating the train/car ratio from employee commuting style,multiplied by the emissions unit of the amount of transportation expenses for each styleand adding together the total (Emissions unit DB ver2.0).

Category 8

Upstream leased assets

Amount of activity: Domestic G-SHOCK stores, sales area for digital paintings andother and number of business days
Unit: Calculated by determining the total sales area, and multiplying the emissions unitof the sales area. The number of business days is calculated on a pro-rate basis(Emissions unit DB ver2.0).

Category 9

Downstream transportation anddistribution

This value was not calculated since Casio does not have any logistics business.

Category 10

Processing of sold products

Although one of our group companies provides name printing and other services,emissions of CO2 and other substances from this business activity is included in
Scopes 1 and 2.

Category 11

Use of sold products

Amount of activity: Number of products by category
Unit: Use of products is calculated by multiplying the emissions unit of each product forthe supported period (five years).
Regarding the use period, any industrial standards are followed. In cases suchindustrial standard does not exist, the use period is defined by CASIO.
Regarding electricity, the fiscal 2012 end-user CO2 emissions unit of the Federation ofElectric Power Companies of Japan is used.
Regarding products that require battery replacement, CO2 emissions to manufacture
the battery are also included in the calculation.

Category 12

End of life treatment of soldproducts

Amount of activity: Emissions from the product itself and container packaging materials
Unit: Calculated by multiplying the emissions unit of each type and adding together the
total (Emissions unit DB ver2.0)

Category 13

Downstream leased assets

Amount of activity: Emissions from assets (buildings) leased to other business entities
Unit: Emissions from renters

Category 14

Franchises

The franchise formula is not used.

Investments

Amount of activity: Emissions from equity method affiliates and companies which holdspecific annual stocks and constructive stocks
Unit: Calculated by multiplying the emissions from investment destinations by the equity
method ratio or the share holding ratio.

Category 3

Category 7

Category 15

CASIO SUSTAINABILITY REPORT 2014138

Overview of fiscal 2014 performance
In fiscal 2014, environmental accounting showed that the following categories remained at virtually the same level as the previous year:
investments and expenses in environmental conservation, and economic benefits of environmental conservation.
Investments in environmental conservation, such as system upgrades, were valued at ¥37 million, while the cost of environmental
conservation including recycling products, parts, and toner cartridges and other consumables was ¥1,272 million. Meanwhile, the economic
benefits from environmental conservation included real effects, like business profits due to recycling activities of ¥971 million. They also
include estimated effects valued at ¥256 million related to reducing environmental impact through the use of, for example, paperless
products and non-mercury lamp projectors.
Total economic benefits for the fiscal year were ¥1,227 million.Moving forward, Casio will accurately ascertain and inform people about theeffects of its environmental management activities from an economic perspective and will strive to engage in efficient and effective
environmental conservation efforts.
Environmental conservation costs (April 2013 - March 2014)
Environmental Environmental
investment
expenses(¥ million)(¥ million)*1

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

24

270

(1) Pollution prevention cost

Preventing air and noise pollution

043(2) Global environmental
conservation cost

Maintenance of energy-saving systems

24

171

(3) Resource circulation cost

Processing, reducing in volume, and recycling of generaland industrial waste-

56

Upstream/downstream cost*2

Collection and recycling of products, parts, supplies-

682

Administration cost

Secretariat operation costs, environmental information
disclosure-

257

R&D cost

R&D for reduction of environmental impact

1340

Social activity cost

Participation in, donations to, and support for environmental
conservation organizations-

13

Environmental remediation cost

Soil improvement

-

10

Total

37

1,272

*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 2013 - March 2014)
Economic benefit

Amount(¥ million)

Type of benefit
Actual benefit (benefit that contributes to profits as a result of the promotion of environmental conservation measures)
Profits
Cost reduction

Estimated benefit *971

Business revenue from recycling of used products, etc.

934

Cost reduction through energy saving activities

16

Reduction of waste processing costs arising from resource saving or recycling

21

Reduction of distribution costs through environmental conservation initiatives
Reduction of power consumption during product use by customers, etc.

256

Total

1,227

139

CASIO SUSTAINABILITY REPORT 2014

Environmental remediation cost

Soil improvement

-

10

Total

37

1,272

*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 2013 - March 2014)
Economic benefit

Amount(¥ million)

Type of benefit
Actual benefit (benefit that contributes to profits as a result of the promotion of environmental conservation measures)
Profits
Cost reduction

Estimated benefit *971

Business revenue from recycling of used products, etc.

934

Cost reduction through energy saving activities

16

Reduction of waste processing costs arising from resource saving or recycling

21

Reduction of distribution costs through environmental conservation initiatives
Reduction of power consumption during product use by customers, etc.

256

Total

1,227

*The estimated benefit is calculated as the CO2 reduction amount from business activities plus the reduction from power savings during
product use by customers. It also includes the environmental benefit of paperless products such as electronic dictionaries and data
projectors and smaller non-mercury lamp projectors and printers, efforts to increase the longevity of the parts on these devices that require

regular replacement, and distribution cost reductions achieved by a modal shift from air to sea transport.
Regarding the reduction of power consumption during product use by customers, the monetary value of the environmental impact reduction
effect is calculated as follows:
Reduction of power consumption during product use by customers = (Annual power consumption of the previous model – Annual power
consumption of the new model) x Number of units sold in the year x Electric power unit price.
When calculating the estimated effects, the following coefficients are used:
CO2 unit prices are the average full-year value for fiscal 2014 based on the EU emissions trading price (¥641.7/t). The electric power unit
prices are fiscal 2014 electricity costs from the Fiscal 2014 Energy White Paper issued by Japan’s Agency for Natural Resources andEnergy (¥17.53/kWh).

Trends in environmental expenses and economic benefits (FY2012 - FY2014)*Past year values for economic benefits have been revised based on the current fiscal year standards.

Environmental conservation effectTypes of environmental conservation effects
Environmental conservation effect relating toresources used in business activities
Environmental conservation effect relating toenvironment impact and waste generated bybusiness activities

Environmental
performance indicator

Unit

FY2013

FY2014

Environmental
conservation
effectWater resources

Thousand
m3

685

475

+210

CO2 emissions

Tons-CO2

46,97838,379+8,599Waste emissions

Tons

2,750

2,449

+301

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.

CASIO SUSTAINABILITY REPORT 2014140

Carbon offset initiative
As an initiative to help combat climate change, Casio began selling toner cartridges featuring a carbon offset in July 2008. In general,carbon offset works like this: an organization purchases a credit equivalent to a reduction of emissions of certain gases thought tocontribute to climate change in order to “cancel out” its own emissions. Even though Casio’s products are compact and energy-efficient,which in itself reduces emissions, Casio’s toner initiative seeks to offset CO2 emissions equivalent to the amount generated to produce theelectric power the printer uses during the life of the toner cartridge.
This fiscal year, in an effort to provide some support for reconstruction from the Great East Japan Earthquake, Casio offset 1,286 tons ofemissions (CO2 conversion) accounting for about 60% of its total offset, with credits from a greenhouse gas reduction project conducted in
the Tohoku region. It offset the remainder with credits in other regions of Japan.

Carbon offset report (fiscal 2014)
The following is a report on the carbon offsetting from the sale of Casio toner cartridges offering a carbon offset.
Period:April 1, 2013 to March 31, 2014

Product:

GE5000 Series Return Toner Cartridges
GE6000 Series Return Toner Cartridges
N3000 Series Return Toner Cartridges
N6000 Series Return Toner Cartridges
V2000 Series Return Toner Cartridges
B9000 Series Return Toner Cartridges

Total offset amount: 2,120t-CO2
Allowance credit
Project

Credit ID Number

141

Invalidation

CASIO SUSTAINABILITY REPORT 2014

Carbon offset report (fiscal 2014)
Carbon offset report (fiscal 2014)
Carbon offset report (fiscal 2014)

The following is a report on the carbon offsetting from the sale of Casio toner cartridges offering a carbon offset.
The following is a report on the carbon offsetting from the sale of Casio toner cartridges offering a carbon offset.
The following is a report
on1,thecarbonoffsettingfrom the sale of Casio toner cartridges offering a carbon offset.
Period:April
2013
to March
31, 2014
Period:April 1, 2013
to March
2014
Product:
GE5000
SeriesReturn31,
Toner
Cartridges
Period:April 1, 2013
to March
31,
2014
Product:
GE5000
SeriesReturnToner
Cartridges
GE6000
SeriesReturnToner
Cartridges
Product:
GE5000 Series Return Toner Cartridges
GE6000Series
SeriesReturn
ReturnToner
TonerCartridges
Cartridges
N3000
GE6000 Series Return Toner Cartridges
N3000 Series
Series Return Toner
Toner Cartridges
N6000
N3000 Series Return
Return Toner Cartridges
Cartridges
N6000
SeriesReturnToner Cartridges
Cartridges
V2000
SeriesReturnToner
N6000 Series Return Toner Cartridges
V2000
SeriesReturnToner
Cartridges
B9000
Series Return
Return Toner
Toner Cartridges
Cartridges
V2000 Series
SeriesTotal offset amount: B9000
2,120t-CO
2 Return Toner Cartridges
B9000 Series Return Toner Cartridges
Total offset amount: 2,120t-CO2
Total
offsetamount:Allowance credit 2,120t-CO2
Allowance credit
Project
Credit ID Number
Allowance credit
Project
Credit ID Number
Project
Credit ID Number
NumberType
Implementation Region / Description
Number*1
Type
Implementation Region / Description*1

Invalidation
Invalidation
Invalidation
providerprovider

0769
0769

Hokkaido: Introduction of a natural gas boiler for a
Hokkaido: Introduction of a natural gas boiler for awater cooler and heater in a hotel
water cooler and heater in a hotel

KCKC300-000-769-001-253～001-302
300-000-769-001-253～001-302
KCKC300-000-769-001-367～001-416
300-000-769-001-367～001-416

Domestic Credit
Domestic Credit
SystemSystem0360
0360

Yamagata Prefecture: Introduction of a natural gas
Yamagata Prefecture: Introduction of a natural gas
boiler for a food manufacturing and processing
boiler for a food manufacturing and processing
facility
facility

KCKC300-000-306-000-085～000-114
300-000-306-000-085～000-114

Domestic Credit
Domestic Credit
SystemSystem1098
1098

Iwate Prefecture: Introduction of a heat pump for a
Iwate Prefecture: Introduction of a heat pump for awater cooler and heater in a hotel
water cooler and heater in a hotel

KCKC300-001-098-000-199～000-462
300-001-098-000-199～000-462

Domestic Credit
Domestic Credit
SystemSystem1117
1117

Iwate Prefecture: Conversion of a boiler to biomass
Iwate Prefecture: Conversion of a boiler to biomass
at a hot springs facility
at a hot springs facility

KCKC300-001-117-000-011～000-253
300-001-117-000-011～000-253

Domestic Credit
Domestic Credit
SystemSystem1049
1049

Miyagi Prefecture: Introduction of a natural gas
Miyagi Prefecture: Introduction of a natural gas
boiler at a pool facility
boiler at a pool facility

KCKC300-001-049-000-024～000-055
300-001-049-000-024～000-055

Domestic Credit
Domestic Credit
SystemSystem1219
1219

Miyagi Prefecture: Air conditioning equipment
Miyagi Prefecture: Air conditioning equipment
upgrade, introduction of an inverter control in a hotel
upgrade, introduction of an inverter control in a hotel

KCKC300-001-219-000-001～000-148
300-001-219-000-001～000-148

Domestic Credit
Domestic Credit
SystemSystem1337
1337

Miyagi Prefecture: Introduction of pump inverter
Miyagi Prefecture: Introduction of pump inverter
controls for air conditioning at a hospital
controls for air conditioning at a hospital

KCKC300-001-337-000-001～000-089
300-001-337-000-001～000-089

Domestic Credit
Domestic Credit
SystemSystem1405
1405

Miyagi Prefecture: Use of biodiesel fuel in vehicles
Miyagi Prefecture: Use of biodiesel fuel in vehicles
at a construction site
at a construction site

KCKC300-001-405-000-001～000-014
300-001-405-000-001～000-014

Domestic Credit
Domestic Credit
SystemSystem0510
0510

Miyagi Prefecture: Conversion of a boiler to biomass
Miyagi Prefecture: Conversion of a boiler to biomass
at a hot springs facility
at a hot springs facility

KCKC300-000-510-002-996～003-095
300-000-510-002-996～003-095

Domestic Credit
Domestic Credit
SystemSystem0908
0908

Fukushima Prefecture: Introduction of compressor
Fukushima Prefecture: Introduction of compressor
inverter controls at a chemical plant
inverter controls at a chemical plant

Domestic Credit
Domestic Credit
SystemSystem1088
1088

Fukushima Prefecture: Introduction of pump inverter
Fukushima Prefecture: Introduction of pump inverter
controls for hot and cold water at a Rosai hospital
controls for hot and cold water at a Rosai hospital

KCKC300-000-908-000-042～000-186 Carbontrade inc.
300-000-908-000-042～000-186 Carbontrade inc.
KCKC300-001-088-000-089～000-174
300-001-088-000-089～000-174

Domestic Credit
Domestic Credit
SystemSystem1419
1419

Fukushima Prefecture: Energy-saving efficiency
Fukushima Prefecture: Energy-saving efficiency
improvements for factory lighting equipment at a
improvements for factory lighting equipment at a
parts plantparts plant

KCKC300-001-419-000-001～000-035
300-001-419-000-001～000-035

Domestic Credit
Domestic Credit
SystemSystem0117
0117

Fukushima Prefecture: Conversion to a natural gas
Fukushima Prefecture: Conversion to a natural gas
boiler at a food plantboiler at a food plant

KCKC300-000-117-003-449～003-548
300-000-117-003-449～003-548

Domestic Credit
Domestic Credit
SystemSystem0732
0732

Niigata Prefecture: Introduction of pump inverter
Niigata Prefecture: Introduction of pump inverter
controls for hot and cold water at a medical facility
controls for hot and cold water at a medical facility

KCKC300-000-732-000-130～000-178
300-000-732-000-130～000-178

Domestic Credit
Domestic Credit
SystemSystem1071
1071

Saitama Prefecture: Conversion to a natural gas
Saitama Prefecture: Conversion to a natural gas
boiler at a dye works
boiler at a dye works

KCKC300-001-071-000-001～000-050
300-001-071-000-001～000-050

Domestic Credit
Domestic Credit
SystemSystemSaitama/Chiba Prefecture: Introduction of a heat
Domestic Credit
Saitama/Chiba Prefecture: Introduction of a heatpump for air conditioning equipment at large-volume
Domestic Credit 0725
System0725
pump for air conditioning equipment at large-volumeretail stores
CASIO System
SUSTAINABILITY REPORT 2014
retail stores
142
Domestic Credit
Domestic Credit
System0878
0878

Aichi Prefecture: Introduction of a natural gas boiler
Aichi Prefecture: Introduction of a natural gas boiler
at a chemical product plant

KCKC300-000-725-000-001～000-040
300-000-725-000-001～000-040
KCKC300-000-878-001-733～001-872

Domestic Credit
Domestic Credit
SystemSystemDomestic Credit
Domestic Credit
SystemSystemDomestic Credit
Domestic
System Credit
SystemDomestic Credit
Domestic
System Credit
SystemDomestic Credit
Domestic
System Credit
SystemDomestic Credit
Domestic
System Credit
System

0908
0732
1088
1071
1419
0725
0117
0878
0732
0901
1071
0860

Fukushima Prefecture: Introduction of compressor
Niigata Prefecture:
Introductionof pump inverter
inverter
controls at achemical plant
controls for hot and cold water at a medical facility
Fukushima Prefecture: Introduction of pump inverter
Saitama for
Prefecture:
Conversion
naturalgas
controls
hot and cold
water attoa aRosai
hospital
boiler at a dye works
Fukushima Prefecture: Energy-saving efficiency
Saitama/Chiba
Prefecture:
Introductionof a heat
improvements forfactory lighting
equipment
at a
pump
for air conditioning equipment at large-volume
parts plantretail stores
Fukushima Prefecture: Conversion to a natural gas
Aichi
Introduction of a natural gas boiler
boilerPrefecture:
at a food plant
at a chemical product plantNiigata Prefecture: Introduction of pump inverter
Hyogo
of aa medical
heat pumpfor ancontrolsPrefecture:for hot andIntroduction
cold water atfacility
air conditioning system at a local government office
Saitama Prefecture: Conversion to a natural gas
Hiroshima
Prefecture:boiler at a dye
works Conversion to a natural gas
boiler at a chemical products plant
Saitama/Chiba Prefecture: Introduction of a heat
Hiroshima
Prefecture:
Introduction
heat pump
pump for air
conditioning
equipmentofata large-volume
forthestores
hot water equipment at a hotel
retailKCKC300-000-908-000-042～000-186
Carbontrade inc.
300-000-732-000-130～000-178
KCKC300-001-088-000-089～000-174
300-001-071-000-001～000-050
KCKC300-001-419-000-001～000-035
300-000-725-000-001～000-040
KCKC300-000-117-003-449～003-548
300-000-878-001-733～001-872
KCKC300-000-732-000-130～000-178
300-000-901-000-029～000-087
KCKC300-001-071-000-001～000-050
300-000-860-000-066～000-110

Domestic Credit
Domestic Credit
SystemSystem0725
1073

Domestic Credit
System

0987
0878

Kochi
Prefecture:Introduction
Conversionof
toaanatural
biofuel gas
boilerat a
Aichi Prefecture:boilerhot
facility
at asprings
chemicalproduct plant

KC300-000-987-000-115～000-141
300-000-878-001-733～001-872

Domestic Credit
System

1025
0901

Ehime
gas forboilerHyogo Prefecture:
Prefecture: Conversion
Introduction toof aa natural
heat pumpanatpaper manufacturing
airaconditioning
system at planta local government office

KC300-001-025-000-001～000-070
300-000-901-000-029～000-087

Domestic Credit
System0965
0860

Kagoshima
Prefecture:Conversion
Updating oftohigh-frequency
Hiroshima Prefecture:a natural gas
induction
furnace
at aplantscrew plantboiler at aheatingchemicalproducts

KC300-000-965-000-001～000-050
300-000-860-000-066～000-110

Domestic Credit
Type
SystemNumber
1047
1073
*1

Kagoshima
Prefecture:Introduction
Conversionoftoaaheatnaturalgas
Hiroshima Prefecture:pump
Implementation Region / Description
dryingboilerat a foodatplant
for the facility
hot water
equipmenta hotel

KC300-001-047-000-145～000-294
300-001-073-000-001～000-050

KCKC300-000-725-000-001～000-040
300-001-073-000-001～000-050

providerKCJPKochi Prefecture: Wood resources energy use
J-VER system
0001005
Kochi Prefecture
Domestic Credit
Hokkaido:
project B Introduction of a natural gas boiler for a
200-000-000-252-497～252-500
300-000-769-001-253～001-302
0769
Systemwater cooler and heater in a hotel
KC*1 Under the Japanese credit system, this is the Emission Reduction Project Number, while
under the J-VER system, it is the Credit ID
300-000-769-001-367～001-416
Number.
Yamagata Prefecture: Introduction of a natural gas
Domestic Credit
KCInformation
on toner 0360
cartridges boiler
featuringcarbonoffsetting (in Japaneseonly): http://casio.jp/ppr/green/for afood manufacturing
and processing
System300-000-306-000-085～000-114
facility
Domestic Credit
System1098

Iwate Prefecture: Introduction of a heat pump for awater cooler and heater in a hotel

KC300-001-098-000-199～000-462

Domestic Credit
System1117

Iwate Prefecture: Conversion of a boiler to biomass
at a hot springs facility

KC300-001-117-000-011～000-253

Domestic Credit
System1049

Miyagi Prefecture: Introduction of a natural gas
boiler at a pool facility

KC300-001-049-000-024～000-055

Domestic Credit
System1219

Miyagi Prefecture: Air conditioning equipment
upgrade, introduction of an inverter control in a hotel

KC300-001-219-000-001～000-148

Domestic Credit
System1337

Miyagi Prefecture: Introduction of pump inverter
controls for air conditioning at a hospital

KC300-001-337-000-001～000-089

Domestic Credit
System1405

Miyagi Prefecture: Use of biodiesel fuel in vehicles
at a construction site

KC300-001-405-000-001～000-014

Domestic Credit
System0510

Miyagi Prefecture: Conversion of a boiler to biomass
at a hot springs facility

KC300-000-510-002-996～003-095

Domestic Credit
System0908

Fukushima Prefecture: Introduction of compressor
inverter controls at a chemical plant

KC300-000-908-000-042～000-186 Carbontrade inc.

Domestic Credit
System1088

Fukushima Prefecture: Introduction of pump inverter
controls for hot and cold water at a Rosai hospital

KC300-001-088-000-089～000-174

Domestic Credit
System1419

Fukushima Prefecture: Energy-saving efficiency
improvements for factory lighting equipment at a
parts plant

KC300-001-419-000-001～000-035

Domestic Credit
System0117

Fukushima Prefecture: Conversion to a natural gas
boiler at a food plant

KC300-000-117-003-449～003-548

Domestic Credit
System0732

Niigata Prefecture: Introduction of pump inverter
controls for hot and cold water at a medical facility

KC300-000-732-000-130～000-178
CASIO SUSTAINABILITY REPORT 2014

Domestic Credit
System1071

Saitama Prefecture: Conversion to a natural gas
boiler at a dye works

KC300-001-071-000-001～000-050

143This section describes Casio’s environmental protection initiatives in the area of general packaging.
Casio’s Special Committee on Packaging spearheads the company’s effort to revise and improve general packaging.
Specifically, the committee promotes efforts to improve transport efficiency, reduce CO2 emissions during transportation, and reduce theamount of material used in packaging by making packages more compact and lightweight for all products.
Here are three examples of these activities.
1. Watch packaging: Eliminated an extra step of distribution processing by standardizing packaging that had been different for eachcustomer, and further reduced the packaging size.
2. Electronic dictionary packaging: Realized more compact packaging with fewer package components by improving the shock resistanceof the products themselves.
3. Digital camera packaging: In consideration of actual customer usage, eliminated some included items (accessories) and revised
specifications of others, thereby reducing packaging weight.

Watch Packaging
Casio redesigned three different packaging formats (C ring stands) that had been used for North American customers. By standardizing the
packaging format, the packaging volume was reduced by about 17%. In addition, a step of distribution processing was eliminated.

CASIO SUSTAINABILITY REPORT 2014144

Electronic Dictionary Packaging
One of the packaging components, the product tray, was eliminated by improving the shock resistance of the products themselves. Also, byredesigning the box construction, a place for putting the included product accessories was created. In total, the box volume was reduced byabout 13%.

Digital Camera Packaging
In consideration of actual customer usage, some included items (accessories) were eliminated and the specifications of others were revised
to reduce packaging weight. For instance:- Simplified user manual content, with further details provided online- Changed the manual from CD size to A7 size
- Eliminated the CD-ROM

145

CASIO SUSTAINABILITY REPORT 2014

Digital Camera Packaging
In consideration of actual customer usage, some included items (accessories) were eliminated and the specifications of others were revised
to reduce packaging weight. For instance:- Simplified user manual content, with further details provided online- Changed the manual from CD size to A7 size
- Eliminated the CD-ROM
Changes to Included Accessories
A7-size booklet

A7-size insert

CD-ROM

EliminatedEliminated

AV cable

EliminatedEliminatedUser manual

AC cordCD-size booklet⇒⇒

AC adapter (charger)
Strap
Rechargeable battery
USB cable

CASIO SUSTAINABILITY REPORT 2014

146

EliminatedEliminatedCasio is working to ensure its logistical operations have as low an environmental impact as possible byimproving its inter-site parts-shipment routes and switching to more efficient modes of producttransportation.
Logistics process initiatives
Casio is actively reducing its environmental impact by striving to reduce CO2 and waste emissions arising from logistics.
In order to reduce CO2 emissions in the logistics process, Casio is promoting the following three action plans.
Shortening transport distances： Promoting direct shipping to customers from logistics centers in and outside Japan
Promoting a modal shift： Actively using modes of transport with low environmental impact such as rail for transport between sites
Improving loading efficiency and reducing transport volume： Improving the packaging design of digital cameras, electronic
dictionaries, musical instruments electronic cash registers, and other products, and reducing the volume of packaging

Relocation and Consolidation of Logistics Centers in Japan
Casio’s logistics center in Mie Prefecture was moved to Saitama Prefecture, and then its distribution center in Tokyo was ultimately
consolidated with the logistics center, a transition that was achieved in stages.
In August 2011, the logistics center was moved from Suzuka City, Mie Prefecture, to Toda City, Saitama Prefecture. Then in January 2012,
the company’s Eastern Distribution Center in Koto-ku, Tokyo, was consolidated with the logistics center.
With this change, Casio reduced the number of consumer product distribution sites in Japan from five to four. This transition not only
shortened transport distances, but also promoted a significant shift from truck to rail shipment, and has contributed greatly to CO2 emissions
reduction.
Promoting Modal Shift and Reducing Intermediate Transport■Results of the Transfer and Consolidation
1. Elimination of intermediate transport

147

CASIO SUSTAINABILITY REPORT 2014

■Results of the Transfer and Consolidation
1. Elimination of intermediate transport
Shortened the distance from the logistics center to the Hokkaido Distribution Center in Sapporo
Intermediate transport no longer required from the logistics center to the Eastern Distribution Center in Tokyo
2. Promotion of modal shift
Partial shift to rail between the logistics center and the Western Distribution Center in Osaka
Switch to rail between the logistics center and the Kyushu Distribution Center in Fukuoka
3. Transport distance shortened
Shortened the transport distance in the Kanto (Tokyo) region which accounts for about 46% of direct shipments from the logistics
center (delivery direct to customers without going through a distribution center)* Based on the results described above, Casio reduced CO2 emissions by approximately 340 tons in fiscal 2013, and approximately 300
tons in fiscal 2014.
In fiscal 2013, Casio began an initiative to send products manufactured outside Japan directly to the Western Distribution Center inOsaka.
This allows transport distances to be shortened significantly by cutting out transit through the Toda Logistics Center.

Promoting direct delivery to North America
Casio is promoting direct delivery from logistics centers to corporate customers.
In the past, products shipped from China to North America were sent to a warehouse of Casio America, Inc. in Chicago, before being
delivered to the logistics centers of corporate customers. In 2009, however, Casio began shipping directly to the central logistics centers ofcustomers, thereby helping to reduce CO2 emissions. In fiscal 2011, about 1,800 tons of CO2 emitted by the Casio Group and its customers
were eliminated in this way.
From fiscal 2011 to fiscal 2013, about 4,200 tons of CO2 emitted by the Casio Group and its customers were eliminated in this way.
Promoting direct delivery to North America

CASIO SUSTAINABILITY REPORT 2014148

Introduction of reusable shipping cartons in Asian distribution

delivered to the logistics centers of corporate customers. In 2009, however, Casio began shipping directly to the central logistics centers ofcustomers, thereby helping to reduce CO2 emissions. In fiscal 2011, about 1,800 tons of CO2 emitted by the Casio Group and its customers
were eliminated in this way.
From fiscal 2011 to fiscal 2013, about 4,200 tons of CO2 emitted by the Casio Group and its customers were eliminated in this way.
Promoting direct delivery to North America

Introduction of reusable shipping cartons in Asian distribution
To reduce packaging material, Casio is working to introduce the use of reusable shipping cartons in its Asian distribution operations.
In an effort to switch to plastic reusable shipping cartons in its air freight shipments between Japan, Hong Kong, and Thailand, Casio
launched the use of new cartons in September 2009.

149

CASIO SUSTAINABILITY REPORT 2014

Introduction of reusable shipping cartons in Asian distribution
Introductionof reusable shipping cartons in Asian distributionof reusable shipping cartonsin Asian distribution
istribution Introduction
To reduce
material,
working
to introduce
useforof reusable
These
cartonspackaging
can be used
to shipCasio
partsismadein Japanto Hongthe
Konguse at shipping cartons in its Asian distribution operations.
eusableributionshipping cartons in Asian distribution

reducepackagingmaterial,
Casio is cartons
workingintoits
introduce
the use ofoperations.
reusable shipping cartons in its A
To
reducepackagingCasio
is working
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se of reusable
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in itsmaterial,
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sites,and todistribution
ship
timepiece
parts
from
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in China,
from HongIn an effort to switch to plastic reusable shipping cartons in its air freight shipments between Japan, Hong Kong, and Thailand, Casio
material,
Casio
istoworking
to in
introducetheuse of reusable
shipping
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in its Asian
operations.
ofreusableshipping
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itsthen
Asian
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Kong
Thailand.
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In an effort
plastic reusable
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in itsto
airswitchfreighttoshipments
betweenJapan,cartonsHong Kong,
Thailand,Casio between Japan, Honreight shipments
betweenJapan,
Kong,reusable
andThailand,Casio
launched
useofHongnewcartonsin September
2009.
Thailand to Japan, the cartons never have to travel empty between the three countries.
o plastic
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inKong,itscartons
air andfreight
shipments
betweenJapan,
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Casio 2009.
ght
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launched
the useofKong,new cartonsin September
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September2009.

ew cartonsUnlike
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These
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Kongcartonscanbeusedinstead can be used many times over, thereby reducing environmental impact.
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These
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from
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to
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or cantimepiece
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from
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oceantransport.
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through the use of LCL shipping (freight from different companies in one ocean shipping container), which also eliminates the need to use
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Shipping carton receives Chairman of Japan External Trade Organization (JETRO) Award
On October 4, 2012, the large shipping carton shown here received the Chairman of Japan External Trade Organization (JETRO) Award at
the Japan Packaging Contest 2012, one of Japan’s biggest packaging competitions, which is organized by Japan Packaging Institute.

Four products obtain Eco Rail Mark certification

cartonreceives
Chairman
of of
Japan
External
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Award
Shipping carton receives Shipping
ChairmanofcartonJapan
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On February 28, 2013, Casio obtained Eco Rail Mark certification from the Railway Freight Association for four products: clocks, digital
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On
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theChairmanofJapan
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On
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thShipping
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On OctobertheShipping carton receives Chairman of Japan External Trade Organization (JETRO)Award4, 2012, the large shipping carton shown here received
pianos, electronic keyboards and electronic cash registers.
the
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arton
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atat
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ived
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ark certification
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OnOn
February
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certification
thetheRailway
Freight
Association
four
products:
clocks,On February 28, 2013, Casio
obtained
Eco
Rail
Mark
certificationfromtheMark
Railway
Freight from
Association
for fourproducts:
clocks, fordigitalFebruary
28,
2013,
Casio
obtained
Eco
Rail
Mark
certificationfrom
Railway
Freight
Associationforfour
products:
clocksd

OnFebruary
February28,
28,2013,2013,Casio
Casioobtained
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Markcertification
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fromOn
pianos,electronicandelectronic
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o Rail MarkcertificationfromtheRailway
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Association
for
fourMark
products:
clocks,digitalciationfor fourOn
products:
Februaryclocks,28,
2013,
digitalCasio
obtainedRailMarkcertificationfromtheRailway
Freight
Association
for fourproducts:
digitalpianos,electronic
keyboards
andelectronic
cash
registers.
pianos,electronic
keyboards
andproducts:
electronic
cash
registers.
On
February28,
CasioobtainedEcoRail
certification
fromtheFreight
Associationforfourclocks,digitalpianos,electronic
keyboards
andelectronic
cash
registers.
On
February
28,2013,
2013,
Casio
obtained
Eco
Rail
Mark
certification
fromtheRailway
Railway
Freight
Associationforfour
products:
clocks,digitalThe
criteria
forcertificationareutilizationofEcorailkeyboards
for
at
least
30%
of
land
freighttransport
for distancesof 500km
or
more
for
aclocks,
product,
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om
the Railway
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Association
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four
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Association
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cash
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andelectronic
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least
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that
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2009
and
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a company
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ancesof 500km
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transport
fromits
centerininOsaSai
and andclosureof businesssites.sites.
tion
closureof businessFukuoka.
Going
forward,
Casio
will
make
activeefforts
toPrefecture
reduceenvironmental
impactbyby
pursuing
environmentallytransforward,
Casio
will
make
activeeffortstoreduceenvironmental
impactbypursuing
environmentallyfriendlytransport.
rom itslogistics
centerinGoing
SaitamaPrefecture
todistribution
centers
inlogistics
Hokkaido,
Osaka
and
from
ution
centers
inFukuoka.
Hokkaido,
Osaka
andFukuoka.
Going
forward,
Casio
will
make
activeeffortstoreduceenvironmental
impactpursuing
environmentallyfriendlytran
Fukuoka.
Going
forward,
Casio
will
make
activeefforts
tofriendly
reduce
envir
Casio
now
uses
for
transport
fromits
centerininSaitama
todistribution
centersin
Hokkaido,
Osaka
andFukuoka.
Going
forward,
Casio
will
make
activeefforts
reduceenviroCasio
nowactively
actively
uses
rail
for
transport
fromits
logistics
centerSaitamaPrefecture
todistribution
centersin
Hokkaido,
Osaka
andto
Casio
now
activelyuses
railforrailtransport
fromits
logistics
centerin
SaitamaPrefecture
to distribution
centersin
Hokkaido,
Osakaandactiveefforts
toFukuoka.
reduceenvironmental
impactbypursuing
environmentallyfriendlytransport.
ng
friendlytransport.
SaitamaPrefecture
todistribution
centersin Hokkaido,
andr inenvironmentally
SaitamaPrefecture
todistribution
centers
in
Osaka
and
Fukuoka.
Going
forward,
Casio
will
make
activeefforts
totoreduce
environmental
impactbyenvironmentallyfriendlytransport.
Fukuoka.
Going
forward,Casio
willOsaka
makeactiveefforts
reduceenvironmental
impactbypursuing
pursuing
environmentallyfriendlytransport.
Goingforward,Casio
willHokkaido,
makeactiveefforts
to reduce
environmental
impactby pursuingenvironmentallyfriendlytransport.

impactby pursuingenvironmentallyfriendlytransport.
evironmental
environmental
impactby pursuingenvironmentallyfriendlytransport.
Eco Rail Mark

Eco Rail Mark

Promoting a modal shift to rail transport

Environmentally friendly rail containers

Eco
Rail
Mark
Promotinga modalshift
to railtransport
Environmentallyfriendlyrail
containers
Promotinga modal shift to rail transport
Environmentallyfriendly
rail
Eco
Rail
Mark
Promotinga modalshift
to railtransport
Environmentallyfriendlyrail
containers
EcoRail
Railcontainers
Mark
Promotingmodalshift
shifttoto
Eco
Mark
PromotingaamodalPromotinga modal shift to rail transport
Environmentallyfriendly
railPromoting
containers
ntally friendly
rail containers
Eco RailMark
Promotinga modalshift
toshiftrail
friendlyfriendly
rail containers
Eco
Rail
Mark
aamodaltotorail
Environmentally
rail
Eco
Rail
Mark
Promotingmodal
shifttransport
railtransporttransport Environmentally
Environmentallyfriendlyrailcontainers
containers

railtotransport
alt toshift
rail transport

Environmentallyfriendlyrail containers
Environmentallyfriendlyrail containers

CASIO SUSTAINABILITY REPORT 2014

CO2 emissions for logistics (Environmental Data)150

In compliance with global laws and standards, Casio is striving to achieve environmentally compliant productdesign and green procurement.
Environmental laws and regulations relating to Casio products and green procurement
As a company with operations around the world, Casio must comply with the laws and standards of many different countries.
This is why Casio starts with the design and procurement stages to ensure that its products comply with restrictions on specified chemical
substances in parts and materials, while complying with obligations for labeling, information provision and energy-saving standards forfinished products.
Covering the procurement stage, Casio has formulated Casio Green Procurement Standards to cover the legal regulations for the chemical
substances contained in Casio products, and is procuring its parts and materials in accordance with those standards. To ensure that Casio
products comply with the latest laws and standards around the world, the Casio Green Procurement Standards are constantly reviewed andupdated. Thus, by procuring parts and materials that meet its own strict standards, Casio can be confident that its product development
meets legal requirements worldwide. Casio also ensures the compliance of its products by scientifically verifying and analyzing the content
of chemical substances in parts and materials used.
In the design stage, the company confirms that all parts and materials that will go into a completed Casio product meet the Casio Green
Procurement Standards. Products are approved for production only after confirmation using a database of the chemical substances
contained in procured materials.
Casio selects recyclable materials and provides symbol marks and the necessary information to ensure separate collection, complying withthe relevant laws and standards worldwide on product recovery and recycling as well as on chemical substances contained in products.
In response to laws and regulations requiring more energy-saving designs (such as the ErP Ecodesign Directive), Casio is creating
technical documents and other internal standards.
The table below shows the principal environmental laws relating to the distribution of Casio products in countries around the world.
Major environmental laws and regulations related to Casio products
Product
Collection
andRecyclingEU

Hazardous
Substances
RoHS
REACH

WEEE

(as of May 2014)
Packaging

Energyconservation
EuP

Collection
andRecycling

Battery

Hazardous
Substances

Collection andRecycling

Hazardous
Substances

EU Directive on Packaging
and Packaging Waste

Batteries directive

Turkey packaging
regulations

Turkey batteries regulations

Chemical substanceregulations

NorwayTurkeyTurkey WEEE & RoHS

SerbiaSerbia WEEE & RoHS

UkraineUkraine RoHSUS

Each state's mercury
regulations, California
Proposition 65,
California SB50,
California regulations
on formaldehyde,
safer consumer
product regulations

Each state's
TV/PC
recyclinglaws

Turkey ErP

Serbia batteries directive

US federal law,and external
power supply
efficiency
regulations ineach state151

Each state's
packagingand heavymetalregulations

Each state's
rechargeable
battery
recycling
regulations

CASIO SUSTAINABILITY REPORT 2014

In response to laws and regulations requiring more energy-saving designs (such as the ErP Ecodesign Directive), Casio is creating
technical documents and other internal standards.
The table below shows the principal environmental laws relating to the distribution of Casio products in countries around the world.
Major environmental laws and regulations related to Casio products
Product
Collection
andRecyclingEU
CanadaNorwayEach state's
WEEE
electric
appliance
recycling
regulations

Hazardous
Substances
RoHS
REACH
Chemical substanceregulations

TurkeyTurkey WEEE & RoHS

MexicoSerbiaSerbia WEEE & RoHS

Ukraine(as of May 2014)
Packaging

Energyconservation
EuP
External power
energy efficiency
regulations
Energy ErP
Turkeyconsumption
labeling
regulations

Collection
andRecycling

Hazardous
Substances

Eachstate's on Packaging
EU Directive
packagingand Packaging Waste
materialcollection
programs
Turkey packaging
regulations

Battery
Collection andRecycling

Batteries directive

Turkey batteries regulations
Serbia batteries directive

Ukraine RoHS

BrazilBrazil's Solid
Waste Law

Argentina
US

Each state's
TV/PC
recycling
laws

Peru

Peru WEEE

Each state's mercury
regulations, California
Proposition 65,
California SB50,
California regulations
on formaldehyde,
safer consumer
product regulations

US federal law,and external
power supply
efficiency
regulations ineach state

Brazil's Solid
Waste Law

Brazil's Solid
Waste Law
Each state's
packagingand heavymetalregulations

Each state's
rechargeable
battery
recycling
regulations

Columbia
batteries
regulations

Columbia

IsraelIsraelpackagingregulations

JordanJordan ErP

South
Korea

China WEEE

China RoHS

South Korea RoHS/WEEE/ELVSouth Korea
EnergyConservation
Law

South Korea
Recycling
Law

South Korea
batteries
regulations

Battery
recycling
regulations

Dry-CellBattery
Mercury
Regulations

India's e-waste law

Viet Nam

Viet Nam
WEEE

Indonesia

Householdwaste
regulations

Viet Nam RoHS

Recycling
Recycling Law
CASIO JapanSUSTAINABILITYREPORT 2014
Law

(J-Moss)

EnergyConservation
152
Law

Container
andPackaging
Recycling

Columbia
batteries
regulations

South Korea
Recycling Law

External power
energy efficiency
regulations

India

Argentina
batteries
regulation

Dry-CellBattery
Mercury
Regulations

China RoHS

TaiwanAustralia

Brazilbatteries
regulation

Paraguay
batteries
regulations

Paraguay

China

Hazardous
Substances

Recycling Law

In response to laws and regulations requiring more energy-saving
designs (such as the ErP Ecodesign Directive), Casio is creating
External power
Australiadocuments and other internal standards.
energy efficiency
technical
regulations
The table below shows the principal environmental laws relating to the distribution of Casio products in countries around the world.
India
India's e-waste law
Major environmental laws and regulations related to Casio products
Viet Nam
Viet Nam
Viet Nam RoHS
Product
WEEE
Indonesia

EU
Japan
NorwayCollection
HouseholdwasteandRecycling
regulations

Hazardous
Substances

WEEE
Recycling
Law

RoHS
REACH
Recycling Law(J-Moss) substanceChemicalregulations

Energyconservation
EuP
EnergyConservationLaw(as of May 2014)
Packaging
Collection
andRecycling

Battery

Hazardous
Substances

Container
EU Directive on Packaging
and and Packaging Waste
Packaging
Recycling
Law
Law

Collection andRecycling

Hazardous
Substances

Batteries directive
Recycling Law

Turkey packaging
Convention
on
Conventionon
Turkey WEEE
& RoHS
Turkey ErP
Turkey batteries regulations
regulations
Persistent
Organic
Persistent Organic
Pollutants
Pollutants (POPs),(POPs),
Serbia WEEE & RoHS
Serbia batteries directive
Mercury
Mercury Convention
Convention
UkraineUkraine RoHS
As an
an initiative
initiative toto help
help prevent
prevent climate
climate changechange inin thethe procurement
procurement stage,stage, Casio
Casio requests
requests suppliers
suppliers not
not toto useuse greenhousegreenhouse gases
gases inin thetheAs
Each state's mercury
In thethe development
development andand design
design stages,
stages, Casio
Casio promotes
promotes
manufacturing process,process, andand also
also toto ascertain
ascertain andand reduce
reduce their
their emissions
emissions ofof CO
CO22.. In
manufacturing
regulations, California US federal law,productbytargets
surpass
products with the best energy
consumption
Each state's
Eachefficiency
state's in the same
product development
development
by setting
settingProposition
targets that
that65,surpass its
its competitors'
competitors'
Each state's
and externalproducts with the best energy consumption efficiency in the same
packagingrechargeable
category.
category.
TV/PC
California SB50,
power supplyUSand heavy
battery
recycling
California regulations
efficiency
metal
recyclinglaws
on formaldehyde,
regulations inregulations
regulations
safer consumer
each state
product regulations
TurkeyGlobalGlobalconventions
conventions
Serbia153

CASIO SUSTAINABILITY REPORT 2014

This section describes Casio’s environmental protection initiatives in the area of general production.
Saving resources by eliminating defects
At Yamagata Casio, which boasts the most advanced manufacturing technologies of any Casio
facility, a computer-simulated system is adopted for the design process in an effort to eliminate thecreation of defective products even before the trial production stage.
They calculate the flow of resin inside a mold, and try to predict and resolve any problems thatmight occur in the manufacturing process. This enables production to begin without a test
production phase, thereby minimizing the waste of resources.

Simulation display

In the mass production stage, the condition of the molds used to form components is analyzed
digitally using acoustic emission (AE) technologies that Yamagata Casio developed itself. This
technology detects even slight deformations or cracks that appear in the mold over the course of
manufacturing many tens of thousands of parts, sounding an alarm before such problems canhave an impact on product quality. This prevents the generation of defective products

Mold diagnostic system using AE

CASIO SUSTAINABILITY REPORT 2014

As an indication of the success of these initiatives, the factory is now using parts per million (PPM)
rather than a percentage (%) as the index to manage its defective product production rate.

154

All Casio office sites are engaged in efforts to reduce CO2 emissions and cut resource use by upgrading
office equipment and improving work processes.
Reducing power consumption through server integration
Casio has vastly reduced its energy consumption by integrating the servers that had once been disparately located across the group.

Server integration results
A total of 970 servers had been integrated by March 2014.

Effects of reducing power consumption through server integration
This server integration effort resulted in a total reduction in power consumption of 1,450,000 kWh, yielding a reduction in CO2 emissions of
528 tons.
Contributing to Green IT Through Server Integration
Through Mar.
2013
Number of servers integrated (machines)

Apr. 2013 Mar. 2014

Cumulative total

900

70

970

1,350,000

105,000

1,455,000

Annual CO2 reduction (tons-CO2)*2

490.1

38.1

528.2

Number of Japanese cedars needed to absorb this amount(trees)*3

35,0002,700

37,700

Annual power consumption reduction (kWh)*1*1: Calculated based on a 1,500 kWh reduction per server per year.
*2: Calculated based on CO2 emissions of 0.363 kg/kWh. From Japan's Ministry of Internal Affairs and Communications, "Report by the Study Group on ICT Policy for
Addressing Global Warming," April 2008.
*3: Based on a document published by the Forest Agency of Japan's Ministry of the Environment, "Absorption Source Countermeasures for Greenery to Prevent Global
Warming," indicating that a single Japanese cedar tree absorbs about 14 kg of CO2 annually.

Casio Europe's energy-efficient building
Casio's office sites have shifted from focusing on reducing CO2 per unit of production to cutting
the total volume of CO2 emitted across the entire Casio Group. In January 2009, Casio Europe
integrated its offices, distribution center, and service center, which had previously been separately
located around Germany, into a new energy-efficient building.

CASIO Europe

This building has an innovative air conditioning system that uses geothermal exchange equipment 130m below
ground to pump water through pipes embedded in the concrete ceiling and floor of the building. The system
pumps cool water in the summer and hot water in the winter to either cool or heat the building.
Energy consumption in the building is further reduced by controlling room temperatures using blinds that open
and close automatically according to the weather as well as proper ventilation.

Diagram showing the useof geothermal heat

155

CASIO SUSTAINABILITY REPORT 2014

Hachioji R&D Center takes on the challenge of climate change and environmental preservation
The Hachioji R&D Center was designed and constructed to reduce CO2 emissions in order to contribute to thefight against climate change. The center continues to take on the challenge of environment protection. Someof its innovations are highlighted below.
Ongoing power-saving activities
The Hachioji R&D Center completed in November 2003 is a research and development facility that incorporated environmentally friendly
equipment from the initial design stage. It has been running efficiently for approximately ten years since it opened, boasting energy-savingfeatures such as high-efficiency vertical thermal storage tanks, a natural ventilation system, automatic blinds, lighting control and equipment
control based on weather forecasting. With the participation of the construction company, the center holds ongoing meetings to consider
power-saving measures. Thus, instead of just relying on its hardware, the center has been enthusiastically pursuing other improvements
such as finely tuned temperature control adjustments, and the revision of operation methods based on actual daily data.
As a result of these efforts, in fiscal 2010, five years after the base year of fiscal 2005, the center was able to reduce CO2 emissions by
27.5%. Subsequently, the organization and the number of employees at the center underwent significant changes in fiscal 2011 and fiscal
2012 because some of its departments carried out business combinations with other companies, and substantial changes in singular values
were also observed in the amount of CO2 emissions. However, in fiscal 2013, CO2 emissions were less than half of what they were in thebase year of fiscal 2005.
Base year
emissions(FY2005)
Emissions (tons)

2,952

Reduction rate compared tothe base year

FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014
2,802

2,618

2,452

2,303

2,140

705

961

1,319

1,272

5％

11％

17％

22％

28％

76％

67％

55％

57％

Figures reported up to fiscal 2010 differ due to a change in the CO2 emissions calculation method

The Hachioji R&D Center – environmentally friendly since the design stage
The air-conditioning system at the Hachioji R&D Center features a large vertical
thermal storage tank that passed through all the floors of the building. It contains waterthat is cooled during the night when electricity is cheaper, and then used for climate
control during the day. Using a vertical thermal storage tank allows the system to makeuse of thermal stratification in the stored water to reduce the volume of cooled waterused and makes it easier to draw water up to the upper floors of the building. Although
the system can operate entirely on its own, it is actually run with human guidance for

Thermal storage tanks
The distinctive yellow tower is noticeable even from a“semi-automatic” operation. In other words, by having human technicians make thefinely tuned adjustments that the system cannot make automatically, greater savings inenergy consumption and CO2 emissions are being achieved to protect theenvironment.

distance, and the storage tank has become an energy-saving
symbol for the entire Hachioji R&D Center. It holds roughly thesame volume of cooled water as a pool, and uses it for air
conditioning.

Natural ventilation system maximizes use of outside weather conditions
No heating equipment is needed at the Hachioji R&D Center. This is because the building has comprehensive protection against cold
weather, which prevents interior heat from escaping and improves thermal efficiency.
Since room temperatures increase even in winter, due to body heat and heat from equipment such as computers, the interior is cooled byletting outside air in as needed through ducts on each floor. This provides ventilation through natural airflow using the chimney effect tolower room temperatures. Thus, the temperature is adjusted using hardly any electric power.

CASIO SUSTAINABILITY REPORT 2014

156

Making the most of sunlight with automatic blinds
The opening and closing of the blinds is controlled automatically by calculating theposition of the sun and using sensors to detect its intensity at the same time. Thanks
to this technology, a comfortable interior environment is maintained.
In addition to this, the system reduces unnecessary usage of electricity by regulating
air conditioning to match the number of people in the center obtained by using building
entry data and automatically control interior lighting, switching it on and off andadjusting brightness with sensors that detect room brightness and human movement.
The building also has a green wall of vegetation to prevent it from heating up. The
center has developed educational tours for local elementary school students andothers to explain the use of its features.
Related materials: See the “Environmental Communication” section for information
about educational tours of the facility
http://world.casio.com/csr/env/communication/

Automatic blinds
The automatic blinds help to maintain optimal interiortemperatures and lighting through automatic control of naturallight. They block the intense summer sun. In addition,
employees came up with the idea of saving more electricity by

Through these measures,the Hachioji R&D Center is contributing greatly to the
reduction of CO2 emissions, thereby helping in the fight against climate change andopening the blinds at lunchtime to let light in and turning off thelights.

protecting the environment. While fully utilizing the environmentally friendly functions of
this energy-saving building, the center is implementing cycles of improvement,
operation, results,verification, and evaluation in order to achieve even more powersavings in the future.

A green wall
The center sports a green wall of bitter gourd plants. While it
only covers part of the exterior, it shields the surface of thebuilding and the interior from direct sunlight to prevent
increases in temperature.

Reaches as high as the second-floor windows of
the Hachioji General Affairs Section.

Participation in Light Down Japan 2013
In support of the global warming prevention efforts being implemented by the Ministry of the Environment, Casio has been participating in
the Team Minus 6% initiative and the Challenge 25 Campaign.
In fiscal 2014, five Casio sites also participated in Light Down Japan 2013, which calls for lights to be turned off on the day of the summer
solstice and the day of the Tanabata (Star) Festival.

157

CASIO SUSTAINABILITY REPORT 2014

Reaches as high as the second-floor windows of
the Hachioji General Affairs Section.

Participation in Light Down Japan 2013
In support of the global warming prevention efforts being implemented by the Ministry of the Environment, Casio has been participating in
the Team Minus 6% initiative and the Challenge 25 Campaign.
In fiscal 2014, five Casio sites also participated in Light Down Japan 2013, which calls for lights to be turned off on the day of the summer
solstice and the day of the Tanabata (Star) Festival.
(Casio Computer Co., Ltd.: Headquarters, Hamura R&D Center, Hachioji R&D Center, Yamagata Casio, and Casio Electronics
Manufacturing)
Lights were turned off for a total of two hours on each of two days at five sites, reducing electricity consumption by 710.2 kWh.

CASIO SUSTAINABILITY REPORT 2014

158

Casio's environmental management system is driven by the biannual Casio Environmental Conferences. The
company makes the most of this system to implement its environmental management strategy.
Implementation framework
The biannual Casio Environmental Conferences decide on the company's specific environmental plans, including its environmental policies
and action plan targets. Positioned within the conference are special committees that deal with environmental issues shared by all groupcompanies. Each business site and group company then implements the policies and plans.
An environmental management system based on environmental management tools such as ISO 14001 has been adopted at each site andgroup company, and since fiscal 2012, 100% of group company employees have been working at sites with ISO 14001 certification.
Structure of the Casio Environmental Conservation Committee(July 2014)

List of ISO 14001 Certified Sites
Certifi ed and registered site
Yamagata Casio Co., Ltd.

Date acquired
November 1997

159

CASIO SUSTAINABILITY REPORT 2014

(July 2014)

List of ISO 14001 Certified Sites
Certifi ed and registered site

Date acquired

Yamagata Casio Co., Ltd.

November 1997

Casio Electronic Manufacturing Co., Ltd.

September 1999

Casio Business Service Co., Ltd.

January 2000

Hamura R&D Center, Casio Computer Co., Ltd.

October 2000

Hachioji R&D Center, Casio Computer Co., Ltd.

October 2000

Headquarters, Casio Computer Co., Ltd.
(including seven sales sites)

December 2000

Casio Human Systems Co., Ltd.

December 2001

Casio Techno Co., Ltd.

May 2002

Casio Computer (Hong Kong) Ltd.

December 1999

Casio (Thailand) Co., Ltd.

July 2012

Casio Taiwan Co., Ltd.

December 2001

Casio Electronics (Shenzhen) Co., Ltd.

February 2002

Casio Electronics (Zhongshan) Co., Ltd.

April 2002

Compliance with Environmental Laws
In fiscal 2014, Casio was not subject to any legal violations, penalties, fines, or lawsuits relating to the environment.

CASIO SUSTAINABILITY REPORT 2014160

Worldwide, environmental regulations are being strengthened to preserve the beauty of the Earth. Whether
global or local, compliance with environmental regulations has become an integral part of the corporate
mission. Companies today recognize the need to address issues such as risk management andenvironmental information disclosure, while complying with greenhouse gas emissions regulations, theprohibition of products containing harmful chemical substances and ISO 14001 legal requirements. Here is an
overview of Casio’s environmental compliance initiatives.

Standards management and audits: Regular internal audits and third-party audits
There are 14 Casio sites which have obtained ISO 14001 certification.
Each of these sites regularly implements conditions management and improvement activities by measuring concentrations of dust, SOx, andNOx in exhaust emissions, based on voluntary standards and standards established by national and local governments. They also measurewastewater quality (water containing harmful substances). Moreover, the sites measure and report usage conditions for harmful
atmospheric pollutants, as well as handling quantities and atmospheric emissions of volatile organic compounds (VOCs).
Each site trains internal environmental auditors and environmental provisional auditors. In addition to carrying out internal audits, third-party
audits by external organizations are also regularly performed, and improvement activities are carried out.
Going forward, Casio will work to improve the environmental risk detection skills of its internal environmental auditors, as a way to improve
its overall environmental audit capability. Casio will also seek to improve auditors’ understanding of various environmental laws, and provide
training in worldwide laws relating to chemical substance control and information management. Casio intends these auditors to lead the way
in environment compliance, starting at the local site, by discovering issues and proposing ways to improve.

Compliance Audits in the Phases of Product Development, Design, and Manufacturing
In recent years, laws and regulations on the environmental performance of products have become stricter. In addition to stricter regulations
in EU nations and US states, stronger laws are also being discussed and enacted in the newly emerging economies of Asia and Latin
America, referencing those already established by developed countries. In some cases, the newer laws are based on the established ones,
but they often have small differences in the specific requirements. It is vital for Casio to interpret these regulations properly, and makewhatever product adjustments are needed.
Accordingly, Casio always obtains the latest news from each region and specialized information services, while also exchanging information
with other companies in the same industry. The information is used to check that Casio products meet legal requirements. The company
analyzes the text of laws including those under deliberation, and establishes specific product response policies immediately after new laws
are officially announced, ensuring that all Casio products are legally compliant.
Casio has established a Product Environment Law Study Working Group within its New Green Product Development Council. The working
group includes representatives from the environmental management, technology, development/design, and sales departments, andinvestigates measures for product compliance. The group members share information, establish reasonable response policies, and confirm
response progress, for efforts relating to both current and future laws. They also offer support to the development, design, manufacturing
and sales departments.
The working group performs the following.
1. Gathering and sharing legal information from and with sources such as industrial associations, sales companies in each region,
information services, and other companies in the same industry
2. Analyzing and interpreting legal information
3. Ensuring obligations are met by manufacturing, import, export, and sales entities
4. Creating development and design standards, and conducting inspections
5. Improving the usage efficiency for design support tools (database of chemical substances contained in products, etc.)

CASIO
SUSTAINABILITYREPORT 2014
With the enactment of some regulations carrying severe penalties, Casio also recognizes the need to keep
strengthening
risk management.
161

Furthermore, Casio conducts environmental audits before shipping new products in the development and design departments to check for5. Improving the usage efficiency for design support tools (database of chemical substances contained in products, etc.)
With the enactment of some regulations carrying severe penalties, Casio also recognizes the need to keep strengthening risk management.
Furthermore, Casio conducts environmental audits before shipping new products in the development and design departments to check forenvironmental design that conforms not only to laws and regulations by also to the Casio Voluntary Plan for the Environment. The groupalso conducts audits of chemical substances to check whether products comply with laws and regulations on chemical substances invarious overseas markets. Products are cleared for shipment on confirmation that all parts and materials satisfy standards on chemical
substances.

Compliance Relating to Chemical Substances Contained in Products
Countries around the world have implemented new laws pertaining to chemical substances contained in electrical and electronics products,
while existing laws continue to be strengthened each year. Individual laws and regulations vary in terms of the applicable chemical
substances, regulated applications, exempt applications, threshold values, scope, and requirements (content restrictions, labeling, andinformation provision, etc.).
Casio has consolidated the requirements of various laws on chemical substances contained in products and has incorporated them into the
Casio Green Procurement Standards. The development and design departments are then able to comply with regulations worldwide bychecking a database to see whether a part or material to be included in a product meets the Casio Green Procurement Standards.

Compliance Relating to the Proper Collection, Recycling, and Disposal of Used Products
Countries around the world also have regulations for the collection and recycling of used electrical and electronics products, packaging
materials, and batteries. Companies must comply with the requirements of each law including product design to save resources andfacilitate recycling, labeling and information provision to promote user participation in the sorted collection of products for recycling, as wellas information provision for proper product disposal.
Through audits at the end of the product design process, Casio evaluates each product design in terms of resource savings, ease of
dismantling, recycling potential, and recycled material content. Confirmation is also made to see whether the recycling symbols anddisplayed information meet legal requirements worldwide.
In response to the enactment of the Small Appliance Recycling Act in April 2013, Casio has pulled together a project team that includes
employees involved in each product category (such as designers and others) to develop products that are easily recyclable. As part of thisproject, Casio is asking intermediate processors and metal smelters who recycle used small household appliances to participate ininterviews regarding dismantling methods and other issues. The lessons learned are being incorporated into internal design manuals,
helping Casio to create products that are easy to recycle.

Compliance Relating to Power Consumption
There are also regulations on power consumption and efficiency for electrical and electronics products including external power supplies
and chargers, based on product categories and power source types. Companies must also meet various requirements relating to power
consumption and efficiency, including regulations that require the meeting of minimum standards and those that mandate the display of
power consumption information. Casio confirms the applicable regulations for each of its products, and carries out product development anddesign to meet the requirements. Approval applications and reports are made to the relevant agencies as necessary.

Compliance Relating to Energy Saving and the Prevention of Global Warming
Casio is committed to investigating and strengthening its voluntary efforts, such as those included in its Environmental Action Plan, basedon laws and regulations related to energy conservation and the fight against global warming. Casio has measures addressing regulations
around the globe, but this section focuses on the steps Casio is taking to comply with the laws and regulations in Japan that apply to its
relatively large business facilities.

1. Act on the Rational Use of Energy
Pursuant to the requirements of the Energy Conservation Law, Casio is separately evaluating the rational use of energy at the businesslevel. Casio Computer Co., Ltd. and Yamagata Casio are both currently designated as specified businesses. Since fiscal 2010, Casio has
been regularly submitting reports and medium and long-term plans on this issue, and in accordance with the determination standards
relating to the rational use of energy at plants and facilities, has been promoting the development of management systems, such as creating
the new position of energy management supervisor.

2. Act on the Promotion of Global Warming Countermeasures
CASIOCasio
SUSTAINABILITYREPORT 2014
does not exceed the standards for emissions of greenhouse gases
162 other than CO2 arising from energy use set by Japan’s Act on the
Promotion of Global Warming Countermeasures. It is complying with requirements for the reporting of greenhouse gas emissions, byregularly submitting reports under the Act on the Rational Use of Energyrelating to the rational use of energy at plants and facilities, has been promoting the development of management systems, such as creating
the new position of energy management supervisor.

2. Act on the Promotion of Global Warming Countermeasures
Casio does not exceed the standards for emissions of greenhouse gases other than CO2 arising from energy use set by Japan’s Act on the
Promotion of Global Warming Countermeasures. It is complying with requirements for the reporting of greenhouse gas emissions, byregularly submitting reports under the Act on the Rational Use of Energy

3. Environmental Regulations in Tokyo
Since fiscal 2009, the Tokyo Cap-and-Trade Program for greenhouse gas emissions has been in effect for large business facilities (withenergy usage of more than 1,500 kl per year, crude oil equivalent) located in Tokyo. The system requires companies to reduce total
greenhouse gas emissions against standard emission amounts in each upcoming five-year reduction period.
Casio's Hamura R&D Center participates in this program, and has been making steady progress in reducing total emissions. Soon, thefacility expects to achieve its reduction obligations, which will enable the Tokyo Metropolitan Government to lift its designation.
Separate from the program described above, the Global Warming Countermeasures Reporting Program has been in effect for all small andmedium-sized business facilities (less than 1,500 kl per year in crude oil equivalent energy use) in Tokyo since fiscal 2010. Under the
program, if total energy use of the small and medium-sized business facilities of one company exceeds 3,000kl per year, the company must
submit reports. Casio Computer Co., Ltd. was originally subject to this program, but with actual results for fiscal 2010 showing that thecompany dropped below 3,000 kl per year in crude oil equivalent, Casio received a “Notice Confirming Non-Applicability of the Global
Warming Countermeasures Reporting Requirements” for this facility. Since progress has been made on reducing emissions at the Hamura
R&D Center, as mentioned above, Casio is expecting that facility to be treated as a small and medium-sized business facility, making it
subject to this program. In that case, since the total energy use for applicable facilities would once again go over 3,000 kl/year or more on acrude oil equivalent basis, Casio expects that it will again become obligated to submit reports under the Global Warming Countermeasures
Reporting Program.

Compliance relating to environmental information disclosure
There is a growing international movement calling for the creation of information disclosure standards for companies.
Along with the need for Japanese standards to coincide with the International Financial Reporting Standards (IFRS), there is a movement
calling for the provision of Management Commentaries (MC) as a form of disclosure of non-financial and corporate forecast information. In
other words, companies will need to disclose non-financial data which describes the connections between the company’s current situation,business strategy, risks, and financial performance, and other relevant information.
In order to provide its stakeholders with the proper environmental information in a way that it is easy to understand, Casio has the following
aims.
1. To adopt more accurate indices relating to environmental impact, and to provide comparable information
2. To provide non-financial information including environmental information that indicates the connections with corporate strategy
3. To explain the capability of environmental information to improve corporate performance
Along with working to disclose environmental information, Casio will promote international disclosure standards for non-financial information,
and work towards standardization.

Highlight: Participating in the Wal-Mart Sustainability Index Project
Sustainability is becoming a key word for manufacturers, retailers and suppliers. Recently,
retailers are aggressive about achieving their sustainability goals. Manufacturers and suppliers
need to respond and be actively involved in retailers’ initiatives. For example, Wal-Mart isactively engaged in sustainability initiatives. One of its initiatives is a Sustainability Index.
Wal-Mart conducted a Supplier Sustainability Assessment which is a brief survey to evaluate
supplier’s sustainability in 2009, and Casio responded to the survey.
Global Milestone Meeting hosted by
Wal-Mart in July 2009, in Arkansas (Photo
courtesy of Wal-Mart)163

CASIO SUSTAINABILITY REPORT 2014

Casio understands the importance of communicating with all of its stakeholders about environmental issues.
Elementary school students visit the Hachioji R&D Center
The Hachioji R&D Center at Casio Computer Co., Ltd., has developed an educational program for elementary school students in Japan. In
August 2007, it began to offer learning opportunities that include site tours and school visit programs. In addition to three schools in
Hokkaido, the program has so far provided learning opportunities to students at 17 schools in Tokyo.
The Hachioji R&D Center, the home of the program, is one of the most advanced environmentally friendly buildings in the Casio Group.
Visitors can see the actual facilities the company is using and understand methods used to reduce environmental impact.
The students not only learn about Casio, but also the fun of product creation, including the history of the calculator. They even get a chance
to take apart and reassemble calculators.

Touring the facilities at the Hachioji R&D Center

Calculator assembly kit

Calculator disassembly and reassembly

Adopting tulips and Ohga lotus plants
Hamura City, located in Tokyo, is promoting tulip cultivation as an effort to preserve fallow rice
fields and to make effective use of rice fields after their crops have been harvested. Casio has
been a foster-sponsor of these tulips since 2004. Every year, many tourists visit these tulip fields,
the largest in the Kanto region. Since 2006, Casio has also been a foster-sponsor involved in thepreservation and cultivation of Ohga lotus plants, an ancient form of lotus flower excavated fromruins dating back to ancient times (c. 400 BC~300 AD).

A tulip field adopted by Casio (taken with an
EXLIM EX-100)

Children enjoying a walk through the tulips

Exhibiting at Eco-Products 2013
Every year Casio exhibits at Eco-Products, the largest environmental trade show in Japan. Held at Tokyo Big Sight from December 12 to
14, 2013, Eco-Products marked its 14th year with more than 170,000 visitors in attendance and over 700 companies and organizations
setting up exhibits to display their environmentally friendly products and services.
Casio has been an exhibitor at the event since its inception, and in 2013, it introduced its initiatives around the theme of living in harmony
with nature: (1) realizing a low-carbon society, (2) building a recycling society, and (3) living in harmony with nature and preserving

CASIO SUSTAINABILITY REPORT 2014

164

Children enjoying a walk through the tulips

Exhibiting at Eco-Products 2013
Every year Casio exhibits at Eco-Products, the largest environmental trade show in Japan. Held at Tokyo Big Sight from December 12 to
14, 2013, Eco-Products marked its 14th year with more than 170,000 visitors in attendance and over 700 companies and organizations
setting up exhibits to display their environmentally friendly products and services.
Casio has been an exhibitor at the event since its inception, and in 2013, it introduced its initiatives around the theme of living in harmony
with nature: (1) realizing a low-carbon society, (2) building a recycling society, and (3) living in harmony with nature and preserving
biodiversity. The 2013 show was entitled "Eco-Protect, Eco-Create." Based on the concepts of resource conservation (eco-protect) andenergy self-sufficiency (eco-create), the Casio exhibit highlighted Casio Green Star products and the Casio Group's various environmental
initiatives.
The stage featured entertaining and interactive talks, as well as "eco-protective" and "eco-creative" performances to highlight theimportance of nature and the need to restore the balance of the global environment. In the Casio booth, the company also featured whichparts of its products are environmentally friendly in a way that is more easily understood, using memorable slogans and stamp rally-inspired
quizzes. In addition to the calculator assembly class, which is popular every year, Casio also hosted a pomrie stamp-making experience for
adults. The exhibit attracted a large number of visitors over the course of the event, including children and students.
Casio Green Star products, which have earned the use of the EcoRail logo, were also part of an exhibit co-sponsored by the Railway
Bureau of the Ministry of Land, Infrastructure, and Transport and the Railway Freight Association. The Casio booth displayed the certificate
indicating approval of the use of the EcoRail logo, while the Railway Freight Association booth included displays of Casio products as well
as a video presentation on EcoRail logo-approved Casio products.
By continuing to participate in this exhibition, Casio can widely publicize its environmental activities and propose new concepts andstrategies for taking care of the environment.

An entertaining talk segment by the

The always popular calculator assembly“Ecoloju” character

class

Watches in ice

Cosponsored display with the Railway
Freight Association

Participation in CES2014
The world's largest home appliance trade show, the Consumer Electronics Show (CES2014) was held January 7-10, 2014 in Las Vegas.
CES is the world's largest trade show for consumer electronics, attracting more than 3,000 companies every year. Even though the US was
struck by a massive snow storm that caused the cancellation of many flights, the show attracted more than 150,000 visitors.
Casio exhibited its Bluetooth SPORTS GEAR, a sports watch for runners slated for US release in February, and a stamp maker for creating
customized stamps.
The Eco Corner, which was used to showcase Casio's environmental efforts, presented an easy-to-understand flow chart of the recycling
system used to make effective use of limited resources, turning plastic food trays into recycled pellets and turning other plastic products into
useful recycled materials.

165

CASIO SUSTAINABILITY REPORT 2014

Recycling flow chart

Bluetooth SPORTS GEAR display

EcoCorner shows the recycling process for turning

Many visitors stop to watch Casio's on-stage

product trays into reusable materials

presentations

Local elementary school students visit Hamura R&D Center
Casio Computer Co., Ltd. once again welcomed students from a social studies class at Hamura Sakae Elementary School, located in thesame community as the Hamura R&D Center. Since last year's event was so well received, this year's visit was made by 78 students,
including all fifth-graders and special needs students, and four teachers, including the school principal.
Students learned about how Casio, as a local company, addresses environmental issues, and how it disseminates information about its
activities. After their lesson, they had a chance to see various products and environmental exhibits.
On February 28, the students were able to use what they learned at Casio to hold a drama-based environmental learning presentation
entitled "Fly Away! Environmental Forest." (January 27, 2014)

CASIO SUSTAINABILITY REPORT 2014166

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Calculator assembly class offered at the Hamura City Industrial FairAt the Hamura City Industrial Fair held every fall in Hamura City, home of the Hamura R&D Center,
Casio Computer Co., Ltd., offered a calculator assembly lesson for elementary school students.
This annual industrial fair introduces people to various industries and consumer group activities in
the city.
The lesson was held for the sixth consecutive year at the request of the city.
On the day of the fair, about 60 elementary school students, broken up into five groups, enjoyedlearning how to assemble a calculator. (November 2, 2013)

Supporting activities of the ICERCEver since the International Dolphin and Whale Conference was held in Japan in 1994, Casio’s
G-Shock and Baby-G brands have been working with the International Cetacean Education
Research Center (ICERC) Japan*1 in supporting education and research activities involving
dolphins and whales in Japan and around the world.
To convey the natural wonder and beauty of dolphins and whales to as many people as possible,
Casio has produced watches imprinted with the "All as One" slogan and logo, and supports theactivities of ICERC Japan.
*1: ICERC Japan (International Cetacean Education Research Center)
Go to website

167

CASIO SUSTAINABILITY REPORT 2014

Supporting the ICERC Ocean Environmental Classroom Project
Casio supports the ICERC Ocean Environmental Classroom Project. Support is provided for environmental lessons on dolphins, whales,
and the sea, where people of all ages, children to adults, can have fun learning by seeing, touching, and creating things. Casio will continue
to work to realize the sustainable coexistence of people, the ocean, and its dolphin and whale population.

Photo provided by ICERC Japan

Activities Receiving Ongoing Support
WWF Japan
Casio endorses the mission and action principles of the World Wide Fund for Nature Japan (WWF Japan), which is striving to build afuture where people and nature can live in harmony. Casio also supports the organization as a corporate member.

The Beautiful Tama River ForumIn fiscal 2012, Casio began providing support for the Beautiful Tama River 100-Year Plan, which aims to make the Tama River
beautiful through three main types of projects promoting the economy, environment, and cultural education.

Earth Watch Japan
Earth Watch Japan organizes a wide array of volunteer activities in and outside Japan, conducts various wildlife surveys, andengages in research activities. Casio has been a Corporate Partner of Earth Watch Japan since fiscal 2014.

Tree planting
In an effort to promote harmonious co-existence and mutual prosperity with the global environment
and its local community, Casio Electronics (Shenzhen) has been participating in tree-planting
activities for the past nine years.
On March 29, 2014, 40 employees participated in the fiscal 2014 tree-planting activity jointly
sponsored by the Shenzhen City Management Bureau and the Shenzhen City Green Fund. This
activity has been going on for many years in partnership with the local government, but this year it
began raining while volunteers were working. In spite of the difficult footing and muddy conditions,the volunteers managed to get 20 trees planted.
This year, everyone was wearing Casio blue clothing while participating in this event, ensuringthat the activity not only raised awareness of environmental preservation issues, but provided a

Tree planting in the rain

good opportunity for participants to feel proud of their role as Casio employees.

Families also participate incommunity activities

CASIO SUSTAINABILITY REPORT 2014

168

Initiative to Save Otoguro Cherry Trees
Otoguro cherry trees (scientific name: Cerasus serrulata, or "Komatsunagi") are a type of wild
cherry that comes into full bloom in mid April. They have white blossoms measuring 5 to 6 cm, andthe leaves emerge at the same time as the blooms.
In the late 19th century and early 20th century, this cherry tree variety was growing along the banksof the Fuefuki River, which flows through present-day Chuo City in Yamanashi Prefecture. The
Otoguro cherry gets its name from the Otoguro Embankment in the Otoguro District, where thetrees used to bloom. This variety of cherry tree has long been a favorite of the people in that
region.
However, with the improvement of the Fuefuki River in 1932, the Otoguro cherry trees were cut
down. Mr. Matsuhiko Tanaka of Otoguro District grew grafted seedlings from a few remaining
descendent trees, in order to bring back the historic Otoguro cherry. His activities eventually cameto fruition, and a volunteer group for saving the Otoguro cherry was established in 2002. The
Tamaho-cho (now Chuo City) Board of Education lifelong learning center led the whole communityin efforts to save and cultivate Otoguro cherry trees. This was achieved through cutting andOtoguro cherry trees on the grounds

grafting methods using a few remaining descendents of the original trees.
As part of Kofu Casio’s environmental activities, the company offered to participate in the cultivating of this endangered type of cherry tree,
for the purpose of preserving the variety and beautifying the landscape around the plant. Kofu Casio received a donation of trees from
Tamaho-cho (now Chuo City) in 2004, and over the three subsequent years, the company planted more than 30 Otoguro cherry trees. All
the transplanted trees took root, and every spring they provide a beautiful display of blossoms for people to enjoy on the grounds of the
Kofu plant.
The Otoguro cherry serves as a symbol of the connection between Casio and the people of Chuo City. The company is proud of its earlyparticipation in helping to preserve the tree variety, as part of its biodiversity protection efforts on the local level. This is just one example of
Casio’s vision of harmony among people, businesses, and living things.
Since fiscal 2013, the Kofu Office of Casio Business Service Co., Ltd., has managed the trees.

Employee efforts to preserve biodiversity by protecting endangered species
I work on environmental preservation activities, and I am also a photographer who holds regular photo exhibits featuring photos of wild
animals.
In recent years, as greater attention has been paid to environmental and biodiversity preservation, I have held photo exhibits to share
information about endangered species, and I make donations to relevant environmental organizations based on the number of people who
visit. I hope to continue to contribute to the protection of endangered species through these kinds of activities.
Recent photo exhibits
2012 Exhibit Title: “Swan Migration: Lake Hyoko in Winter” Contributor: Wild Bird Society of Japan
2014 Exhibit Title: Humpback Whales: Journey to Kalama
Dates: November 28 (Fri.) to December 4 (Thurs.), 2014
Scheduled Contributors: Zamami Whale Watching Association
Toshihiro Osawa, Environmental Center
Photos by Toshihiro Osawa

A humpback whale soars high into

Swans make an early morning departure

Hokkaido deer living in the vast north

A goshawk dances in the snow

the air

169

CASIO SUSTAINABILITY REPORT 2014

No.1811001826

Environmental Performance Data
Verification Report
To: Casio Computer Co., Ltd.
1. Objective and Scope
Japan Quality Assurance Organization (hereafter JQA) was engaged by Casio Computer Co., Ltd. to provide an independent
verification on environmental performance data in “Casio Sustainability Report 2014” (hereafter the Report). The contents ofour verification was to express our conclusion, based on our verification procedures, on whether the statement of 2013environmental information regarding the GHG emissions, Water resources, Waste emissions, NOx and SOx emissions, and
BOD load in the Report was correctly measured and calculated, in accordance with the “Casio group's calculation method ofenvironmental performance data” (hereafter the Rule). The purpose of the verification is to evaluate the Report objectively andto enhance the credibility of environmental information in the Report.
*The fiscal year of Casio group ended on March 31, 2014 except for Casio Electronic Technology (Zhongshan) Co., Ltd.,
whose fiscal year ended December 31, 2013.
2. Procedures Performed
JQA conducted verification in accordance with “ISO 14064-3” for GHG emissions and with “ISAE3000” for otherenvironmental information, respectively. The scope of this verification assignment covers GHG emissions from Scope 1, 2 and3, Water resources, Waste emissions, NOx and SOx emissions, and BOD load in the Report The verification was conducted toa limited level of assurance and quantitative materiality was set at 5 percent of the total emissions in the Report. The
organizational boundaries of this verification include 3 domestic production sites 15 domestic office site, 2 overseas production
sites and 20 overseas office sites.
Our verification procedures included:
 Validation to check the Rule prior to the Site Visit.
 Visiting one overseas productions site (Casio Electronic Technology (Zhongshan) Co., Ltd.), one overseas office site
(Casio (Guangzhou) Co., Ltd.), one domestic production (Yamagata Casio Co., Ltd.) and one domestic office site
(Hamura R&D Center) selected on the basis of sampling.
 On-site assessment for Scope 1 & 2 and other environmental information to check the Report boundaries, Sources ofenvironmental burdens, Monitoring points, Monitoring and Calculation system and its controls.
 On-site Assessment for Scope 3 to check the Report boundaries, Calculation scenario and Allocation method, andMonitoring and Calculation system and its controls as well.
 Vouching: Cross-checking the data of environmental information against evidence for all sampling site.
3. Conclusion
As a result of the verification activity, JQA hereby confirm that the statement of the statement of 2013 environmental
information in the Report contains no material discrepancy (any errors due to measurements or calculations are less than 5%) andfairly represented in all important points; and that it has been prepared in accordance with the Rule.
4. Consideration
Casio Computer Co., Ltd. was responsible for preparing the Report, and JQA’s responsibility was to conduct verification ofGreenhouse gas in the Report only. There is no conflict of interest between Casio Computer Co., Ltd. and JQA.

Tadayuki Yano, Executive Board Director
For and on behalf of Japan Quality Assurance Organization
1-25, Kandasudacho, Chiyoda-ku, Tokyo, Japan
30 June, 2014

CASIO SUSTAINABILITY REPORT 2014

170

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.
Casio is now at a stage where the plan-do-check-act (PDCA) management cycle, with a focus on reducing thecompany’s environmental impact and ensuring socially responsible procurement, should be used to expand
CSR initiatives group-wide.
Commendable efforts by Casio
With respect to its medium- to long-term environmental management policy, Casio has set greenhouse gas targets for fiscal 2021 and
2051 and has expanded its efforts to reduce environmental impact into the areas of packaging and distribution. This is in line with its
three commitments of “realizing a low-carbon society,” “building a recycling society,” and “living in harmony with nature and preserving
biodiversity.” It is especially commendable that Casio began conducting surveys to verify that the paper used in its user manuals,
pamphlets, and other publications is made from recycled paper, certified timber, and legally logged timber. Also laudable were the surveys
and calculations done to determine CO2 emissions for the entire product lifecycle. In addition to efforts within the group and supply chain,
I have strong expectations that Casio will develop initiatives that cover the entire product lifecycle including the customer stage—such asproviding instructions on optimal product usage and improving the recycling rate at the time of disposal—and also disclose information on
the progress of those initiatives.
As an initiative to improve supplier CSR, Casio conducted a questionnaire using a five-point scale on issues such as reducing
environmental impact, protecting the human rights of workers, and avoiding conflict minerals. Responses were received from 253
suppliers in Japan, 149 suppliers in China, and 32 suppliers in Thailand. By providing feedback based on the results, making inspection
visits to 14 suppliers in China and Thailand, and presenting awards and providing case studies at meetings, Casio continued to ascertain
and appraise its suppliers’ commitment to social responsibility. In the future, I recommend that Casio ask suppliers to provide data andother verifiable proof in their self-assessment of initiatives, and work to make the specific measures and issues even more readily visible
and understandable. I also hope that Casio will further improve its system of interaction with suppliers with a view to making continual
improvements.

Points for improvement while commending progress to dateWith respect to the company-wide CSR implementation system, it is admirable that Casio established a Basic Policy on Respect for
Human Rights, its own tool for checking the status of human rights, and guidelines on the prevention of corruption based on a survey of
32 group companies in and outside Japan conducted in fiscal 2013 focused on human rights and fair business practices, which are two of
the ISO 26000 core topics. It is also noteworthy that Casio disclosed the number of times its whistle-blowing system has been used.
However, I have strong expectations that Casio will develop an implementation framework that ensures these guidelines and tools are
actually put to effective use in everyday management.
Regarding the fostering of a CSR culture throughout the group, it is commendable that Casio maintains a CSR series in its in-housemagazine, Casio. In the future, I hope that team leaders who have responsibility for implementing CSR globally will be appointed to eachsite and department. Again, I strongly urge Casio to convey messages from senior management, translated into multiple languages, toCasio sites around the world and to increase opportunities for ensuring that employees on the frontlines, at headquarters, and at sitesaround the world get a rapid and detailed understanding of the company’s initiatives.
Regarding group-wide efforts to increase and utilize personnel diversity, it is commendable that Casio launched a Diversity Project aimed
at encouraging diverse human resources including persons with disabilities and non-Japanese employees as well as women to play amore active role, and that it defined a future policy for a group-wide human resources governance system that includes companies
outside Japan. In the future, I hope that Casio will envision in detail a global personnel portfolio that transcends departmental andcorporate boundaries, establish a comprehensive system for recruitment, development, exchange, and evaluation of human resources,
expand its human resources database to bring local staff members in each country into the picture, and develop other strategies andsystems for making active use of personnel diversity, aiming for a target year in the near future, say 2020.
Regarding efforts to create more supportive workplaces for employees, it is commendable that 4.25% of employees at Casio Computer
Co., Ltd., made use of the company’s leave and reduced working hours programs for childcare and nursing care. With an expected
increase in employees that continue to work while caring for a family member at home or face other challenges outside of work, thecompany needs to provide more opportunities for its employees to hear from users of these care support programs and ask questions
about any topic.
In the area of employing persons with disabilities, Casio’s average consolidated performance in Japan dipped below the legally mandated
rate of employment, although this was related to the decline in the total number of employees in connection to business restructuring. I

171

CASIO SUSTAINABILITY REPORT 2014

and appraise its suppliers’ commitment to social responsibility. In the future, I recommend that Casio ask suppliers to provide data andother verifiable proof in their self-assessment of initiatives, and work to make the specific measures and issues even more readily visible
and understandable. I also hope that Casio will further improve its system of interaction with suppliers with a view to making continual
improvements.

Points for improvement while commending progress to dateWith respect to the company-wide CSR implementation system, it is admirable that Casio established a Basic Policy on Respect for
Human Rights, its own tool for checking the status of human rights, and guidelines on the prevention of corruption based on a survey of
32 group companies in and outside Japan conducted in fiscal 2013 focused on human rights and fair business practices, which are two of
the ISO 26000 core topics. It is also noteworthy that Casio disclosed the number of times its whistle-blowing system has been used.
However, I have strong expectations that Casio will develop an implementation framework that ensures these guidelines and tools are
actually put to effective use in everyday management.
Regarding the fostering of a CSR culture throughout the group, it is commendable that Casio maintains a CSR series in its in-housemagazine, Casio. In the future, I hope that team leaders who have responsibility for implementing CSR globally will be appointed to eachsite and department. Again, I strongly urge Casio to convey messages from senior management, translated into multiple languages, toCasio sites around the world and to increase opportunities for ensuring that employees on the frontlines, at headquarters, and at sitesaround the world get a rapid and detailed understanding of the company’s initiatives.
Regarding group-wide efforts to increase and utilize personnel diversity, it is commendable that Casio launched a Diversity Project aimed
at encouraging diverse human resources including persons with disabilities and non-Japanese employees as well as women to play amore active role, and that it defined a future policy for a group-wide human resources governance system that includes companies
outside Japan. In the future, I hope that Casio will envision in detail a global personnel portfolio that transcends departmental andcorporate boundaries, establish a comprehensive system for recruitment, development, exchange, and evaluation of human resources,
expand its human resources database to bring local staff members in each country into the picture, and develop other strategies andsystems for making active use of personnel diversity, aiming for a target year in the near future, say 2020.
Regarding efforts to create more supportive workplaces for employees, it is commendable that 4.25% of employees at Casio Computer
Co., Ltd., made use of the company’s leave and reduced working hours programs for childcare and nursing care. With an expected
increase in employees that continue to work while caring for a family member at home or face other challenges outside of work, thecompany needs to provide more opportunities for its employees to hear from users of these care support programs and ask questions
about any topic.
In the area of employing persons with disabilities, Casio’s average consolidated performance in Japan dipped below the legally mandated
rate of employment, although this was related to the decline in the total number of employees in connection to business restructuring. I
continue to have strong expectations that Casio will promote community creation efforts based on disability and job types and continue
making workplaces more supportive in the future. I hope to see improvement as soon as possible.

Points for improvement
Regarding the environmental impact reduction data in this report, it is commendable that details are provided on the principal sites in andoutside Japan including group companies. My hope, however, would be that Casio will continue to increase the level of accuracy of groupreporting, not only for environmental data, but also for personnel and procurement initiatives and data.

Hideto DeDe Kawakita, Chief Executive Officer
International Institute for Human, Organization and the Earth (IIHOE)Profile of IIHOE: International Institute for Human, Organization and the Earth (IIHOE) is a
nonprofit organization (NPO) that has been supporting NPO management and CSR capacity
building since 1994.
http://blog.canpan.info/iihoe/(in Japanese)

CASIO SUSTAINABILITY REPORT 2014172

By self-declaration, Casio’s CSR information disclosure corresponds to GRI Application Level B.

G3.1
Disclosure

Description

Related Page

1 Strategy and Analysis
1.1

1.2

Statement from the most senior decisionmaker of the organization (e.g.,CEO, chair, or equivalent senior position) about the relevance ofsustainability to the organization and its strategy.

Message from the President
Environmental Executive Message

Description of key impacts, risks, and opportunities.

Message from the President
Risk management
Social Initiatives: Action Plans andPerformance
Environmental Executive Message
New environmental management
initiatives and Policies
Casio’s fiscal 2015 environmental
management policy for therealization of a sustainable society
Casio Environmental Vision 2050
and Casio Environmental
Declaration 2020
Casio Green Star Plan
Climate Change Action
Biodiversity
Green Star Products
Environmental Action Plan (Targets
and Performance)

2 Organizational Profile
2.1

Name of the organization.

Corporate Overview

2.2

Primary brands, products, and/or services.

Corporate Overview
Corporate Report

2.3

Operational structure of the organization, including main divisions,operating companies, subsidiaries, and joint ventures.

Corporate Overview

2.4

Location of organization’s headquarters.

Corporate Overview

2.5

Number of countries where the organization operates, and names ofcountries with either major operations or that are specifically relevant to thesustainability issues covered in the report.

Corporate Overview

2.6

Nature of ownership and legal form.

Corporate Overview

2.7

Markets served (including geographic breakdown, sectors served, andtypes of customers/beneficiaries).

Corporate Overview

2.8

Scale of the reporting organization, including:• Number of employees;• Number of operations;• Net sales (for private sector organizations) or net revenues (for public
sector organizations);• Total capitalization broken down in terms of debt and equity (for private
sector organizations); and• Quantity of products or services provided.

Corporate Overview
Prioritizing local hiring and promotion
at subsidiaries outside Japan173

CASIO SUSTAINABILITY REPORT 2014

2.9

Significant changes during the reporting period regarding size, structure, orownership including:• The location of, or changes in operations, including facility openings,
closings, and expansions; and• Changes in the share capital structure and other capital formation,
maintenance, and alteration operations (for private sector organizations).

None

2.10

Awards received in the reporting period.

Public Recognition / Ranking

3.1

Reporting period (e.g., fiscal/calendar year) for information provided.

Scope of the report

3.2

Date of most recent previous report (if any).

Scope of the report

3.3

Reporting cycle (annual, biennial, etc.)

Scope of the report

3.4

Contact point for questions regarding the report or its contents.

Inquiries

3 Report Parameters
Report Profile

Report Scope and Boundary

3.5

Process for defining report content, including:• Determining materiality;• Prioritizing topics within the report; and• Identifying stakeholders the organization expects to use the report.

Editorial Policy
Identifying materiality (important
CSR issues)

3.6

Boundary of the report (e.g., countries, divisions, subsidiaries, leased
facilities, joint ventures, suppliers).

Scope of the report

3.7

State any specific limitations on the scope or boundary of the report.

Scope of the report
Material Balance

3.8

Basis for reporting on joint ventures, subsidiaries, leased facilities,
outsourced operations, and other entities that can significantly affectcomparability from period to period and/or between organizations.

None

3.9

Data measurement techniques and the bases of calculations, including
assumptions and techniques underlying estimations applied to thecompilation of the Indicators and other information in the report.

Promoting health and safety
initiatives for employees
Climate Change Action
Environmental Data
Environmental Accounting
Scope3

3.10

Explanation of the effect of any re-statements of information provided inearlier reports, and the reasons for such re-statement (e.g., mergers/
acquisitions, change of base years/periods, nature of business,measurement methods).

Environmental Performance

3.11

Significant changes from previous reporting periods in the scope, boundary,or measurement methods applied in the report.

None

Table identifying the location of the Standard Disclosures in the report.

G3.1 GRI Content Index

Policy and current practice with regard to seeking external assurance forthe report. If not included in the assurance report accompanying thesustainability report, explain the scope and basis of any external assurance
provided. Also explain the relationship between the reporting organizationand the assurance provider(s).

Third-party verification

GRI content index
3.12
Assurance

3.13

４ Governance, Commitments, and Engagement
Governance

CASIO SUSTAINABILITY REPORT 2014

174

3.13

Policy and current practice with regard to seeking external assurance forthe report. If not included in the assurance report accompanying thesustainability report, explain the scope and basis of any external assurance
provided. Also explain the relationship between the reporting organizationand the assurance provider(s).

Third-party verification

４ Governance, Commitments, and Engagement
Governance
4.1

Governance structure of the organization, including committees under thehighest governance body responsible for specific tasks, such as setting
strategy or organizational oversight.

Corporate Governance

4.2

Indicate whether the Chair of the highest governance body is also an
executive officer (and, if so, their function within the organization’s
management and the reasons for this arrangement).

Corporate Governance

4.3

For organizations that have a unitary board structure, state the number andgender of members of the highest governance body that are independent
and/or non-executive members.

Corporate Governance

4.4

Mechanisms for shareholders and employees to provide recommendations
or direction to the highest governance body.

Corporate Governance

4.5

Linkage between compensation for members of the highest governancebody, senior managers, and executives (including departure arrangements),
and the organization’s performance (including social and environmental
performance).

Annual Securities Report
Corporate Governance Report※

Processes in place for the highest governance body to ensure conflicts ofinterest are avoided.

In the event that a Casio director
engages in a conflict-of-interest
transaction, measures are to betaken based on the law, including
measures requiring a resolution of
the board of directors.

4.7

Process for determining the composition, qualifications, and expertise of themembers of the highest governance body and its committees, including any
consideration of gender and other indicators of diversity.

As part of its efforts to appoint thebest people to corporate officer
positions, Casio ascertains whether
an individual has the qualities
required, selecting from a list of
candidates who have demonstrated
outstanding performance andcharacter. Furthermore, humanresources with officer candidate
potential are developed through theright work experience, including
management of affiliated companies
and management in different fields.

4.8

Casio’s Corporate Creed andApproach to CSRInternally developed statements of mission or values, codes of conduct, and Environmental Vision
principles relevant to economic, environmental, and social performance and Casio Green Star Plan
Green Star Products
the status of their implementation.
Biodiversity
Casio Group Code of Conduct

4.9

Procedures of the highest governance body for overseeing theorganization’s identification and management of economic, environmental,
and social performance, including relevant risks and opportunities, andadherence or compliance with internationally agreed standards, codes ofconduct, and principles.

CSR Implementation System
Corporate Governance
Environmental Management

4.10

Processes for evaluating the highest governance body’s own performance,
particularly with respect to economic, environmental, and social
performance.

CSR Implementation System

4.6

Commitments to External Initiatives
4.11

Explanation of whether and how the precautionary approach or principle isaddressed by the organization.

175

Compliance and Risk Management
Environmental Compliance

CASIO SUSTAINABILITY REPORT 2014

adherence or compliance with internationally agreed standards, codes ofconduct, and principles.
Processes for evaluating the highest governance body’s own performance,
particularly with respect to economic, environmental, and social
performance.

4.10

Environmental Management

CSR Implementation System

Commitments to External Initiatives
4.11

Explanation of whether and how the precautionary approach or principle isaddressed by the organization.

Compliance and Risk Management
Environmental Compliance

4.12

Externally developed economic, environmental, and social charters,
principles, or other initiatives to which the organization subscribes orendorses.

United Nations Global Compact

4.13

Memberships in associations (such as industry associations) and/or
national/international advocacy organizations in which the organization:• Has positions in governance bodies;• Participates in projects or committees;• Provides substantive funding beyond routine membership dues; or• Views membership as strategic.

United Nations Global Compact

Stakeholder Engagement
List of stakeholder groups engaged by the organization.

Main stakeholders of the Casio
Group

Basis for identification and selection of stakeholders with whom to engage.

Working to build a more sustainableworld
Main stakeholders of the Casio
Group

4.16

Approaches to stakeholder engagement, including frequency ofengagement by type and by stakeholder group.

Feature Story 2 Listening to theExperts: What Is Expected of Casioand What Should Casio Prioritize in
the Future?
Product Development and Design
Initiative
Ensuring customer satisfaction
Responsibilities to Suppliers
Responsibilities to Society
Environmental Communication

4.17

Key topics and concerns that have been raised through stakeholder
engagement, and how the organization has responded to those key topics
and concerns, including through its reporting.

Feature Story 2 Listening to theExperts: What Is Expected of Casioand What Should Casio Prioritize in
the Future?

4.14

4.15

5 Management Approach and Performance Indicators
Economic
Disclosure on Management Approach

Investor Relations

aspect: Economic Performance

EC1

CORE

Direct economic value generated and distributed, including revenues,
operating costs, employee compensation, donations and other community
investments, retained earnings, and payments to capital providers andgovernments.

EC2

CORE

Financial implications and other risks and opportunities for theorganization’s activities due to climate change.

EC3

CORE

Coverage of the organization’s defined benefit plan obligations.

EC4

CORE

Significant financial assistance received from government.

Annual Securities Report

Climate Change Action

Annual Securities Report

aspect: Market Presence
EC5

ADD

Range of ratios of standard entry level wage by gender compared to local
minimum wage at significant locations of operation.

EC6

CORE

Policy, practices, and proportion of spending on locally-based suppliers at
significant locations of operation.
Procedures for local hiring and proportion of senior management hired from

COREREPORT 2014
CASIO EC7SUSTAINABILITY
the local community at locations of significant
operation.
176

Responsibilities to Suppliers

EC2

CORE

EC3

CORE

Coverage of the organization’s defined benefit plan obligations.

EC4

CORE

Significant financial assistance received from government.

organization’s activities due to climate change.

Climate Change Action

Annual Securities Report

aspect: Market Presence
EC5

ADD

Range of ratios of standard entry level wage by gender compared to local
minimum wage at significant locations of operation.

EC6

CORE

Policy, practices, and proportion of spending on locally-based suppliers at
significant locations of operation.

EC7

CORE

Procedures for local hiring and proportion of senior management hired fromthe local community at locations of significant operation.

Responsibilities to Suppliers

aspect: Indirect Economic Impacts
EC8

CORE

Development and impact of infrastructure investments and services
provided primarily for public benefit through commercial, in-kind, or pro
bono engagement.

EC9

ADD

Understanding and describing significant indirect economic impacts,
including the extent of impacts.

Responsibilities to Society

Environmental

Disclosure on Management Approach

Environmental Vision
Casio Green Star Plan
Climate Change Action
Environmental Action Plan (Targets
and Performance)

aspect: Materials
EN1

CORE

Materials used by weight or volume.

Material Balance

EN2

CORE

Percentage of materials used that are recycled input materials.

Material Balance

aspect: Energy
EN3

CORE

Direct energy consumption by primary energy source.

Material Balance

EN4

CORE

Indirect energy consumption by primary source.

Business Processes
Material Balance

EN5

ADD

Energy saved due to conservation and efficiency improvements.

Business Processes

EN6

ADD

Initiatives to provide energy-efficient or renewable energy based products
and services, and reductions in energy requirements as a result of these
initiatives.

Climate Change Action

EN7

ADD

Initiatives to reduce indirect energy consumption and reductions achieved.

Business Processes

Material Balance
Environmental Performance

aspect: Water
EN8

CORE

Total water withdrawal by source.

EN9

ADD

Water sources significantly affected by withdrawal of water.

EN10

ADD

Percentage and total volume of water recycled and reused.

Environmental Performance

aspect: Biodiversity
EN11

CORE

Location and size of land owned, leased, managed in, or adjacent to,protected areas and areas of high biodiversity value outside protectedareas.

EN12

CORE

Description of significant impacts of activities, products, and services on
biodiversity in protected areas and areas of high biodiversity value outside
protected areas.

EN13

ADD

Habitats protected or restored.

Environmental Communication

EN14

ADD

Strategies, current actions, and future plans for managing impacts on
biodiversity.

Biodiversity

EN15

ADD

Number of IUCN Red List species and national conservation list species
with habitats in areas affected by operations, by level of extinction risk.

aspect: Emissions, Effluents, and Waste

177

CASIO SUSTAINABILITY REPORT 2014

protected areas.
EN13

ADD

Habitats protected or restored.

Environmental Communication

EN14

ADD

Strategies, current actions, and future plans for managing impacts on
biodiversity.

Biodiversity

EN15

ADD

Number of IUCN Red List species and national conservation list species
with habitats in areas affected by operations, by level of extinction risk.

aspect: Emissions, Effluents, and Waste

EN16

EN17

CORE

CORE

Total direct and indirect greenhouse gas emissions by weight.

Climate Change Action
Material Balance
Environmental Performance
Scope3

Other relevant indirect greenhouse gas emissions by weight.

Climate Change Action
Material Balance
Environmental Performance
Scope3
Environmental Vision
Casio Green Star Plan
Climate Change Action
Business Processes
Scope3

EN18

ADD

Initiatives to reduce greenhouse gas emissions and reductions achieved.

EN19

CORE

Emissions of ozone-depleting substances by weight.

EN20

CORE

NO, SO, and other significant air emissions by type and weight.

Material Balance
Environmental Performance

EN21

CORE

Total water discharge by quality and destination.

Material Balance

EN22

CORE

Total weight of waste by type and disposal method.

Material Balance
Environmental Performance

EN23

CORE

Total number and volume of significant spills.

EN24

ADD

Weight of transported, imported, exported, or treated waste deemedhazardous under the terms of the Basel Convention Annex I, II, III, and VIII,
and percentage of transported waste shipped internationally.

EN25

ADD

Identity, size, protected status, and biodiversity value of water bodies andrelated habitats significantly affected by the reporting organization’sdischarges of water and runoff.

aspect: Products and Services

EN26

CORE

Initiatives to mitigate environmental impacts of products and services, andextent of impact mitigation.

Casio Green Star Plan
Climate Change Action
Material Balance
Products
Scope3

EN27

CORE

Percentage of products sold and their packaging materials that arereclaimed by category.

Material Balance

Monetary value of significant fines and total number of non-monetary
sanctions for noncompliance with environmental laws and regulations.

Environmental Management

Significant environmental impacts of transporting products and other goods
and materials used for the organization’s operations, and transporting
members of the workforce.

Material Balance
Scope3

Total environmental protection expenditures and investments by type.

Environmental Accounting

aspect: Compliance
EN28

ADD

aspect: Transport
EN29

ADD

aspect: Overall
EN30

ADD

Labor Practices and Decent WorkCASIO SUSTAINABILITY REPORT 2014

Disclosure on Management Approach

178

Charter of Creativity for Casio andCasio Common Commiment
Effectively appointing and deploying
employees
Occupational health and safety
activities
Casio Group Code of Conduct

EN29

ADD

and materials used for the organization’s operations, and transporting
members of the workforce.

Material Balance
Scope3

aspect: Overall
EN30

ADD

Total environmental protection expenditures and investments by type.

Environmental Accounting

Labor Practices and Decent Work

Disclosure on Management Approach

Charter of Creativity for Casio andCasio Common Commiment
Effectively appointing and deploying
employees
Occupational health and safety
activities
Casio Group Code of Conduct
Social Initiatives: Action Plans andPerformance

Prioritizing local hiring and promotion
at subsidiaries outside Japan

aspect: Employment
LA1

CORE

Total workforce by employment type, employment contract, and region,broken down by gender.

LA2

CORE

Total number and rate of new employee hires and employee turnover by
age group, gender, and region.

LA3

ADD

Benefits provided to full-time employees that are not provided to temporary
or part-time employees, by significant locations of operation.

LA15

CORE

Return to work and retention rates after parental leave, by gender.

Building Workplaces for a Diverse
Workforce
Building Workplaces for a Diverse
Workforce

aspect: Labor/Management Relations
LA4

CORE

Percentage of employees covered by collective bargaining agreements.

LA5

CORE

Minimum notice period(s) regarding operational changes, including whether
it is specified in collective agreements.

Annual Securities Report

aspect: Occupational Health and Safety
LA6

ADD

Percentage of total workforce represented in formal joint management–
worker health and safety committees that help monitor and advise on
occupational health and safety programs.

LA7

CORE

Rates of injury, occupational diseases, lost days, and absenteeism, andnumber of work-related fatalities, by region and by gender.

Promoting health and safety
initiatives for employees

LA8

CORE

Education, training, counseling, prevention, and risk-control programs inplace to assist workforce members, their families, or community members
regarding serious diseases.

Promoting health and safety
initiatives for employees

LA9

ADD

Health and safety topics covered in formal agreements with trade unions.

Promoting health and safety
initiatives for employees

aspect: Training and Education
LA10

CORE

Average hours of training per year per employee by gender, and by
employee category.

Effectively appointing and deploying
employees

LA11

ADD

Programs for skills management and lifelong learning that support thecontinued employability of employees and assist them in managing career
endings.

Effectively appointing and deploying
employees

LA12

ADD

Percentage of employees receiving regular performance and careerdevelopment reviews, by gender.

aspect: Diversity and Equal Opportunity
LA13

CORE

Composition of governance bodies and breakdown of employees per
employee category according to gender, age group, minority groupmembership, and other indicators of diversity.

Building Workplaces for a Diverse
Workforce

aspect: Equal Remuneration for Women and Men
LA14

CORE

Human Rights

Ratio of basic salary and remuneration of women to men by employee
category, by significant locations of operation.

179

Effectively appointing and deploying
employees
CASIO SUSTAINABILITY REPORT 2014

Socially responsible procurement ataspect: Diversity and Equal Opportunity
LA13

CORE

Composition of governance bodies and breakdown of employees per
employee category according to gender, age group, minority groupmembership, and other indicators of diversity.

Building Workplaces for a Diverse
Workforce

aspect: Equal Remuneration for Women and Men
LA14

CORE

Ratio of basic salary and remuneration of women to men by employee
category, by significant locations of operation.

Effectively appointing and deploying
employees

Disclosure on Management ApproachSocially responsible procurement at
Casio
Respect for Human Rights
Casio Group Code of Conduct

Human Rights

aspect: Investment and Procurement Practices
HR1

CORE

Percentage and total number of significant investment agreements andcontracts that include clauses incorporating human rights concerns, or thathave undergone human rights screening.

HR2

CORE

Percentage of significant suppliers, contractors, and other business
partners that have undergone human rights screening, and actions taken.

HR3

CORE

Total hours of employee training on policies and procedures concerning
aspects of human rights that are relevant to operations, including thepercentage of employees trained.

Responsibilities to Suppliers

aspect: Non-Discrimination
HR4

CORE

Total number of incidents of discrimination and corrective actions taken.

aspect: Freedom of Association and Collective Bargaining
HR5

CORE

Operations and significant suppliers identified in which the right to exercise
freedom of association and collective bargaining may be violated or atsignificant risk, and actions taken to support these rights.

aspect: Child Labor
HR6

CORE

Operations and significant suppliers identified as having significant risk forincidents of child labor, and measures taken to contribute to the effective
abolition of child labor.

Responsibilities to Suppliers
Respect for Human Rights

aspect: Forced and Compulsory Labor
HR7

CORE

Operations and significant suppliers identified as having significant risk forincidents of forced or compulsory labor, and measures to contribute to theelimination of all forms of forced or compulsory labor.

Responsibilities to Suppliers
Respect for Human Rights

aspect: Security Practices
HR8

ADD

Percentage of security personnel trained in the organization’s policies orprocedures concerning aspects of human rights that are relevant tooperations.

aspect: Indigenous Rights
HR9

ADD

Total number of incidents of violations involving rights of indigenous people
and actions taken.

aspect: Assessment
HR10

CORE

Percentage and total number of operations that have been subject tohuman rights reviews and/or impact assessments.

aspect: Remediation
HR11

CORE

Number of grievances related to human rights filed, addressed andresolved through formal grievance mechanisms.

Whistleblower Hotline

Disclosure on Management Approach

Philosophy on Social Contribution
Casio Group Code of Conduct
Social Initiatives: Action Plans andPerformance

Society

CASIO SUSTAINABILITY REPORT 2014
aspect: Local Communities

180

Percentage of operations with implemented local community engagement,

HR10

CORE

human rights reviews and/or impact assessments.

aspect: Remediation
HR11

CORE

Number of grievances related to human rights filed, addressed andresolved through formal grievance mechanisms.

Whistleblower Hotline

Disclosure on Management Approach

Philosophy on Social Contribution
Casio Group Code of Conduct
Social Initiatives: Action Plans andPerformance

Society

aspect: Local Communities
SO1

CORE

Percentage of operations with implemented local community engagement,
impact assessments, and development programs.

SO9

CORE

Operations with significant potential or actual negative impacts on local
communities.

SO10

CORE

Prevention and mitigation measures implemented in operations withsignificant potential or actual negative impacts on local communities.

aspect: Corruption
SO2

CORE

Percentage and total number of business units analyzed for risks related tocorruption.

Compliance and Risk Management

SO3

CORE

Percentage of employees trained in organization’s anti-corruption policies
and procedures.

Casio Group Code of Conduct

SO4

CORE

Actions taken in response to incidents of corruption.

aspect: Public Policy
SO5

CORE

Public policy positions and participation in public policy development andlobbying.

SO6

ADD

Total value of financial and in-kind contributions to political parties,
politicians, and related institutions by country.

aspect: Anti-Competitive Behavior
SO7

ADD

Total number of legal actions for anticompetitive behavior, anti-trust, andmonopoly practices and their outcomes.

aspect: Compliance
SO8

CORE

Monetary value of significant fines and total number of non-monetary
sanctions for noncompliance with laws and regulations.

Product Responsibility

Disclosure on Management Approach

Quality Assurance
Casio Group Code of Conduct
Social Initiatives: Action Plans andPerformance

aspect: Customer Health and Safety
PR1

CORE

Life cycle stages in which health and safety impacts of products andservices are assessed for improvement, and percentage of significant
products and services categories subject to such procedures.

Offering Users Peace of Mind

PR2

ADD

Total number of incidents of non-compliance with regulations and voluntary
codes concerning health and safety impacts of products and services
during their life cycle, by type of outcomes.

Offering Users Peace of Mind

aspect: Customer Health and Safety
PR3

CORE

Type of product and service information required by procedures, andpercentage of significant products and services subject to such information
requirements.

PR4

ADD

Total number of incidents of non-compliance with regulations and voluntary
codes concerning product and service information and labeling, by type ofoutcomes.

ADD

Practices related to customer satisfaction, including
181 results of surveys
measuring customer satisfaction.

PR5

Green Star Products

Activities to Improve Customer
CASIO SUSTAINABILITY REPORT 2014
Satisfaction
Customer Support Center/ Ensuring
customer satisfaction

PR1

CORE

PR2

ADD

services are assessed for improvement, and percentage of significant
products and services categories subject to such procedures.
Total number of incidents of non-compliance with regulations and voluntary
codes concerning health and safety impacts of products and services
during their life cycle, by type of outcomes.

Offering Users Peace of Mind

Offering Users Peace of Mind

aspect: Customer Health and Safety
PR3

CORE

Type of product and service information required by procedures, andpercentage of significant products and services subject to such information
requirements.

PR4

ADD

Total number of incidents of non-compliance with regulations and voluntary
codes concerning product and service information and labeling, by type ofoutcomes.

ADD

Practices related to customer satisfaction, including results of surveys
measuring customer satisfaction.

PR5

Green Star Products

Activities to Improve Customer
Satisfaction
Customer Support Center/ Ensuring
customer satisfaction

aspect: Marketing Communications
PR6

CORE

Programs for adherence to laws, standards, and voluntary codes related tomarketing communications, including advertising, promotion, andsponsorship.

PR7

ADD

Total number of incidents of non-compliance with regulations and voluntary
codes concerning marketing communications, including advertising,promotion, and sponsorship by type of outcomes.

Initiatives for compliance with fairtrade and advertising laws

aspect: Customer Privacy
PR8

ADD

Total number of substantiated complaints regarding breaches of customer
privacy and losses of customer data.

aspect: Compliance
PR9

CORE

Monetary value of significant fines for noncompliance with laws andregulations concerning the provision and use of products and services.

※For Casio’s Corporate Governance Report, visit the Tokyo Stock Exchange website (in Japanese only)

CASIO SUSTAINABILITY REPORT 2014182