CASIOSUSTAINABILITY REPORT 2012C o n t e n t sContents....................................................................................................2
Editorial Policy..........................................................................................3
Business Overview...................................................................................5
Message from the President....................................................................6
Earthquake Reconstruction Support Activities.....................................8
Stakeholder Dialogue............................................................................. 11
Casio's Corporate Creed and Approach to CSR.................................13
Casio's CSR Management.....................................................................17
CSR Implementation System...............................................................18
Corporate Governance.........................................................................21
Compliance and Risk Management.....................................................23
Social Initiatives: Action Plans and Performance.................................28
Responsibilities to Stakeholders..........................................................32
Responsibilities to Customers..............................................................32
Responsibilities to Suppliers................................................................52
Responsibilities to Shareholders and Investors...................................55
Responsibilities to Employees.............................................................57
Responsibilities to Society...................................................................70
Environmental Initiatives.......................................................................77
Environmental Vision...........................................................................77
Climate Change Action.........................................................................81
Biodiversity...........................................................................................85
Green Star Products............................................................................88
Environmental Action Plan (Targets and Performance).......................91
Fiscal 2012 Casio Environmental Action Plan Performance................95
Material Balance..................................................................................96
Environmental Performance.................................................................97
Environmental Accounting..................................................................107
Printer Initiatives................................................................................. 110
Packaging.......................................................................................... 112
Logistics............................................................................................. 115
Design and Procurement................................................................... 118
Green purchasing...............................................................................120
Production..........................................................................................121
Offices................................................................................................122
Environmental Management..............................................................125
Environmental Compliance................................................................127
External Evaluation............................................................................130
Environmental Communication..........................................................131
Independent Verification Report.........................................................135
Independent Opinion on the Sustainability Report 2012..................136
G3.1 GRI Content Index.......................................................................138

CASIO SUSTAINABILITY REPORT 20122

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.
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]
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●Third party opinions concerning the 2011 report●Reader opinions and requests concerning the 2011 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 2012 (April 1, 2011 to March 31, 2012),and also includes some information pertaining to years before and after
fiscal 2012.
IssuedNovember 2012 (Previous publication: December 2011, next publication planned: October 2013)
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 clarifi cation 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, 12
group companies in Japan,and 21 group companies outside Japan.
Important changes during the period covered
On October 1, 2011, the wafer level package (WLP)-related business of the company and its consolidated subsidiary Casio Micronics
Co., Ltd., was spun off and transferred to Teramikros, Inc., a newly established subsidiary. All issued shares in Teramikros, Inc., werethen sold and transferred to Tera Probe, Inc.
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.)

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CASIO SUSTAINABILITY REPORT 2012

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
csr-report@casio.co.jp
E-mailFor inquiries on environmental issues: Environment Center
Address: 3-2-1 Sakae-cho, Hamura-shi, Tokyo 205-8555
Tel.: +81-42-579-7256 Fax: +81-42-579-7718
E-maileco-report@casio.co.jp

Forecasts and forward-looking statements
The future forecasts and forward-looking statements published in this report for Casio Computer Co., Ltd.,and the Casio Group 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 diff er from these predictions.

CASIO SUSTAINABILITY REPORT 2012

4

Company data (as of March 31, 2012)
Name

Casio Computer Co., Ltd.

Headquarters

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

Established

June 1, 1957

President and CEO

Kazuo Kashio

Employees

11,663Paid-in capital

48,592 million Yen

Net Sales

301,660 million Yen

Operating income

9,065 million Yen

Ordinary income

6,908 million Yen

Net income

2,556 million Yen

Major Products

Digital Cameras, Timepieces, Electronic Dictionaries, Electronic Musical Instruments,
Calculators, Label Printers, Cellular Phones*, Cash Registers, Projectors, Handheld Terminals,
Page Printers, Office Computers, Molds* Cellular phone business has been transferred to NEC CASIO Mobile Communications, Ltd.
since June 1, 2010.

Sales and operating income by reportable segment/ Sales by region

5

CASIO SUSTAINABILITY REPORT 2012

Always striving to create new value, and contributing to unceasing social progress.
Casio’s Heritage of Creativity: Making Something from Nothing, Going from “0” to “1”Casio was founded with the invention of the world’s first compact, fully electriccalculator in 1957. By completely revolutionizing the conventional technology of
the time and offering overwhelmingly better performance, this productimmediately penetrated the market. It was the first manifestation of Casio’s
spirit of creativity, our unique capacity to make something from nothing, to gofrom “0” to “1”.
Then in 1972, the Casio Mini became a big hit as the world’s first personal
calculator. It transformed the once costly electronic calculator into the now
familiar pocket calculator, and contributed greatly to the dawn of the digital age.
In 1983, the shock-resistant G-SHOCK watch was born from a completely new
idea for the time, namely, to create a virtually indestructible wristwatch. Thiswas followed by the QV-10 compact digital camera with LCD display in 1995, which gained popularity as a camera requiring no film. All ofthese types of products are taken for granted today, but they were unheard of when Casio introduced them. Casio has continued to produce
products like these over the years. This heritage of providing the world with revolutionary products time and again was build by using
technology to initiate paradigm shifts, and created repeated breakthroughs in thinking and engineering. Casio has also worked to re-invent
products, to achieve new business growth even in existing product areas.
By developing completely new products and services that never existed before, Casio is providing the world with new value. As a result,people’s lives have become more convenient and rewarding. Also, when the value we provide is recognized by society, it gives rise to newmarkets and new cultural phenomena. This is nothing less than the realization of Casio’s corporate creed, “Creativity and Contribution.”
Each and every employee at Casio strives to put this creed into practice. We pledge to continue to contribute to social progress by goingfrom “0” to “1.”Participating in International Initiatives and Pursuing CSR Management
In addition to the kinds of social contributions made through business activities, Casio aims to build a more sustainable world by helping toresolve social and environmental issues. Using our core technology competencies for making products compact, lightweight, slim, andenergy efficient, we are reducing the environmental impact of Casio products. Not only that, we are managing our business sites using
medium and long-term targets with the aim of reducing greenhouse gas emissions. Casio is also curbing its negative impact on theenvironment by pursuing environmental activities such as biodiversity conservation. We are ensuring thorough environmental management
in order to maintain and increase our positive contributions to the environment.
Casio makes over 100 million product units annually, and sells them in 140 countries, through worldwide logistics operations. We do thiswith the cooperation of not just our group companies, but many component makers and consignment manufacturers around the world. As acompany with global operations, Casio respects international standards relating to human rights, labor, the environment and anti-corruption.
By fulfilling our corporate social responsibilities, Casio is promoting the ongoing development of the international community.
As part of these efforts, Casio joined the UN Global Compact in 2010. Along with declaring our support for the Compact’s ten principles in
the four aforementioned areas, we have incorporated them into all of our corporate activities. We also identified CSR issues that affect all
Casio Group companies worldwide, based on the international ISO 26000 standard, issued in November 2010 to offer guidance on socially

CASIO SUSTAINABILITY REPORT 20126

responsible behavior. This serves as a framework for our pursuit of CSR, including dialogue with stakeholders for the resolution of CSR
issues identified. Furthermore, by selecting disclosure items in reference to GRI guidelines and making improvements, Casio is striving to
implement CSR management that meets the expectations of the international community.
On March 11, 2011, the Great East Japan Earthquake unleashed widespread destruction, including a catastrophic tsunami along thenortheastern coastline of Japan, and a nuclear disaster at the Fukushima Daiichi power plant. Over a year has passed since thecatastrophe, but the recovery and reconstruction have not proceeded as quickly as hoped. Many victims of the disaster are still enduring
great difficulties and have not been able to rebuild or return to their homes. Casio will continue to accurately ascertain the needs of those in
the disaster region and provide long-term support.
This report highlights the main initiatives taken by Casio in fiscal 2012. After reviewing it, please let us know what you think. We value theopinions of all of our stakeholders, and use them to improve our future efforts.

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CASIO SUSTAINABILITY REPORT 2012

The Great East Japan Earthquake struck on March 31, 2011. In order to help with recovery and reconstructionin the disaster region and provide relief to the victims, Casio has been donating both money and supplies,
while providing other kinds of support such as sending employee volunteers.
Reconstruction Support Initiatives
Employee Volunteers
Volunteer Support in the Disaster Region
In October 2011, 23 Casio Group employees engaged in volunteer work in Shichigahama, Miyagi
Prefecture. The volunteers filled sandbags, helped with road maintenance work along the coast,and labored to remove and gather roof tiles from homes that had been destroyed. They also
supported the reconstruction effort by purchasing local specialty products.
In April 2012, 35 newly hired employees from Casio Computer Co., Ltd., and Yamagata Casio
performed volunteer work in Shichigahama. They dug up debris along a canal, sorting it, andleveled the ground.
New Casio employees volunteering
together

School Visits
In December 2011, Casio paid a visit to Koharagi Junior High School, followed by a visit to
Magome Elementary School in March 2012. Both schools are located in Kesennuma, Miyagi
Prefecture. Each time a class was delivered to the entire school on the “Connections of Life.”
After the class the students responded with comments such as “Now I have a better idea how toapproach my life,” and “I learned that by having the right perspective on life, the way I live willchange,” as well as “I really understood the importance of life.”
This dialogue-based class showed
students how empathy can ariseeven under difficult circumstances,and went two hours longer thanplanned.

Providing Relief Supplies
Relief supplies

Quantity

Main recipients

Clocks9,600 Temporary housing residents, etc.

Calculators and scientific calculators

2,150 Affected schools and teachers, etc.
Government agencies, affectedcompanies, etc.

Name Land300

GPS digital cameras

Prefectural and municipal disaster100 response headquarters, and NGOs /NPOs providing humanitarian aid

Electronic pianos

80 Affected schools

Digital cameras

70

Affected kindergartens, and NPOs
providing mental health care

Electronic cash registers

30

Temporary shopping area in
Minamisanriku

CASIO SUSTAINABILITY REPORT 2012

Remarks

8

Joint donation with the Watanabe
Foundation for Music & CultureSupport for the Temporary Shopping Area in Minamisanriku
Minamisanriku, Miyagi Prefecture, was devastated in the tsunami caused by the Great East Japan
Earthquake. A temporary shopping area, the Minamisanriku Sansan Shopping Plaza, was openedin the town on February 25, 2012, and Casio donated cash registers to all 30 shops in the facility.
Before the opening day, Casio employees set up the cash registers and showed the shopkeepers
how to use them.

Donated cash register in a store

Message from Zenyu Oikawa, Head of the Management Association for the Minamisanriku
Shizugawa Fukkou Meitengai (Minamisanriku Sansan Shopping Village)
About 60% of the homes in Minamisanriku were destroyed or damaged by the tsunami.
After many ups and downs, and with the hope that reconstruction of shops will help
promote reconstruction of the town, a large temporary shopping area was opened on
February 25, 2012. Located in the Shizugawa district, the Minamisanriku Sansan
Shopping Village consists of 30 stores.
Although the national government paid for shop construction, the shopkeepers had tocover the cost of everything inside. We also received a lot of support from across thecountry for the opening. All the shops received from Casio the latest cash registers and calculators.
In addition to providing the equipment, Casio staff also showed each shop how to do menu setting and use the functions. We
would like to thank Casio again for this support.
Since the homes around the shopping area were washed away and there are few residents here now, the challenge for us is
to attract customers. We would be very grateful if Casio could help us create a mechanism to sell the abundant seafood of
Minamisanriku to people nationwide, disseminate information, and provide other support in the future.

Donations and Funding from the Casio Group
Recipient

AmountRemarks

Japan Platform

77 million yen

Ashinaga Great East Japan Earthquake & Tsunami
Orphans Fundraising Campaign

5 million yen 2 million yen per year for 10 years, starting in fiscal 2013

CIPA Photo Aid

1 million yen
Donated proceeds from the sale of a special G-SHOCK$30,800 model with a Japanese flag emblem on the watchband(Casio America)

American Red Cross

Casio Group Employee Fundraising
RecipientJapanese Red Cross Society, JAM

AmountRemarks

10.58 million
yen

9CASIO SUSTAINABILITY REPORT 2012

OtherOCEANUS presents Great East Japan Earthquake Charity Jazz Evening
On March 18, 2011, a special “OCEANUS Presents Jazz Evening” was held as a charity event to support the victims of the Great East
Japan Earthquake. The proceeds of the ticket sales for the evening and the donations raised at the event were donated to theJapanese Red Cross Society for disaster area relief.

“A Beacon of Rebirth” Poster Exhibition
March 2012 marked the first anniversary of the Great East Japan Earthquake. By showing thecurrent situation in Tohoku and how residents there are rebuilding their lives, posters canprovide an opportunity for people to remember the disaster region. This is the reason behind
Casio’s participation in “A Beacon of Rebirth” Poster Project.
“A Beacon of Rebirth” poster exhibits were shown at headquarters and the Hamura R&D Centerof Casio Computer Co., Ltd., and at Yamagata Casio.

Ongoing Support for the Disaster Region
As part of efforts to foster the next generation, which is an important theme for the Casio Group's social contribution activities, the group willcontinue to provide support for disaster orphans and to fund mental health care for children affected by the disaster.

CASIO SUSTAINABILITY REPORT 201210

How to Deal with Human Rights Problems
Makoto Teranaka gave a talk on corporate activities and human rights. He was then joinedby Kaori Kuroda, and they responded to questions and comments from the audience. The
dialogue event covered the following three themes: (1) how to address human rights
issues; (2) criteria for determining such issues; and (3) human rights problems of
employees including hiring of foreign workers. The following are summaries of the points
they made.
Stakeholder Dialogue
Two Experts on CSR

Handling Conflicts in Good Faith (Makoto Teranaka)I think the most important thing when dealing with a problem is determining how to deal
with the conflict in good faith. You must listen to what the other party is saying, and try toresolve the problem together. Companies that are unable to do this cannot survive.
In regard to the problem of employee overtime work, which is particularly significant in
China, like in other countries, you have to look into the local context. You must thencreate a better management system by taking the local environment into consideration.
Japanese companies should put more effort into this field.
Although not well understood in Japan, allowing hiring conditions to differ on the basis ofnationality is clearly discrimination under international law. The problem of discrimination
against foreign workers must first be recognized, among other issues.

Makoto Teranaka
Visiting Professor,
Tokyo Keizai University
Former Executive Director,
Amnesty International Japan

CSR Policies for Globalization (Kaori Kuroda)
The first and most important thing is to carry out due diligence based on a fullunderstanding that the activities of your company may lead to human rights violation.
Taking measures once a problem has occurred usually leads to other mistakes anddifficulties. It is important to actually visit the site where the problem occured and grasp
the situation precisely. Overtime work can sometimes happen when the interests of
employees wanting to work coincide with those of a company wanting long hours oflabor. In such conditions, there have been cases in which long working hours have been
improved by taking steps to create more supportive workplaces together with employees,
in addition to implementing delivery adjustments and training in human resource
management. Today it is necessary to take measures based on consideration of diverse
values, not just in product development, but also in human rights and CSR policies.

11

Kaori Kuroda
Co-Director, CSO Network JapanCASIO SUSTAINABILITY REPORT 2012

Casio’s Response to the Dialogue
While respect for human rights is an important issue for companies, it is a topic that tends tobe overlooked.
It was good to approach this issue directly and to hear these persuasive speakers withextensive expertise in the field of human rights. It gave me an opportunity to reaffirm theimportance of this issue.
Based on today's discussion of the degree of preparation required, and how to use thedecision-making criteria once confronted with a problem, I will continue to strengthen my due
diligence efforts.

Makoto Kobayashi
Corporate Officer andGeneral Manager,
Secretarial and External
Affairs Department

CASIO SUSTAINABILITY REPORT 201212

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 carefully to all of its employees. 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 world.
Working to build a more sustainable world
The world today is faced with complex economic, environmental and social problems of a very serious nature. Humanity as a whole needs
to consider what a desirable society is, and then find ways to resolve these problems. If economic activities are to be maintained on thisplanet with limited resources, every member of society must try to help achieve sustainability. Accordingly, Casio's aim is to contribute tosociety through the resolution of social and environmental issues related directly and indirectly to business management, while continuing toprovide new value to society, based on its corporate creed of "Creativity and Contribution." Casio will steadily pursue specific initiatives
while always thinking originally about the best ways to solve each issue.

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

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CASIO SUSTAINABILITY REPORT 2012

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
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 product development,but of every other part of the business.

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 subordinateswith 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 Charterand 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.
Every other year, Casio conducts a comprehensive questionnaire survey to learn what group employees in Japan think about the Charter of

CASIO SUSTAINABILITY REPORT 201214

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 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 ofthis. 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
4.Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining;
5.the elimination of all forms of forced and compulsory labor;
6.the effective abolition of child labor; and7.the elimination of discrimination in respect of employment and occupation.

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CASIO SUSTAINABILITY REPORT 2012

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.

Main stakeholders of the Casio GroupThrough ongoing dialogue with various stakeholder groups, Casio is helping to resolve social issues in various fields relating to its businessactivities.
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
Human resource recruitment and utilization
Fair evaluation and treatment
Industrial health and safety and employee healthpromotion

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

Local communities

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

Global environment

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

CASIO SUSTAINABILITY REPORT 201216

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

Social Initiatives: Action Plans and Performance

Casio communicates with stakeholders todetermine the issues that it should address

Each fiscal year issues are identified, andpromotion plans are drafted andto meet the expectations of society.

implemented to ensure that CSR activities
are steadily carried out.

Corporate GovernanceCompliance and Risk Management

Through various initiatives, Casio is working
to strengthen the soundness andtransparency of its management.

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

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CASIO SUSTAINABILITY REPORT 2012

Guided by the ISO 26000 international guidance standard on social responsibility, Casio determines the issues
it must address to meet social expectations in close communication with stakeholders. The company isimplementing management cycles designed to drive constant progress.
Steps in CSR Implementation
Since the establishment of its CSR Operations Section 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. Now however, thecompany is working to generate new corporate value from a global perspective.
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, the company evaluated and analyzed the status of initiatives at each company
based on the core subjects under ISO 26000. In fiscal 2013, Casio will begin implementing plan-do-check-act (PDCA) management cycles
for the priority issues it has identified through analysis of its current level of adherence with ISO 26000.
Implementing CSR initiatives

CSR Committee
A CSR Committee headed by the director responsible for CSR has been established under the board of directors. The committee is thecentral body for implementation of CSR.
Operations conducted by the CSR Committee are based on the use of management cycles. A stakeholder dialogue is held at the beginningof the fiscal year, after which the annual initiative themes are established and/or updated. The departments mainly responsible for eachtheme establish goals for their themes and set annual plans to achieve the goals before implementing the necessary programs. At the endof the fiscal year, the departments review and evaluate their own results, in addition to an objective evaluation by the Internal Audit
Department. Based on this, issues are then re-defined and used to establish the themes and plans for the next fiscal year.

CASIO SUSTAINABILITY REPORT 201218

CSR Committee System

In fiscal 2012, Casio worked on a total of nine themes, including those carried over from the previous year. There were eight themes related
to CSR and one theme related to compliance. The individual themes and status of implementation are shown below.
<Individual themes for fiscal 2012 and implementation status>
No.

Theme

Fiscal 2012 performance

StatusFiscal 2013 plan1

Implement group CSR

Established framework andidentified CSR issues

Completed―

2

Great East Japan Earthquake:
Aid for affected area

Dispatched volunteers

Completed―3

Improve environmental
performance

Carried out study into levels ofpriority and difficulty

Ongoingtheme

Determine
categories formeasurement

4

Promote CSR procurementin supply chain

Implemented onsite inspections
at suppliers

Ongoing
theme

Hold suppliermeetings

5

Strengthen crisis
management

Formulated and put in placemeasures for major earthquakewith Tokyo epicenter

Completed―

6

Advance promotion andactivity of female employees

Held seminars for female
employees

Ongoingtheme

Produce guidebook

7

Increase diversity

Hired foreign employees, etc.

Completed―

8

Raise brand value

Collaboration with major
European and US distributors

Cancelled―9Address compliance risk
measures

Revised information security rules

Ongoingtheme

Establish log system

In addition to the ongoing themes described above, Casio divided up current issues into areas based on the stakeholder dialogue described
below, and established working groups to look into the problems and countermeasures for each area and formulate concrete action plans.
These classifications were used to establish the new themes that Casio will work on in fiscal 2013.

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CASIO SUSTAINABILITY REPORT 2012

Stakeholder dialogue
Prior to setting the themes for fiscal 2012, Hideto Kawakita of the International Institute for Human,
Organization and the Earth (IIHOE) was invited to attend a meeting with members of the CSR
Committee. At the meeting, Mr. Kawakita and the committee members discussed how Casio could
respond to the new ISO 26000 guidance standard and the aftermath of the Great East Japan
Earthquake in the setting of its fiscal 2012 initiative themes.
In addition, coached by Mr. Kawakita, members of each of the departments with responsibility
conducted CSR benchmarking, which consisted of reading CSR reports from other companies

Stakeholder dialogue

and comparing them with Casio’s report. The meeting participants discussed the future directionthat CSR at Casio should take and the best format for disseminating information.
In fiscal 2013, Casio is highlighting respect for human rights, giving it a special focus among the issues that the CSR Committee identified
as priority challenges based on the results of its analysis of ISO 26000 at the beginning of the fiscal year. Makoto Teranaka, a visiting
professor at Tokyo Keizai University, was invited to give a lecture to the CSR Committee on the subject of human rights. Kaori Kuroda,
Co-Director of CSO Network Japan, also took part in the dialogue that followed with CSR Committee members on the topic of human rights.
* See below for the details of the dialogue.

Stakeholder Dialogue

CASIO SUSTAINABILITY REPORT 201220

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 has implemented a broad range of initiatives to strengthen its corporate governance.
The board of directors is composed of eleven directors, one of whom is an external director. The term of office for directors is one year soas to clearly delineate the responsibility that the board of directors has for management and to facilitate a quick response to changes in thebusiness environment.
The board of directors is tasked with making prompt, reasonable management decisions. Board meetings are attended by directors andcorporate auditors, who discuss and make decisions on important business issues.
Based on Japan's Companies Act, Casio has also appointed three auditors (two of the three members are external auditors) andestablished a board of corporate auditors composed of these auditors. In accordance with audit policies set out by the board of corporate
auditors, the corporate auditors attend board of directors’ meetings, meetings of the corporate officers, and other important meetings andcommittees. In addition, they perform strict audits by interviewing and receiving reports from directors and others, and by reviewing
resolution documents relating to important decisions.
The external director and external auditors are independent officers registered with the Tokyo Stock Exchange in compliance withregulations. In addition, Casio has full-time staff that provide support for corporate auditors.
Accounting auditors perform external audits according to generally accepted Japanese auditing standards, and they also provide
recommendations for operational improvement.
The Internal Audit Department carries out audits to ensure that all Casio Group operations are being carried out in conformity with laws andregulations as well as internal standards.
Corporate Governance Framework

21

CASIO SUSTAINABILITY REPORT 2012

System of internal controls
Based on its corporate creed of "Creativity and Contribution," Casio has established basic policies to ensure the accuracy and reliability of
its financial reporting. It has also set up an Internal Control Committee composed of members of the Accounting Department, Information
System Department, CSR Operations Section, and Internal Audit Department, in order to secure an effective system of internal controls.
Fiscal 2012 marked the fourth year since the introduction of the internal control reporting system based on Japan’s Financial Instruments
and Exchange Act (J-SOX). As it did in the previous year, Casio sought to improve the financial strength of the entire group and enhance
management culture ahead of the introduction of the International Financial Reporting Standards (IFRS) based on a policy of globalizationand standardization. As part of these initiatives, the company also worked to strengthen internal controls.
The main initiative in fiscal 2012 was active implementation of the unified group accounting rules (Casio Global Criteria), which were revisedin the previous fiscal year based on a review that aimed to upgrade the entire group’s business processes, operation improvement rules,
and standard operation flows.
In particular, Casio began to establish important operation procedures and approval flows in partnership with local employees at groupcompanies outside Japan in accordance with their level of importance. This included group companies in emerging economies which havebecome increasingly important over the past few years, where the sales structure has been strengthened and expanded. Casio has beenrevising the content of criteria and operation flows in accordance with local conditions to reflect various circumstances that need to be taken
into consideration, such as restrictions under local tax systems and accounting standards. The company plans to progressively expand thisprocess in the future, while taking account of the conditions in each country when establishing operation procedures.
For fiscal 2013 and later, Casio will continue to pursue activities that enhance the level of internal control while further improving financial
strength and management culture for the entire group, based on its policy of globalization and standardization.

CASIO SUSTAINABILITY REPORT 201222

Casio’s effort to achieve total compliance management of employee conduct uses the Casio Group Code of
Conduct and a risk management system and whistleblower hotlines based on the Code.
Casio Group Code of Conduct
The Casio Group Code of Conduct represents a pledge of ethical behavior by Casio executives and employees to those in and outside thecompany. They use the code to make specific decisions in their daily work and personal lives based on ethics, laws and regulations.
While the code naturally applies to group companies in Japan, it also applies to group companies outside Japan. In tandem with the rapid
globalization of Casio in recent years, the code has been translated from Japanese into English and Chinese as well as the languages ofother countries where Casio operates when needed.
With the revision of the code in 2008, Casio implemented compliance training for all group companies, in order to promote even betterawareness.

Provisions of the Casio Group Code of Conduct
1. Purpose
2. Basic Policies
3. Code of Conduct
3-1. Compliance with Laws and Ethics

3-6. Information Protection

3-2. Respect for Human Rights

3-7. Environmental Conservation

3-3. Provision of Safety and Peace of Mind to Customers

3-8. Disclosure of Corporate Information

3-4. Fair Competition and Transactions

3-9. Maintenance of Social Order

3-5. Separation of Personal Affairs from Business3-10. Social Contributions

4. Implementation of the Code of Conduct
5. Handling Violations

Casio Group Code of Conduct

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 committee's first year, fiscal 2008, it identified 70 laws relating to Casio's businesses, and listed measures being taken to comply witheach law. Regarding laws where Casio had deficiencies relating to management cycle operation and manual preparation, the committee
analyzed the importance of each risk based on the occurrence possibility and its impact on company management. Measures were thenprepared to deal first with the risks of higher importance.
Casio transferred the risk management function from the Risk Management Committee to the CSR Committee in fiscal 2011.
In the practice of risk management, the department with the role most closely associated with the risk in question is designated as thedepartment with responsibility for the risk. The department with responsibility formulates a risk action program. The CSR Committee
Secretariat manages the implementation of the program, and the Internal Audit Department conducts an internal audit, which the CSR
Committee Secretariat then follows up with confirmation of the final status of the program.
In fiscal 2008, there were 19 risk factors in which the company's compliance was deficient and the risks were of high importance. By the endof fiscal 2011, specified measures had been put in place to deal with all of these factors.

23

CASIO SUSTAINABILITY REPORT 2012

Risk management system

Responding to emergencies
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, directors, and their families, preserving corporate assets, and maintaining business activities.
Sequential updates of the manual keep pace with changes in the business environment, and the company is taking practical initiatives atthe 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
Construction of a system to ensure absolutely no contact with organized criminal elements
Disaster prevention drill with the local community and provision of an open area for a temporary evacuation site
However, with the Great East Japan Earthquake, which struck in March 2011, circumstances were encountered that far exceeded previous
expectations. Visits were made to the sales sites in the disaster area and interviews conducted. By verifying emergency response activities
and assistance programs at the headquarters and local sites from the victims’ perspective, Casio was able to identify various points for
improvement. These points were reflected in a revised Crisis Management Manual based on the premise of responding to a major
earthquake with Tokyo at its epicenter. Casio also produced the Disaster Handbook for the families of its employees to deepen
understanding of disaster countermeasures in the home and promote disaster readiness.

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.
Casio has also lowered its disaster risk by actively utilizing public cloud computing infrastructure for some of its business content andservices, as well as having its own internal cloud computing network. In June 2010, the indirect materials purchasing system was
moved to an external service. In October 2011, Casio also moved its e-mail system, an important means of communication for
employees, to a professional external provider.

Information security
Casio is aware of its important social responsibility to maintain the security of information that it collects from
customers and other stakeholders in relation to its business activities. Casio strives to maintain the highest level of
information security. With the full implementation of Japan's Act on the Protection of Personal Information in 2005,
Casio launched the Protection of Personal Information Project and publicized the Privacy Policy on its web site.
Furthermore, as part of Casio's drive to strengthen its system for safe and proper handling of personal information,
Casio Computer Co., Ltd., worked to qualify for the Privacy Mark* certification and received it in December 2005.
Since obtaining certification, Casio has been properly carrying out the plan-do-check-act (PDCA) cycle to maintain its personal information
protection management system. This includes the establishment of annual plans, having all employees undergo training and make a pledge,

CASIO SUSTAINABILITY REPORT 201224

regular checking of personal information, access management on information systems, consignee supervision, and internal audits.
Accordingly, Casio has been able to renew and maintain its certification.
In fiscal 2012, Casio designated December as Information Security Month to encourage employees to be more careful about information
security. To achieve this, the company created security slogans about preventing common accidents, such as sending an e-mail message tothe wrong person, and produced posters to put up at Casio workplaces.
In November 2007, Casio's Information System Department received information security management system certification (ISO 27001).
The aim of applying for certification was to evaluate fulfillment of responsibility by the information system department, which has specializedskills and takes care of information assets for the entire company. Since then, Casio has further improved information security and its
effectiveness, and continues to implement PDCA cycles for risk reduction activities. A certification renewal audit is held every three years.
With the regular audit conducted in February 2012, the compatibility and effectiveness of Casio's information security management system
was again evaluated.
* 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.

Personal information protection system

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.
There were seven whistleblower reports in fiscal 2012. In each case, the callers were interviewed, and based on the content of theirreports, investigations were made, and correction measures implemented to resolve the problems.
The number of whistleblower reports has been decreasing each fiscal year. It is important to verify whether this is because there are no
problems that actually need to be reported, or whether it is because anxiety about reporting is concealing real problems. In fiscal 2013,
Casio plans to further improve the content of its whistleblower protection website and make efforts to increase understanding about
whistleblower reports among its employees with the aim of fully establishing the system. At the same time, the company will look into thereasons for the decrease in the number of reports.
＜Fiscal 2012 Report Details＞
4 cases concerning interpersonal relations in the workplace
2 cases relating to internal rules
1 other cases

25

CASIO SUSTAINABILITY REPORT 2012

Whistleblower Hotline

Export control
Export control, or export control security, aims to maintain international peace and security. It involves regulations on the export of goods
and technology that could be diverted for the development of weapons of mass destruction or other weaponry. The regulations aredesigned to prevent 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 atgroup companies outside Japan.

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.
Casio continues to hold compliance seminars given by employee instructors at the sales offices of Casio Computer Co., Ltd., in Japan. In
fiscal 2012, thirteen seminars were given at sales offices, and a total of 819 employees received the training, expanding their understandingof fair transactions. In addition, as a tool for promoting proper and fair transactions, Casio distributed Sales Compliance Cards to its sales
employees in Japan that they can always have with them. The cards contain information such as an ethics and compliance test for making
difficult decisions and contacts for advice or to make a whistleblower report. The cards are part of Casio’s initiative to build a legal
compliance system that enables consultation on potential problems in advance. All employees at the overseas sales offices of Casio
Computer Co., Ltd., receive training on competition law, which has been mandatory since fiscal 2009.

CASIO SUSTAINABILITY REPORT 201226

Casio Sales Compliance Card

27

CASIO SUSTAINABILITY REPORT 2012

In order to steadily promote CSR initiatives, Casio carries out activities using a specific plan-do-check-act(PDCA) management cycle. The following covers the fiscal 2012 issues and activity results for social
initiatives, along with the priority issues for fiscal 2013, based on these activity results.
Social initiatives: Fiscal 2012 action plans and performance/Fiscal 2013 action plans
Evaluation: All targets met,

: Most targets met,

: Remaining issues outweigh results,: No progress madeCorporate governance
FY2012 Targets & Plans

FY2012 Performance

Promote further improvement of internal
controls based on Japan’s Financial
Instruments and Exchange Act

Enhanced financial strength of theentire group ahead of the introduction ofInternational Financial ReportingStandards (IFRS), and promoted thestrengthening of internal controls,
among initiatives to improve
management culture

Evaluation

FY2013 Targets & Plans

Promote further improvement of internal
controls based on Japan’s Financial
Instruments and Exchange Act

Compliance and risk management
FY2012 Targets & Plans

FY2012 Performance

Continue monitoring relating to major
laws by the Risk Management
Committee Secretariat and implement
simulations

Secretariat of the CSR Committee (towhich the functions of the Risk
Management Committee have beentransferred) implemented monitoring
relating to four major laws

Formulate and implement a new risk
monitoring mechanism, following theend of the previous risk management
and implementation cycle

Conduct compliance training that
includes group employees outsideJapan

Carried out education on compliance atgroup companies in and outside Japan

Shift the focus of CSR education in the
Casio Group from compliance education
based on Japanese law to CSR itself

Conduct risk review ahead of thePrivacy Mark renewal audit andreestablish safety measures

Conducted risk review ahead of Privacy
Mark renewal audit; continued to
implement training and employee
pledges on protecting personal
information at group companies

Promote the effective utilization of
information assets in the ISMS, alongwith better and more thoroughmanagement of incidents

Promoted security management that
increased effective utilization of
information assets

Start operation processes using theITIL, and establish PDCA cycles for
improvement

Commenced operation processes using
ITIL and promoted operation
improvements through QC programs(ITQC)CASIO SUSTAINABILITY REPORT 201228

Evaluation

FY2013 Targets & Plans

Carry out comprehensive security
management adapted to the changes insociety and the business environment
Strengthen the linkage between risk
management and business themes(measures related to better productquality, improved IT services andsecurity)
Improve operation processes and tools
using ITIL and establish PDCA cycles
for improvement of service quality

Customers
FY2012 Targets & Plans

FY2012 PerformanceStrengthen initiatives to prevent
reoccurrence based on re-analysis ofpast failure examples

Strengthened measures based oncomprehensive quality inspection
programs

Implement a voluntary action plan on
product safety

Ensured execution of a voluntary action
plan on product safety

Minimize risk by accelerating andstreamlining collection of accident
information

Strengthened and vigorously
implemented rules on collection of
accident information

Establish a system for responding tosafety laws

Established a system for responding tosafety laws

Continue to promote measures toimprove customer satisfaction throughafter-sales customer satisfaction
surveys

Identified issues based on anafter-sales customer satisfaction survey

Promote customer satisfaction
improvement by strengthening the
Casio online repair direct request
systemIncreased the number of customers
using the Casio online repair system

Update the customer service website

Revised the structure of the website to
make it easier for visitors to get to thepage they want based on an analysis ofwebsite links and the duration of visits

Strengthen feedback for product quality
improvement, by ensuring thethoroughness of the market monitoring
functionContributed to improvements in productquality using analysis of customer
comments and feedback

Diversify China concentration risk

Planned to increase allotment of
manufacturing to Thailand, but plan
delayed slightly due to flooding(This plan is now in progress with theestablishment of a new plant inThailand)

Improve and streamline production
systemRestructure and integrate functions inSouthern China

Transferred Casio Hong Kong functions
to Shenzhen largely in line with plans

Strengthen technological abilities at
production sites in Japan

Strengthened positioning of in-houseproduction of core components as a key
business strategy, and provided
leadership for group companies outside
Japan

29

Evaluation

FY2013 Targets & Plans

Reduce quality problems by focusing on
new technology for establishingsystems that conform to safety laws andregulations
Prioritize management of product quality
as an integral part of overseas businessexpansion

Continue to improve customer
satisfaction based on implementation ofafter-sales customer satisfaction
surveysUpdate the pages about watches on thecustomer support website
Strengthen feedback by improving andestablishing methods for analyzing
trends in the comments of dissatisfied
customers

Further diversify China concentration
risk by adding more products to thosefor which risk is already diversified
Further clarify status of components
through restructuring of productionrelated systems and reorganization of
IPO functions

CASIO SUSTAINABILITY REPORT 2012

Suppliers
FY2012 Targets & Plans

FY2012 Performance

Continue to implement CSR
questionnaires for suppliers in andoutside Japan(Investigating a change in the question
format for overseas questionnaires to
one using a response scale of 1 to 5)

Continued implementation of CSR
questionnaires in and outside Japan(Responses received from 178
companies in China and 44 in Thailand.
The switch to the five-point scoring
system has enabled better visualizationof achievement. In Japan, the online
questionnaire response rate was 96%,
compared with 95% the previous year.
The questionnaire also covers BCP
initiatives in Japan.)

Expand CSR inspections for suppliers
outside Japan(plan and implement inspections by
CSR promotion project members atoverseas sites, from planning toinspection result evaluation)

Continue implementation of model
initiative presentations by suppliers thathave received onsite CSR measureinspections(present model cases where
improvements have been made on
issues identified in onsite inspections)

CASIO SUSTAINABILITY REPORT 2012

Implemented inspections of CSR
measures at 9 company sites in China,
covering 30% of suppliers in terms ofvolume over a two-year period
Implemented inspections of
CSR measures at 5 company sites inThailand during the first half of the fiscal
year, but forced to suspend program in
the second half of the year due toflooding
Implemented model initiative
presentations by suppliers that havereceived onsite inspections of CSR
measures (representative suppliers
present model cases where
improvements have been made on
issues identified in onsite inspections toserve as examples of best practice forother companies)

30

Evaluation

FY2013 Targets & Plans

Continue to implement CSR
questionnaires in and outside Japan
Review the question categories forJapan to make the content easier for
suppliers to understand and respond toContinue to follow up BCP surveys

Continue to implement inspections of
CSR measures for suppliers outsideJapan
In Thailand, recommence education andinspections once operations at newplant stabilize

Share expertise through model initiative
presentations by suppliers that havereceived onsite inspections of CSR
measuresEmployees
FY2012 Targets & Plans

FY2012 Performance

Continue activities for the advancementof female employees

Held seminars for female employees (3seminars/180 attendees)
Held assemblies on work-life balance (2assemblies/50 attendees) and held
three female employee role-model
meetings

Evaluation

Employ and train global humanresources
Continue activities for the advancementof female employees

Employment rate of persons with
Maintain the employment rate ofdisabilities fell from 1.86% to 1.64% for
persons with disabilities within the Casio
the conslidated Casio Group withinGroup in Japan
Japan

Take action to achieve the legally
mandated employment rate of persons
with disabilities at group companies inJapanContinue to provide job opportunities to Continued to provide rehiring
employees that have reached the age of opportunities to employees who havemandatory retirement
reached mandatory retirement age

Continue to maintain the percentage of
eligible female employees taking
childcare leave at above 90%

Continue to provide rehiring
opportunities to employees who havereached mandatory retirement age

Maintained percentage of eligible
female employees taking childcare
leave above 90%

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

Maintained percentage of female
employees returning to work after taking
childcare leave above 90%

Continue initiatives for reducing
overtime work

Ensured attention to safety and healthwith overtime work management for
management level employees as well
as regular employees

Ensure recommendation of proper
medical examinations at medical
institutions for those with high-risk
results in a regular health check

Achieved follow up rate of over 70% by
ensuring those with high-risk results inhealth checks received proper medical
examinations

Continue smoking cessation support
programContinued smoking cessation support
program

FY2013 Targets & Plans

Maintain percentage of female
employees returning to work after
taking childcare leave above 90%
Continue initiatives for reducing
overtime work
Ensure referral of those with high-risk
results in a regular health check to
medical institutions for proper medical
examinations
Continue smoking-cessation support
program

Local communities
FY2012 Targets & Plans

FY2012 Performance

Expand activities by further improving
content of programs for educating thenext generation

Enhanced education programs,
providing oppertunities for learning to a
total of 4,841 students (an increase of
2,909 students compared to last year)

Continue support for cutting edge
science and technology research

Provided a total of 38 research grants
totaling 49 million yen, through the
Casio Science Promotion Foundation

Continue support for victims and for thedisaster region after the Great East
Japan Earthquake

In addition to the school visit programand dispatch of employee volunteers,
also continued to provide material
assistance

31

Evaluation

FY2013 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 researchContinue 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.

CASIO SUSTAINABILITY REPORT 2012

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 secures competitive advantage,
maintains operational freedom, and improves

Casio's product development concept is
simple: going from "0" to "1."profitability by adopting specific mechanisms
to drive the creation of intellectual property.

Activities to Improve Customer Satisfaction

Quality Assurance

Casio believes customer satisfaction canalways go up, and is strengthening its threemain customer satisfaction initiatives.

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

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
working to improve its system for providing
customer support information, while

Deeply valuing long-term relationships withcustomers, Casio strives to improve the skillsof support employees and uses customer

enhancing the service skills of its staff.

feedback in the development of products andservices.

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

CASIO SUSTAINABILITY REPORT 201232

Product planning that accurately targets customer needs and the advanced technologies required to realize
those plans: these are the two driving forces behind Casio's pursuit of innovative products that generate new
demand.
Product Development for Social Progress and Better Living
Casio’s product development concept involves “going from 0 to 1.” Since its inception, the company
has consistently sought to improve people’s lifestyles by providing products that did not exist before,
and thereby supporting social progress. Casio’s aim is always to develop products that generate
their own demand. Casio has been relentlessly pursuing its own advancement by building theoutstanding product planning abilities, ideas, and creativity it needs to achieve this aim.
Nevertheless, the creation of products with new value based on latent customer needs cannot be
achieved by armchair thinkers. Sometimes product development engineers need to experiencechallenging product usage environments, and actually assess for themselves the true value of theirproducts.

While maintaining a global perspective, Casio is also developing and providing
products that precisely target particular national and regional needs. Casio’s
calculator with selectable Indian number display was the fi rst to adopt the traditional
Indian method of inserting a comma after the thousand position, and then after every
subsequent two digits (i.e. hundred thousand, ten million, etc.). The company also
launched an oriental electronic keyboard featuring the 54 tones and 83 rhythms
characteristic of the major musical regions of the Middle and Near East, namely, theArab / Maghreb, Khaleeji, Iran, and Oriental regions. Thousands of different products

MJ-120D

Product developers conduct
verification in the field

Display with Indian
Digit Grouping

have been launched by Casio the world over, including dynamic product proposals for high-growth newly emerging markets.
In order to translate unique product concepts like these into competitive products, a high level of technical expertise is needed. Only atechnology leader can overcome the various hurdles involved. This is why Casio constantly works to develop advanced technologies and istaking on the challenge of pioneering new fields.

Creating Originality with New Ideas and Technologies
Casio is constantly developing its five core technologies to make it possible to turn groundbreaking ideas into actual products.
five core technologies

33

CASIO SUSTAINABILITY REPORT 2012

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.
In developing the DT-X8, a handheld scanner terminal that is widely used at logistics and retailsites, Casio focused on a shock-resistant design to achieve ease of use in the tough working
conditions in the real world of distribution. In addition to 3-meter drop resistance, the DT-X8 is also
IP67 dust-proof and splash-proof and functions at -20°C, making it ready for the most challenging

DT-X8, a handheld scanner terminal

real-world conditions—in dusty sites, in the rain, and in cold storage.
The DT-X8 also features highly ergonomic operation; the shape of the key tops and the pitch of thekeys is finely crafted to make it easy to identify the keys by feel even when wearing work gloves,which facilitates reliable input.

Digital design data shared on a network
Casio products are all designed in 3D using computer software, and are stored as digital data. Thesefiles are centrally managed along with circuit diagrams, component data, specifications, andproduction schedules, and are shared via network with production sites and logistics facilities. Thissystem was established to enable Casio to flexibly adapt to changing conditions, such as changes inuser needs and the economic environment.
By sharing this data throughout the company, Casio can ensure that circuits and parts that work thesame way, even if used in different product areas, are standardized, achieving lower procurement
costs and greater efficiency in assembly. If any problems arise in relation to quality or theenvironment, Casio can efficiently go through its past product lineup to determine if there is a need toreplace a certain part, or can work across departmental lines to examine the total environmental
impact, for instance, calculating the amount of designated chemical substances contained in products.
Design data is also used in the creation of catalogs and instruction manuals. Since design data canbe used to create 3D diagrams and cross-section diagrams, there is no need to start drawing new
diagrams from scratch. This accelerates the production process and keeps costs down.

Platform design for flexible production
Casio's electronic dictionaries come in a variety of models and in a wide array of colors to meet the needs of today's diverse users. To
efficiently produce product lineups that span a wide range of configurations, Casio integrates all the common parts of each product to createa single "platform unit." This allows Casio to keep costs down by ordering parts in large quantities, and to improve manufacturing efficiency
by standardizing production processes.
Casio determines how many of each product to ship by looking at the market conditions immediately before shipment, inserting different
types of content into the platform units, assembling the exterior, and then packaging the products. This allows Casio to supply only the
number of models necessary in the shortest period of time.

CASIO SUSTAINABILITY REPORT 201234

Use of platform unit in electronic dictionary

35

CASIO SUSTAINABILITY REPORT 2012

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“Making Casio a Company with Even Stronger Intellectual Property Capacity”
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 Center
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 Center 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 201236

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
Center from positions within their respective divisions, these patentexperts work to strengthen the intellectual property abilities of theirrespective 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

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 ofTechno Power exhibition

developing new technologies.

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CASIO SUSTAINABILITY REPORT 2012

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 2,024 registered trademarks
in 197 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

Casio has registered the Casio brand for product trademarks in the countries indicated in blue. In the countries indicated in yellow,
trademark review has been delayed in one area, there is no trademark system, or applications are not being accepted due to the politician
situation.

CASIO SUSTAINABILITY REPORT 201238

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, 2012)

Trademark rights acquisition (as of March 31, 2012)

Counterfeit product removal and consumer protection activities
Counterfeit versions of Casio watches and calculators can be found around the world, and they can have a large negative impact on sales.
In 2005, Casio began holding regular group-wide conferences combat fake products. At these meetings, employees discuss the damage
situation, priority of countermeasures, and the degree of importance. Business divisions and sales departments at headquarters arecommitted, and Casio is working to strengthen its counterfeiting countermeasures in China, Hong Kong, and other consumer countries. At
the same time, Casio has appointed an employee in charge of counterfeiting countermeasures at Casio Shanghai, and is strengthening
efforts to stop these products at Chinese factories and in customs inspections.

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CASIO SUSTAINABILITY REPORT 2012

Casio is striving to improve customer satisfaction through three major activities.
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. Casio is working to incorporate the voice of the customer more than ever before in the creation of even better products.
1. After-sales CS: Responding to customer requests and inquiries with service that is “rapidly,” “exactly” and “politely”
2. Functional CS: Striving to create value and product functionality that leads to customer satisfaction
3. Quality CS: Working to strengthen product quality to assure customer satisfaction
Under these three major CS activities, Casio is investing in programs to improve product knowledge, repair technical skills, and customer
service skills.
In fiscal 2012 , Casio once again carried out Internet surveys using its own method, which it established in fiscal 2010 to ensure continual
assessment of customer satisfaction levels, particularly with regard to after-sales CS activities.
Casio is also working hard to ensure that customer feedback from in and outside Japan is always delivered directly to the right place within
the company, 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).

CASIO SUSTAINABILITY REPORT 201240

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. Chaired by the Executive Vice President, 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 Department (within the Global Marketing Headquarters) has been
linked together with the Engineering Department (within the Production & Purchasing Division). By closely connecting the productdevelopment and sales teams, Casio is working hard to ensure quality, with the cooperation of all departments, while always pursuing thebest solution for customers.

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CASIO SUSTAINABILITY REPORT 2012

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, 1994

Kofu Casio Co., Ltd.

August 1, 1994

Casio Electronic Manufacturing Co., Ltd.

August 5, 1994

Yamagata Casio Co., Ltd.

December 16, 1994

Casio Techno Co., Ltd.

May 21, 2004

Casio (Thailand) Co., Ltd.

July 13, 2012

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

March 22, 2002

Casio Electronic Technology (Zhongshan) Co., Ltd.

October 26, 2006

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.

CASIO SUSTAINABILITY REPORT 201242

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.

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.

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CASIO SUSTAINABILITY REPORT 2012

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 with customers, theCustomer Support Center strives to respond to customer inquiries rapidly,
exactly, politely and sincerely. The Customer Support Center strives to resolve
any issues customers may have.
Casio is working to expand its training programs for improving the primary
skills of customer support staff, including technical, communication, andwriting skills. These abilities are required every day to properly provide
customers with the useful information that they need. The Customer Support
Center also aims for the fast and accurate resolution of customer inquiries bystandardizing customer response procedures in writing.
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 improve customer
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 with customer
support centers at local sales subsidiaries outside Japan.
Breakdown of Product Inquiries (Fiscal 2012, Overseas/Japan)
Item

Fiscal 2012
OverseasJapan

Timepieces

39.4％

27.7％

Digital Cameras

25.7％

17.9％

Calculators

7.9％

3.4％

Other Consumer Products

9.5％

28.2％

System Equipment

17.6％

22.8％

100.0％

100.0％

Total
Customer Support Center

CASIO SUSTAINABILITY REPORT 201244

Breakdown of Customer Inquiries in Japan(Fiscal 2012, Consumer Products)

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 digital cameras after customer feedback

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CASIO SUSTAINABILITY REPORT 2012

Global Teachers Meeting Spurs Product Development
Nearly every year since 2007 Casio has held a Global Teachers Meeting, inviting
teachers from around the world who are passionate about mathematics education andresearch to the Hamura R&D Center and Casio headquarters in Hatsudai. The aim of
the meeting is to contribute to the development of mathematics education in actualclassrooms by using feedback from teachers to develop products that meet real-world
educational needs.
The Global Teachers Meeting did not take place in fiscal 2012 due to the Great East
Japan Earthquake. However, based on demand from the real world of education
expressed at previous meetings, Casio developed a calculator model exclusively for South Africa, a country which isexperiencing astonishing economic development. In the development of the calculator, Casio held repeated consultations on
the detailed specifications with classroom teachers via local agencies to produce an easier-to-use calculator that is tailored to
the local mathematics curriculum. Thanks to these efforts, the new calculator is the world’s first general scientific calculator to
include dual table and PreAns functions. These functions have received high acclaim from South African educators.

Scientific Calculators fx-82ZA PLUS

Advanced Table Mode

CASIO SUSTAINABILITY REPORT 2012

46

OCEANUS User Manual Wins Excellence Award (in Its Category) at Japan Manual Contest
On October 7, 2011, Casio’s OCEANUS user manual won an Excellence Award in the Paper Manuals – Operations Manuals
Category 1 of the Japan Manual Contest 2011 held by the Japan Technical Communicators Association.
Consumers often say that they can’t be bothered to read the manuals for small, multi-function products or that they don’t know
where to find the information they need in the manual. Addressing these concerns, the company focused on making
improvements in the three areas below to allow customers to make the most of their new Casio multi-function watches.
(1) Listing what the customer should do first at the beginning of the manual to facilitate immediate use straight after purchase;(2) Condensing information, reducing text, and using easy-to-read Universal Design fonts;(3) Designing the shading of lines in the illustrations of watches to highlight areas for customer attention.
The comments received from the contest judges included, “Easy to read despite the small size,” “Clearly organized, whichconveys a sense of quality,” and “Easy to navigate.”
Looking ahead, Casio will extend the format from this manual to its other watch brands. The goal is to make it possible forcustomers to use a Casio watch without any stress and make them feel happy that they chose Casio.

Illustrations are simple with the watch
parts related to the operation being
discussed accentuated. Text is kept toa minimum to ensure that the manual iseasy to read despite the small size.

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CASIO SUSTAINABILITY REPORT 2012

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

Repair service in Japan
Casio's service departments, which are responsible for product repairs, strive to satisfy customers by providing after-sales service that
fulfills three commitments: reliable technology, prompt response, and reasonable service fees.

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.
At Casio Techno Co., Ltd., which handles repair of Casio products, employees have been working constantly to obtain external
qualifications for a number of years. In the past few years, Casio Techno has been encouraging its employees to obtain the recommended
qualification for each department with reference to the skill standards for IT professional (ITSS) career framework. All of its employees havean obligation to obtain qualifications which involve systematic study of basic internet knowledge, such as “.com Master,” and this ismandatory in all departments

CASIO SUSTAINABILITY REPORT 201248

Prompt response
Casio is taking steps to improve operations by focusing on parts procurement, the repair system, and repair technical skill, so as to shorten
repair time and return repaired products to customers as quickly as possible. As part of these efforts, in June 2012, a repair center for
consumer products was established in Osaka in western Japan, which has convenient logistics and can easily reach a large number ofcustomers. This repair center is equal in size to the East Japan Repair Center, which is currently responsible for eastern Japan. Starting infiscal 2011, Casio also reduced the service fees for its online pick-up repair service. This service is very convenient for customers who do
not have the time to take a digital camera, electronic dictionary, or watch to a service center or retailer. They just go online and schedule apick-up and repair. This is an example of Casio’s commitment to improving repair services and reaching more customers, and Casio is
actively promoting this new pick-up service.

Reasonable service fees
Casio is striving to ensure reasonable repair fees by controlling costs through the improvement of methods for repair and partsprocurement. In fiscal 2012, as a support measure for people in areas stricken by the Great East Japan Earthquake, Casio repaired
consumer products at half the usual price for a six month period through September 30, 2011.
Going forward, Casio will continue to look for ways to keep reasonable repair fees for customers.

Repair service of overseas
Outside Japan, a total of 736 companies, which include 8 local subsidiaries and 728 repair partner companies, carry out repairs of Casio
products worldwide.
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. At the same time, Casio is working hard to continuallyassess and improve repair time, quality, and costs at each repair center.
Casio also holds regular regional conferences for service managers in each country in order to disseminate improvement activities under its
three major CS activities aimed at improving customer satisfaction worldwide. Casio held such conferences in China, India, and Russia infiscal 2012.

Service technical course (Europe)

Service managers’ conference (India)

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CASIO SUSTAINABILITY REPORT 2012

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 streamline 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 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
Since sales for products such as electronic dictionaries for education (for schools, teachers and students) are concentrated in the early
spring when the Japanese school year starts, this makes accurate sales planning more difficult. On the other hand, the components at thecore of these products, such as semiconductors and display devices, have a procurement lead time that is determined by the market. Thismeans long-term planning is required.
Accordingly, Casio has taken various measures to minimize the loss of sales opportunities, and has worked to expand its market share.
One such measure is the operation of parallel supply chain management systems (SCM) at the headquarters procurement division and a
production site, in order to enhance capacity simulation speed.
Production sites carry out simulations based on sales plans provided by the sales department, and calculate the personnel and equipmentlevels needed for production, before making the necessary arrangements. The materials procurement department adjusts the procurement
quantities every week by looking at information on materials to be received and the models prioritized by the sales department. These
efforts help ensure timely production delivery.
In the case of electronic dictionaries, by using common platforms as base models, and performing primary assembly production, it ispossible to add individual model specifications, such as dictionary content, display panels, and keyboards, during secondary assembly justprior to delivery. This enables Casio to rapidly meet changes in customer demand.
In the past, all parts procurement was carried out three months in advance. However, through the use of model platforms, the lead time forfinal product specifications determination has been shortened to just two weeks in advance, which also helps minimize surplus production.
Casio responds to the competitive and rapidly changing market for digital cameras by using weekly supply chain management in alldivisions for sales, procurement and production.

CASIO SUSTAINABILITY REPORT 201250

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.
he 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

Casio’s plant in Nava Nakorn Industrial Park of Pathum Thani Province in Thailand was damaged by the October 2011 flooding. Moving
quickly, the Casio Group was able to meet its supply obligations by switching production to manufacturing sites in Japan and China. At thesame time, Casio brought forward the opening date of its new plant in Nakhonratchasima Province, a different part of Thailand, where
preparations for operation had been underway. This new Thai plant is located on high ground not vulnerable to flooding. Looking ahead,
Casio plans to increase the manufacturing functions at the plant, making it one of the main production sites in the Casio Group, byexpanding the number of products manufactured as well as producing components on site.
Although Casio was able to adapt in 2011, the recent flooding in Thailand has brought a range of issues into sharp focus. The Casio Group
is currently addressing these issues in a review of its business continuity plans at the company’s production sites outside Japan.

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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 respect for freedom of
association, the right to associate, and the right to collective bargaining, as well as ensure that absolutely no contact is madewith organized criminal elements. Therefore, Casio requires its suppliers to observe the same 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,
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.

CASIO SUSTAINABILITY REPORT 201252

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.

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 and Thailand.
In the past, these briefings simply involved Casio explaining its business policies to suppliers and asking them to undertake initiatives.
Starting in fiscal 2010 however, Casio is using these briefings as an opportunity for interaction, for instance, by having a selected supplierpresent its own exemplary CSR initiatives. Through joint efforts with suppliers, Casio is aiming for continued improvement in the level of
CSR performance.
Since fiscal 2011, Casio has been asking suppliers whose sites it had audited for CSR performance to present examples of their efforts toimprove CSR activities. It is proving highly effective to share case studies and know-how when addressing CSR issues.

Briefing on Procurement Policies

Award ceremony at
the Procurement Policies briefing

Presentation of exemplary
CSR implementationand improvement by a supplier

Comprehensive management of CSR performance
In fiscal 2008, Casio started conducting 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. Additionally, starting infiscal 2010, Casio has been evaluating suppliers in Japan based on a five-point scoring system for all 340 items in the Supply-Chain CSR
Deployment Guidebook published by the Japan Electronics and Information Technology Industries Association (JEITA), in an effort to gain abetter grasp of and visualize the situation.
In fiscal 2012, Casio again conducted a questionnaire survey of suppliers in and outside Japan. The results were sent back to all suppliers,
along with information on Casio's approach and goals for CSR procurement, to help support suppliers' improvement efforts.
Since fiscal 2011, Casio has been conducting on-site audits of major suppliers in China and Thailand with local staff members of the CSR
promotion project launched at sites in those countries. Starting in fiscal 2012, Casio also increased the number of sites visited from three tonine companies in China and from two to six companies in Thailand. Activities in Thailand were suspended from the second half of 2011
due to flooding, but were scheduled to recommence in the second half of 2012.
In Japan, the response rate to the questionnaire was a high 96%, similar to last year’s rate of 95%, providing assurance that understandingof CSR is becoming entrenched. Moreover, following the Great East Japan Earthquake, attention has focused on business continuity
planning (BCP) initiatives, and a survey of BCP efforts at suppliers was conducted in tandem with the CSR questionnaire. Casio is working
in partnership with its suppliers to secure the functioning of BCP across its entire supply chain to ensure that the company can meet its
responsibilities in the procurement and supply of goods.
* The questionnaire was prepared in accordance with a Supplier Checklist for CSR Procurement based upon the Guidebook for Supply Chain Implementation of CSR
Procurement published by the Japan Electronics and Information Technology Industries Association (JEITA). It covered: (1) human rights and labor conditions; (2) health andsafety; (3) the environment; (4) fair transactions and ethics; (5) quality and consumer safety; (6) information security; and (7) social contribution.

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Improving CSR across the supply chain

Supplier Message
TAIYO YUDEN CO., LTD. takes an active approach to CSR implementation based on
the TAIYO YUDEN Group Business Conduct Guidelines.
We support Casio's Procurement Policies, and will strive to fulfill and maintainthe CSR performance items requested by Casio.

YOSHITERU SATOMANAGER, SALES DEPARTMENTMETROPOLITAN SALES OFFICETAIYO YUDEN CO., LTD.

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 2012, 3,361 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.
Casio will continue to promote understanding of the Subcontract Act among its employees, and work to strengthen its system for even better
compliance.

CASIO SUSTAINABILITY REPORT 2012

54

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 the above policy and forecasts for fiscal 2013, Casio paid dividends of ¥ 17 per share in fiscal 2012.

Inclusion in an SRI Index
Included in DJSI Asia PacificCasio Computer Co., Ltd., has been selected for inclusion in the DJSI Asia Pacific, the Asia
Pacific version of the Dow Jones Sustainability Indexes (DJSI) which were launched by the
US company Dow Jones Indexes and the Swiss company Sustainability Asset Management(SAM). These global indexes are valuable references for socially responsible investment(SRI).

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.

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 forinvestor relations is the main speaker at these briefings, and explains the financial results andforecasts. Casio also holds meetings with institutional investors and analysts worldwide, whileoccasionally providing factory tours and small on-the-spot meetings for investors interested in specificbusiness areas.
Financial results briefing

55

CASIO SUSTAINABILITY REPORT 2012

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.

Reaching out to individual shareholders and investors
Casio is carrying out various initiatives in order to deepen the understanding individual investors and shareholders have of its business.
Following the General Meeting of Shareholders, a management briefing was held, showing clips introducing Casio's core products andexplaining key businesses using images. On the Japanese Investor Relations website, a section was added specifically for individual
investors in an effort to make information disclosure clearer.

Breakdown of Shareholders

CASIO SUSTAINABILITY REPORT 201256

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.
Human Rights (Respect for Human Rights, Prohibitionof Discrimination)

Building Workplaces for a Diverse Workforce
Casio respects the human rights of every
individual, and strives to continually expand

Casio's strong commitment to human rights isspelled out in the Casio Group Code of
Conduct, which is being thoroughly
implemented throughout the group.

the creation of employment opportunities forpeople, regardless of their gender or any
disabilities they may have.

Creating Supportive Workplaces

Effectively appointing and deploying employees

Casio creates work environments andsystems that enable all employees todemonstrate their full potential.

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

Initiatives for Health and Safety
Casio creates work environments andsystems that enable all employees todemonstrate their full potential.

57

CASIO SUSTAINABILITY REPORT 2012

In addition to participating in the UN Global Compact, Casio has spelled out its strong commitment to humanrights in the Casio Group Code of Conduct, which is being thoroughly implemented throughout the group.
Policy concerning respect for human rights and prohibition of discrimination / expanding awareness
The Casio Group Code of Conduct mandates that the Casio Group complies with all laws, respects all fundamental human rights, will not
engage in any form of discrimination, and will not use or permit any form of child or forced labor. The Code of Conduct also stipulates that
Casio will respect the diversity of individuals and their unique personalities, will not engage in any acts that ignore individuality, including
discrimination based on gender, creed, religion, ethnicity, social status, physical disability, or any other discriminator, and will not permit actsof violence, sexual harassment, or power harassment.
Casio shares the Code of Conduct with group companies in and outside Japan and attempts to ensure it is thoroughly understood in order
to expand awareness of these human rights. Additionally, Casio Computer Co., Ltd., provides human rights education at training sessions
given to new hires and employees before and after promotion and appointment to managerial positions.
Casio has participated in the UN Global Compact since December 2010, and upholds its universal principles in areas such as human rights
and labor.
Casio also recognizes the importance of ensuring that its entire supply chain, including suppliers, adheres to these principles. All suppliers
have been made aware of Casio’s Supplier Guidelines, which clearly requests respect for human rights and prohibits discrimination. In
addition to requesting compliance, Casio strives to verify execution using questionnaires and other means.

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.

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.

CASIO SUSTAINABILITY REPORT 2012

58

Casio respects the human rights of every individual, and strives to continually expand the creation of
employment opportunities for people, regardless of their gender or any disabilities they may have.
Policy on respect for human resources diversity
The Casio Group Code of Conduct states that "we will respect all fundamental human rights." In line with this policy, Casio is working tocreate workplaces that truly respect diversity.

Initiatives to enhance the role of female employees
By promoting environments and systems that enable employees to further demonstrate their abilities,
Casio is developing a greater number of professional employees, with the aim of raising productivity
for the entire company. As part of these efforts, Casio created a Working Group for Female Employee
Advancement in April 2008, and has been actively encouraging its activities.
In fiscal 2012, Casio held educational seminars for all of the group’s female employees. Theseseminars provided a forum for female employees to acquire more of the skills they need to realize theircareer ambitions and to practice more effective communication by better understanding their own andothers’ mindsets.

Educational seminars

Additionally, Casio has been introducing female employees who are active within the company on a section of its intranet entitled“Interviews with Inspired Casio Women” to help female employees to gain insight into their own careers.
From here on Casio will continue to actively and effectively take actions aimed at building a corporate culture that fully supports the job
satisfaction and career advancement of women.

Initiatives for hiring 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.
Percent of workforce with disabilities
As of April 1, 2010

As of April 1, 2011

As of April 1, 2012

Casio Computer Co., Ltd.

1.93%

1.93%

1.91%

Group companies in Japan

1.60%

1.80%

1.32%

Average for consolidated group companies in Japan

1.76%

1.86%

1.64%

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CASIO SUSTAINABILITY REPORT 2012

Encouraging the hiring of seniors / supporting the lives and employment of seniors
For seniors, Casio has introduced a Casio Senior Staff Program and a Senior Employee Program at all group companies in Japan. The
purpose of these programs is to provide retirement-age employees with employment opportunities, and to effectively utilize the skills andknow-how that these individuals have accumulated over the course of their careers. The system enables employees that wish to work past
the age of retirement to 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.

Life Planning Seminars

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* This includes only regular employees

CASIO SUSTAINABILITY REPORT 201260

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, and conducts hiring events at different times during the day and week. In thisway, Casio is striving to provide hiring opportunities to as many students as possible.

Human resources data
(As of end of March 2012)

Number of employees in Japan
Casio Computer Co., Ltd.

Group companies in Japan

Total

Male

2,272

1,646

3,918（86％）

Female336

311

647（14％）

Total

2,608

1,957

4,565

Average employee age in Japan(As of end of March 2012)

Casio Computer Co., Ltd.

Group companies in Japan

Total

Male

45.7

45.7

45.7

Female

38.7

40.0

40.0

Total

44.8

44.9

44.9

Average years of service in Japan(As of end of March 2012)

Casio Computer Co., Ltd.

Group companies in Japan

Total

Male

20.0

18.8

18.9

Female

14.1

16.2

16.1

Total

19.2

18.5

18.5

* Not including Hitachi employees at Casio Hitachi Mobile Communications

Number of employees hired in FY 2012 in Japan(April 1, 2011)

Casio Computer Co., Ltd.

Group companies in Japan

Total

Male

19

7

26(63%)

Female11314(37%)

Total

30

10

40

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CASIO SUSTAINABILITY REPORT 2012

Casio creates work environments and systems that enable all employees to demonstrate their full potential.
Initiatives to help employees balance work and family life
Casio is working to build a supportive work environment that permits all employees to fulfill their job responsibilities and demonstrate theirfull potential on the job. Casio aims to be a place where people can achieve their desires for their own lifestyles and life stages. During thethree-year period from fiscal 2008 through 2010, over 90% of the eligible women at Casio Computer Co., Ltd., took childcare leave inconnection with childbirth.
As a result of these initiatives, in July 2009, the Japanese Ministry of Health, Labour and Welfare granted Casio the Kurumin mark forhelping to foster the next generation. This certification recognizes Casio as a company that actively supports employees' efforts to balance
their work and family lives.
Number of employees taking childcare leave / returnig from childcare leave (Casio Computer Co., Ltd.)FY2010FY2011FY2012

Number of employees taking
childcare leave

32

30

34

Number of employees
returning from childcare leave

31

30

34

96.9%

100.0%

100.0%

Return rate

Discussion meeting on work-life balance
Kurumin mark for helping to foster the next generation

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, whicn in turn will drive improvementin Casio’s business performance. Managers and supervisors use a Web-based system that enables them to track and manage the working
hours of their subordinates.

CASIO SUSTAINABILITY REPORT 201262

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.
In fiscal 2012, Casio revised its retirement allowance and pension system. The company formed a special committee of management andlabor representatives from companies in the group, and held repeated discussions. Casio introduced a point-based retirement allowancesystem, abolished the life pension system, and raised the ratio of defined contribution pensions, shifting to a more balanced system.

Main employee leave programs
ProgramDescription

Vacation Day Accumulation

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

Refresh Leave

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

Childcare Leave

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

Nursing Care Leave

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

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

Hourly Leave

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

Casio Thailand Receives Outstanding Establishment on Labor Relations and Welfare Award for
Sixth Consecutive Year
Casio Thailand places importance on improving quality of life in the local community, while contributing to economic and social
development that makes local residents self reliant. Using this CSR activity policy, the company has established guidelines andis carrying out various initiatives. Based on a positive evaluation of the activities and results under this policy, Casio Thailand
has received an award from the Thai Ministry of Labour and Social Welfare as an outstanding company in the area of labor
relations and employee welfare. The company has received this award for six consecutive years.
The company received high marks in all five evaluation areas for the award: (1) codification of human resources and labor
union policies; (2) wage and salary systems; (3) hotline establishment; (4) employee welfare programs; and (5) CSR activities.

63

CASIO SUSTAINABILITY REPORT 2012

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 fair personnel system ensures that there are no differentials between male and female employees in areas
such as salary, evaluations and conditions. The company evaluates each employee at an interview twice a year. Casio uses evaluation
sheets to notify employees about the results of evaluations, a mechanism designed to improve transparency and ensure that evaluation of
employees is highly credible.

Education for fair evaluation and compensation
Casio provides newly appointed managers with evaluator training in an effort to improve their evaluation, leadership, and interviewing skills.
Additionally, all managers are evaluated by their colleagues and subordinates about once every three years. The results are fed 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.

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.

CASIO SUSTAINABILITY REPORT 201264

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

Annual average number of hours of training

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CASIO SUSTAINABILITY REPORT 2012

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.

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.

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 one-year and three-year employees.

In-house specialist seminars
Casio holds in-house specialist seminars for young employees in engineering and marketing-related positions. At the seminars,
departmental managers pass on expertise and the aspirations of the company directly by introducing case studies from Casio itself. This
raises the levels of specialist skills in the respective areas of engineering or marketing while passing on Casio’s company culture.

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.

Advanced Technology 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.

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

CASIO SUSTAINABILITY REPORT 201266

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.

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CASIO SUSTAINABILITY REPORT 2012

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

Occupational health and safety activities
Casio has established Occupational Safety and Health Committees in all of its business locations. The committees' industrial physicians,
occupational health managers, and labor and management representatives design and implement policies tailored to each workplace, doing
all they can to keep employees physically and mentally healthy and to ensure occupational safety. Committee activities are reported to
employees via the intranet. Casio also runs campaigns to raise employee 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.
Employees receive regular health checks that are more thorough than legally mandated, in order tomaintain and enhance their health and to help prevent lifestyle-related diseases. An increased numberof industrial physicians have been stationed at principal Casio sites, and careful health management
activities are being carried out, including offering health guidance to employees after their regular
health checks.

Healthy menu selections in thecafeteria

In the effort to prevent lifestyle-related illnesses, Casio is promoting initiatives that focus on exercise
and healthy eating. From September to November every year, Casio holds a Walking Campaign at its sites across Japan: 2,321 people
participated in fiscal 2012. In this way, Casio is providing opportunities for employees and their families to improve their health throughexercise.
The employee cafeterias provide healthy menu choices featuring a balance of calories and nutrition. Wellness Fairs are also held at all
Casio cafeterias.

Casio holds "employee cafeteria conferences" attended by the employees and medical staff of company sites as well as those who run its
cafeterias. The purpose of the meetings is to report and share information on conditions and initiatives in different regions, in order to create
menus that meet needs and develop recommendations for improving employee health.
In a new initiative for fiscal 2012, Casio held a total of 16 “Seminars to Improve Your Eating Patterns” at its Japanese sites, and 450
employees took part.

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. Going forward, Casio will keep working to transform the employee mindset, encouraging the adoption of more productive
working styles.

CASIO SUSTAINABILITY REPORT 201268

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 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
Under the Japanese Health Promotion Act that came into effect in 2003, smoking is prohibited in all company buildings. 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. A number of employees have been able to quit through the program.

Safety initiatives
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, as well as general lifesaving classes toensure emergency preparedness. The company has made good progress on equipping worksites with automatic external defibrillators(AEDs) and other emergency equipment.
In fiscal 2012, two incidents requiring the use of an AED occurred. However, thanks to the immediate action taken, both persons recovered
to full health.
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

FY2008(Jan.−Dec. 2007)

0.33

1.09

0.004

0.100

FY2009(Jan.−Dec. 2008)

0.51

1.12

0.005

0.100

FY2010(Jan.−Dec. 2009)

0.19

0.99

0.001

0.080

FY2011(Jan.−Dec. 2010)

0.20

0.98

0.001

0.090

FY2012(Jan.−Dec. 2011)

0.00

1.05

0.000

0.080

*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.

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CASIO SUSTAINABILITY REPORT 2012

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.
Going forward, Casio will continue to provide assistance to people suffering in the aftermathof the Great East Japan Earthquake. Casio also plans to make sure that its social
contribution initiatives target global challenges.

Raising up the next generation
Factory tours, classes in the company, and school visits
Casio’s business itself provides a diverse array of products used in educational settings, such as calculators and electronic dictionaries. In
2007, hoping to make a broader and more profound contribution to education, Casio started an original educational program, primarily forelementary school students, which includes school visits and classes offered at the Hachioji R&D Center.
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 the life, peace, poverty, and the environment. The
program has been spreading around the country. In fiscal 2012, Casio provided learning opportunities to a total of 4,841 students at 57
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 facilities tour at the Hachioji R&D Center is designed to raise children’s awareness about protecting the global
environment by allowing them to experience familiar environmental efforts such as energy conservation and sorting of garbage, but in a
corporate setting, and also to learn about environmentally friendly product technology by taking apart and then reassembling a calculator.
After these classes, a number of schools have rolled out in-school research programs for children that include issues such as life, peace,
human rights, poverty, and the environment. For example, Nagatadai Elementary School in Yokohama, Kanagawa Prefecture, where Casio
implemented school visits, decided to exhibit at Eco-Products, Japan’s largest environmental expo, becoming the only Japanese elementary
school to exhibit in fiscal 2012. The school has also declared its intention to become a UNESCO Associated School under a projectsponsored by Japan’s Ministry of Education, Culture, Sports, Science and Technology, and it is now implementing initiatives as one of thecore schools involved in the project.

CASIO SUSTAINABILITY REPORT 201270

Taking seriously the “education for sustainable development” (ESD) initiatives recommended by Japan’s Ministry of Education, Culture,
Sports, Science and Technology, Casio will continue expanding these initiatives in collaboration with educational institutions in the future.

30 people including members of the Board of

A Casio employee gives a presentation about the

Education, educators and representatives from

impact of the Casio school visit program at the 3rd

government organizations in Korea observe the school

National Meeting of UNESCO Associated Schools

visit at Nagatadai Elementary School

Message from a partner
My NPO, the Japan ESD Promotion Forum, has been holding the National Meeting of UNESCO Associated Schools/Education for
Sustainable Development (ESD) Forum in conjunction with Japan’s Ministry of Education, Culture, Sports, Science and Technology
since fiscal 2010. This event provides a forum for UNESCO Associated Schools and educators from all over Japan to come together
to achieve a proper understanding of how to develop and practice ESD in schools.
Casio Computer Co., Ltd., has provided assistance since the beginning as a company that is training the next generation of
employees to be the leaders of a sustainable society. Every year, the company gives the participants a presentation on its Class onLife initiative. Mr. Hisashi Wakao from Casio Computer Co., Ltd., is in charge of the Class on Life initiative, and his uniquely earnest
and authentic approach to speaking about the program has made an emotional impact on a large number of teachers. Class on Life
programs at some schools have emerged out of the national meeting. I am also extremely pleased to have been able to assist in the
expansion of the program.
Teachers often tell us that, although the expression “education for sustainable development” isbecoming better known, they still do not know how best to incorporate ESD perspectives andapproaches into classes. The creation of school education programs in which companies utilize theirown principles and cutting-edge technology surely assists with the development of more concreteand practical ESD in the classroom.
Looking to the future, my NPO will continue to serve as a go-between, linking industry, governmentand schools as we continue working in partnership on initiatives that help children to be educated bysociety as a whole.

Hideyuki Saito
Secretary-General,
Japan ESD Promotion Forum

Message from a partner
An elementary school in Ichikawa City, Chiba Prefecture, which was teaching children about thevalue of life, invited Hisashi Wakao from Casio Computer Co., Ltd., to conduct the Class on Life
program. The Ichikawa UNESCO Association took part in these classes, and we were
impressed. As we wanted to provide an opportunity for even more young people to benefit fromthe Class on Life, Mr. Wakao was invited to give the class at the association’s UNESCO Let’s
Ring the Bells of Peace event, which we held in August 2011. This event has been held every
year on August 15, the anniversary of the end of World War II in the Pacific, since the United
Nations’ International Year for the Culture of Peace in 2000, and it has become a chance fornearly 100 young people to take part in thinking about peace. As a supporting event in theregional UNESCO activities in 2011, it provided a wonderful opportunity for young people toreaffirm the value of life and the importance of peace in preserving life while considering what
they can do themselves for peace. Listening to the Class on Life gave the young people another

Motoko Toyoda
Youth Section Leader,
Ichikawa UNESCO Association

chance to think about the importance and value of life.

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Educational Initiatives at Casio (Shanghai) Co., Ltd.
CASIO Education Scholarship Foundation
Casio (Shanghai) Co., Ltd., set up the CASIO Scholarship Foundation at Peking University,
Shanghai International Studies University, Fudan University, East China University of Politics andLaw, Beijing Foreign Studies University, Tianjin Foreign Studies University, and East China Normal
University. The foundation provides scholarships for outstanding students and teachers who haveproduced high quality research.
Through the establishment of the scholarship foundation, Casio aims to support the long-term
development of these universities, which have a key role as institutions for the development of
human resources.
Looking to the future, Casio will provide support for scholarship across a diverse array of subject
areas including languages, international finance and trade, international business administration, themass media, law, and international education as it contributes to the development and revitalizationof academic research.

Fiscal 2012 Awards Ceremony(Shanghai International Studies
University)

Participation in Japanese Studies Master’s Thesis Contest in China
Since fiscal 2009, Casio (Shanghai) Co., Ltd., has been participating in China’s only JapaneseStudies master’s thesis contest, held jointly by the Japanese Language Subcommittee of theForeign-Language Guidance Committee of China’s Education College, the China Japanese
Education Association, and the Beijing Center for Japanese Studies.
The contest is held to promote interchange between Chinese universities, stimulate research in thefield of Japanese Studies in China, and help nurture outstanding scholars in the field of JapaneseStudies. As a manufacturer of electronic dictionaries, Casio gives active support to these efforts, andthe contest is held under the name of the “Casio Cup.”Contest Awards Ceremony

In 2011, in recognition of Casio’s many years of consistent contribution to the teaching of Japanesein China, Casio’s electronic dictionaries were awarded certification as “designated electronic
dictionaries” by the China Japanese Education Association. This is the first such certification for a
Japanese-language electronic dictionary by the Association, and the company’s electronic
dictionaries have thus become the sole certified brand.
Ceremony for Certification as
Designated Electronic Dictionaries

CASIO SUSTAINABILITY REPORT 201272

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 29th grant presentation ceremony (fiscal
2012)

Over the last 29 years, the Foundation has provided a total of about ¥1,381 billion in
1,091 grants.

Grants in fiscal 2012
In addition to its 21 basic categories in 5 fields, in fiscal 2012 the Foundation established 3 special topics considered to be important basedon recent social trends: miniaturization and energy-saving technology; electronic devices for the maintenance and improvement of health;and human intellectual progress in an IT society.
After asking 163 universities to submit research topic proposals, the Foundation received the highest number of applications to date: 256
proposals from 88 universities. The large number of proposals on health and environment-related topics was an indicator of the current
scientific and technological needs.
After a rigorous selection process, ¥41 million (32 grants) was awarded in the natural sciences, and ¥8 million (6 grants) was awarded in thecultural sciences. Most of the grant recipients are in their thirties or forties, and many young researchers representing the promise of thenext generation attended the grant presentation ceremony held in December 2011.
Grants from the Casio Science Promotion Foundation

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Message from a grant recipient
I am extremely grateful to have received this prestigious research grant. Casio understood mychallenging research proposal for an inorganic semiconductor chip that reduces CO2 using sunlight,
at a time when I had only just set up my research laboratory and was still in the process of collecting
parts and assembling equipment with my students. Based on this technology, we have created
innovative energy devices and blazed a trail to new applications of electronics in the fields ofenvironment and energy. During this process, I have been determined to teach my students about
the impact that Casio’s FX-7000G calculator made on me when I was a student and theoverwhelming importance of technology. I hope that Casio will continue to provide me with help andsupport in the future.

Mutsuko Hatano, Professor
Department of
Physical Electronics,
Graduate School of
Science and Engineering,Tokyo Institute of Technology

Supporting the Dolphin & Whale Eco-Research Network
Since the Fourth International Dolphin and Whale Conference held in Japan in 1994, Casio has beenoffering special G-SHOCK and Baby-G models to support the protection of these wondrous animals.
Part of the proceeds from the sales of these watches is donated to the International Cetacean
Education Research Center (ICERC) of Japan*1. In this way, Casio has been supporting worldwide
education and research activities relating to dolphins and whales.
In fiscal 2012, during which the 17th International Dolphin and Whale Conference was held, Casio
released two new watch models, and donated part of the proceeds from the sales of these models to
ICERC of Japan.
*1 International Cetacean Education Research Center (ICERC) of JapanFounded in 1991, this non-profit organization undertakes activities to convey the wonder of dolphins, whales, and nature.
Participants follow the three steps of learning, encountering, and caring, in order to help protect dolphins, whales and thenatural environment.

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

Tree planting events
Casio Electronics (Shenzhen) Co., Ltd., has been participating in tree planting events for eight years
with the aim of mutual harmony and benefit between the global environment and the local community.
In April 2012, 26 employees participated in the tree planting event, which was co-sponsored by theShenzhen Urban Management Bureau and the Shenzhen Green Foundation. The event helped thecompany build even better relationships with community residents and heightened solidarity among
employees.

Tree planting events

CASIO SUSTAINABILITY REPORT 201274

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 in a
manufacturing technical school in Hunan province through an agreement with the school in 2009.
The purpose of the course is to train engineers and technicians in a developing region of China’s
interior, and to give students who wish to work at Casio an opportunity to join the company. In 2011,
Casio concluded an agreement with a municipal technical school in Guangxi province based on its
policy of expanding the same type of structure for cooperation between industry and education in
China’s interior.
In addition to technical education in manufacturing, the Casio Technology Course gives students
skills training in the assembly of Casio products using practice assembly equipment provided by thecompany as well as code of conduct education using Casio’s employment regulations. The course

Skill level of trainees is rising
every year

also provides interested students with three-month factory traineeships. Casio accepts a total of
about 800 trainees each year.
In June 2011, more than 20 graduates of the Casio Technology Course joined the company as
employees. They are responsible for a variety of operations, including quality control and productassembly, and Casio has already identified some outstanding employees who are candidates forpromotion to production line leader. Looking ahead, Casio hopes to further expand training of humanresources utilizing the Casio Technology Course.

Casio Technology Course opening
ceremony held at technical school
in Hezhou, Guangxi province

Message from a teacher at an affiliated school
The practical training at Casio (Zhongshan) allows students to turn the theoretical knowledge they have studied into more concrete
skills by actually experiencing operations at a plant. This in turn helps them acquire some perspective on the work world.
In this respect, both the school and the students are satisfied, and we are extremely grateful to Casio (Zhongshan) as it has also
helped to reduce their economic burden, including tuition fees.
We are further deepening our relationship of cooperation, and we hope that Casio will continue to employ many of our graduates andtrain highly skilled workers.

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 tenth annual marathon held in 2011, Yamagata Casio provided prizes as a corporate sponsor
and set up a sales booth. About 80 Yamagata Casio employees also participated in the event asrunners, cheering squad members, and route volunteers.
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.

Yamagata Casio cheering squad

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

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CASIO SUSTAINABILITY REPORT 2012

OtherProduct 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.
At the welfare workspace, which enrolls persons with intellectual challenges and physical disabilities,
most of the work is light work such as making bags and presentation boxes and folding leaflets. The
workers have rated the work contracted by Casio, which handles a great variety of products, as
giving them a high sense of fulfillment.
As part of its CSR initiatives, Casio Business Service will continue contracting out this work to help
support the independence of workers.

Separated parts

Volunteering
Participating in the Ecocap Movement
Since fiscal 2009, Casio Techno Co., Ltd., and Casio Information Systems Co., Ltd., have led the Casio Group in its participation in the
Ecocap Movement, which helps provide polio vaccinations to children in developing countries through the collection and donation of PET
bottle caps.
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.
Collection boxes are placed at principal locations and all employees are encouraged to participate.
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.

Casio Electronic

Hamura R&D Center

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.
Relief following flooding in Thailand
Casio provided the following assistance for victims of the flooding which took place in Thailand as a result of the heavy rain which started
in late July 2011.
Recipient
1 The Thai Red Cross Society

Amount3.31 million yen* Includes 1.61 million yen raised by Casio Group
employees in and outside Japan

2 The Prime Minister’s Office’s Disaster Victims’ Assistance Fund 5.3 million yen
3 Japan Platform

3.0 million yen* See here for Great East Japan Earthquake assistance.

CASIO SUSTAINABILITY REPORT 201276

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 Management at Casio: The Road to 2050

Top Commitment
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 Fukushima Daiichi nuclear power plant operated by Tokyo Electric Power Company (TEPCO)
received major damage from the Great East Japan Earthquake and subsequent tsunami thatoriginated off the coast of Miyagi Prefecture on March 11, 2011. Several reactors at the plant sufferedfire, core meltdown, and radiation leakage. More than a year later, the crisis there is still not undercontrol.
In May 2012, all nuclear power plants across Japan were shut down for safety checks. At this point,
only reactors 3 and 4 at Kansai Electric Power’s Ohi nuclear power plant have been restarted sothere are still concerns about a power supply shortage across the country.
At a press conference, Yukio Edano, Minister of Economy Trade and Industry, stated his intention not
to implement power usage restrictions at the present time, like those that were implemented in thesummer of 2011 in the regions served by TEPCO and Tohoku Electric Power, based on the Electricity
Business Act. Thus, we do not believe that it is currently necessary to take measures such as

Yukio Kashio
Executive Vice President

staggering work days and operation hours. However, we will continue to carry out energy-saving
measures without impairing business operations.
Meanwhile, in the region served by TEPCO, a hike in electricity rates has been implemented. Along with existing power-rate increases
arising from the introduction of feed-in tariffs for renewable energy, further rate hikes are needed to cover fuel costs for increased thermal
power generation caused by the shutdown of nuclear power plants. Since a 17% corporate rate increase began in April, taking effect fromthe time of power contract renewal, we will look into additional ways to conserve power, and introduce renewable energy equipment when it
can yield a fair return on investment.

Worldwide Trends
Two main thrusts were decided at COP17, the UN climate change conference held in Durban, South Africa, in December 2012. Regarding
the Kyoto Protocol, which established targets to be achieved by 2012, and as post-Kyoto Protocol measures to begin in 2013, COP17
adopted the “Durban Platform.” This agreement involves the extension of the Kyoto Protocol past 2012, and the implementation of a newframework in 2020 that includes China and the US. Japan, however, has expressed opposition to the extension of the Kyoto Protocol.
Refraining from joining the extended framework, Japan has decided to work on its own emissions reduction measures starting in 2013.
Following COP10, the Conference of the Parties to the Convention on Biological Diversity held in Nagoya two years ago, COP11 will be

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held this year in Hyderabad, India. At the meeting, the delegates plan to discuss evaluation methods based on strategic target indicators tobe achieved by 2012, and sustainable use of resources.
In addition, the Rio+20 United Nations Conference on Sustainable Development was held in Rio de Janeiro, Brazil, in June 2012. The
meeting was held to mark the 20th anniversary of the 1992 Earth Summit held in the same city, when countries signed the United Nations
Framework Convention on Climate Change and the Convention on Biological Diversity. This time, the delegates discussed institutionalframeworks for sustainable development and future green economies.
These trends will lead to major global developments. Casio understands how important it is to predict how these developments will affect its
future, and how it can contribute to the preservation of the global environment.

Industry Association Trends
As part of the fight against climate change, Japan’s electrical and electronics industry is now ascertaining greenhouse gases emitted
indirectly due to corporate activities (e.g., greenhouse gas emissions by manufacturers/suppliers of parts, as well as emissions in the
product disposal and recycling stages). The industry has started looking into measures that emphasize reducing these emissions, known as
Scope 3 category emissions.
As part of an effort to reduce greenhouse gas emissions starting in 2013, the Japan Business Foundation has a new Commitment to a Low
Carbon Society that goes a step beyond its Voluntary Action Plan currently effective through 2012. Keidanren has decided to launch its newplan, which includes penalties for failure to achieve targets (the target for the electronics industry is an annual emission reduction of 1% perunit of production). Casio will participate in the Federation’s plan.
In the area of biodiversity protection, electronics companies have been sharing information on their best practices. This fiscal year, theindustry association has decided to establish activity guidelines in this area.
Meanwhile, the Small Appliance Recycling Program administered by Japan’s Ministry of the Environment is gradually taking shape.
Manufacturers will be responsible for making products easier to disassemble and be expected to use more recycled materials. Casio
products will be subject to the program as small appliances. We will therefore closely watch this trend and take the necessary measures, asmany of our products will be affected.
These industry association trends are closely related to Casio's environmental management, so we will actively pursue our efforts inaccordance with association policies.

Corporate Rating Trends
Every year Casio participates in three corporate rating surveys: the Dow Jones Sustainability Index (DJSI), the Carbon Disclosure Project(CDP), and the Nikkei Environmental Management Survey. Casio makes the most of its participation to identify specific issues it can better
address in its environmental initiatives.
In fiscal 2012, Casio was selected again after two years for inclusion in the DJSI's Asia Pacific Index. Also, Casio was moved up one notchfrom the CDP's middle level for information disclosure assigned in the previous fiscal year, to the high level. On the other hand, under a
CDP performance score system introduced this fiscal year, Casio received a “D” ranking on a five-point scale from “A” to “E”. Improvements
are necessary.
According to the Nikkei Environmental Management Survey, Casio rose from the 33rd position two years ago, to the 27th position last year,
in a ranking of 475 companies.
In order to maintain and improve the company's positive ratings, Casio needs to take further action starting with the highest priority issues,
including: (1) independent efforts against climate change including capital investment; (2) expansion of the scope of its environmental
management system; and (3) ensuring completeness, comparability, and timeliness in environmental reporting.

Future Policy
Our aim is to improve the strength of the Casio brand and ensure people see Casio as a leading environmental company. We will continue
to contribute to environmental preservation and improve the Casio brand by creating products that are compact, lightweight, slim, andenergy efficient, while also providing products that facilitate the paperless lifestyle.

CASIO SUSTAINABILITY REPORT 201278

New Environmental Management Initiatives

In order to improve resource productivity, Casio is contributing to both the fight against climate change and the protection of biodiversity byleveraging its expertise in creating products that are compact, lightweight, slim and energy efficient, thereby saving resources(parts/materials, and plant-derived materials).
In the future, Casio will continue to undertake the following two initiatives as it seeks to build its business.
1. Generation of profits and improvement of brand power by pursuing superiority over competitors’ products through the improvement of
resource productivity.
New green procurement (adding requirements relating to biodiversity)
Expanding paperless products (electronic dictionaries, data projectors, digital cameras, etc.)
Recycling (investigating and promoting the recycling of rare and precious metals, as well as plastics)
2. New environmental businesses
Introducing products and frameworks that contribute to the creation of a paperless culture
Expanding products that care for nature(Outdoor-oriented products: Protrek, EXILIM G, and digital cameras with GPS function, etc.)
As part of initiatives to fight climate change, in fiscal 2013 Casio will establish a concrete action plan for achieving a 30% greenhouse gas
emissions reduction by fiscal 2021, compared to the base year of fiscal 2006. This is one of the company’s key environmental targets. Alongwith the formulation of measures for the realization of the plan, Casio is taking initiatives to protect biodiversity. This means implementing
successive assessments of business activity impact on biodiversity, based on its Biodiversity Guidelines established on March 31, 2012. In
this way, the company will confirm whether its business activities raise any biodiversity issues.
Through these initiatives, Casio intends to strengthen its foundation as a leading environmental company, while helping to build a moresustainable world.

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Casio’s fiscal 2013 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. Consider measures to reduce greenhouse gases
Continue with thorough energy saving measures in response to environmental changes after the Great East Japan
Earthquake
Consider action plan for achieving medium- to long-term targets (keep government’s energy policy in mind)
Adopt renewable energy pilot (solar panels)
2. Develop Green Star products and promote switch to green offices
Develop Green Star products: strengthen compact, light, slim, and energy-saving technologies
Promote switch to paperless environment to create green offices
3. Plan and promote strategy for improving environmental management and respond to society’s requests
Identify issues and plan and implement measures based on careful examination of DJSI/CDP/Nikkei Environmental
Management Ranking
Compliance with Scope 3 (ascertain indirect CO2 emissions)
Plan and implement measures to improve environmental reports
Expand scope of environmental management and environmental promotion
Integrate three offices that have adopted ISO 14001 (headquarters, Hachioji, Hamura)
4. Consider and implement policy for biodiversity protection
Consider and implement actions to protect biodiversity, including assessment of impact, based on Casio Group
guidelines

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.

CASIO SUSTAINABILITY REPORT 201280

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.
Approach to setting medium- and long-term targets
With the establishment of these medium- and long-term targets, Casio intends to reduce its greenhouse gas emissions significantly.
Moreover, the company is emphasizing its goal of becoming carbon neutral,*1 which means reducing Casio's net greenhouse gas emissions
to zero. Accordingly, Casio has adopted the following Environmental Management Policy.
Casio's goal is to become carbon neutral by leveraging its ability to develop compact, lightweight, slim, andenergy-efficient products to create new markets and cultural phenomenon.
*1. Casio defines "carbon neutral" as offsetting its direct CO2 emissions with CO2 emissions reduction and absorption through other methods.

Scope of emissions reduction targets
When Casio established its medium- and long-term emissions reduction targets, it also announced the target scope as greenhouse gas
emission from business activities at Casio's production sites and offices in Japan and around the world. Furthermore, Casio is aiming tobecome a carbon neutral company by offsetting its total volume of greenhouse gas emissions (including the CO2 emissions resulting fromlogistics, product usage, employee travel, and consignment production) with the reduction effects of Casio's eco-products such as data
projectors, electronic dictionaries and other products that promote paperless lifestyles.
In addition to the CO2 emissions reduction achieved by the efforts of the Casio group, the target CO2 emissions reduction also includes
reductions due to the availability of cleaner energy such as electricity, and due to carbon reduction in the entire social infrastructure (seediagram).
CO2 Emissions Reduction Targets

Switching to total-volume emission reduction targets
With the setting of global medium- and long-term targets, total-volume emissions reduction targets for greenhouse gases have been
established in Japan and around the world, including reduction targets and emission trading systems. Casio has now finished the move tototal-volume emissions reduction targets.
Casio had already set targets for the total volume of greenhouse gas reduction at its offices worldwide. However, with the establishment of
its recent medium- and long-term targets, Casio has now set worldwide targets for reductions in the total volume of CO2 emissions, which isa change from previous targets for reduction per unit of production.
The base year for Casio's medium- and long-term targets is fiscal 2006, decided based on changes in Casio's business structure, as well as
the scope and accuracy of data acquisition.

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Carbon neutral calculation examples
Casio is looking into trial calculations for its reduction of greenhouse gases based on the use of Casio's eco-products and, in particular,
products encouraging the transition to a paperless society.
Casio’s current target products for this paperless initiative are data projectors and electronic dictionaries. Casio calculates the amount of
CO2 emitted during the manufacture and use of these products, as well as the amount of CO2 absorbed by the trees not harvested to makethe paper saved by these products. When these two amounts are equal, the products are considered carbon neutral.

When using a data projector
If meetings of ten people each given 10-page information packets are held twice a week, or 100 times a year, and this continues forfive years, a total of 50,000 sheets of paper will have been used. Using a data projector for the same meetings would prevent thelogging of trees to make the 50,000 sheets of paper, enabling the trees to continue absorbing CO2. It would also avoid CO2 emissions
from the manufacture of the 50,000 sheets of paper, and the emissions from operating the printer to make the 50,000 copies.
However, assuming that each meeting using the data projector is about 3.5 hours, the emissions from the resulting electrical usage
also need to be taken into account.

Calculating using the above approach, use of the Casio data projectors sold in fiscal 2012 would result in an annual reduction of about
38,000 tons of CO2.

When using an electronic dictionary
Most Casio electronic dictionaries today contain as many as 100 dictionaries in one unit. Without one of these electronic dictionaries,
it would be almost impossible for the average person to assemble the same number of dictionaries in paper form. Accordingly, it canbe assumed that the typical Japanese consumer would actually only use the following paper dictionaries: a Japanese dictionary, an
English-Japanese dictionary, and a Japanese-English dictionary. Any other paper dictionaries would probably be used at a library.
Therefore, the CO2 reduction benefit of an electronic dictionary would be the CO2 emissions from paper manufacturing, and the CO2
no longer being absorbed by the trees logged to make the paper dictionaries. On the other hand, assuming that the electronic
dictionary is used for an hour a day, 100 days a year, for five years, the corresponding amount of emissions from electrical use also
has to be taken into account.

Calculating using the above approach, use of the Casio electronic dictionaries sold in fiscal 2012 would result in an annual reduction of
about 7,900 tons of CO2.

Medium- and long-term targets
Casio group's medium- and long-term targets for greenhouse gas emissions reduction
Medium-term target： To reduce the total volume of global greenhouse gas emissions from business activities by 30%
compared to fiscal 2006, by fiscal 2021
Long-term target： To reduce the total volume of global greenhouse gas emissions from business activities by 80%
compared to fiscal 2006, by fiscal 2051.
* Business activities: This indicates activities of production sites and offices in Japan and overseas, and does not include CO 2 emissions from logistics,
product usage, or employee travel.

CASIO SUSTAINABILITY REPORT 201282

Managing risks and opportunities
As a result of the Great East Japan Earthquake in March 2011 and the ensuing Fukushima nuclear accident, nuclear power plants acrossJapan were shut down in May 2012. This has led to a rise in electricity rates in Japan, and the risk of power shortage s starting thissummer. Moreover, due to the drop in the nuclear power generation rate, the greenhouse gas emission factor for electricity is very likely toincrease, which could lead to a jump in the amount of actual CO2 emissions. As a result, there is a greater risk of emissions trading costs
under the Tokyo Metropolitan Ordinance on Environmental Preservation. Also in 2011, there was major flooding in Thailand, which may bepartially attributable to global warming and upstream deforestation. Consequently, global risks have become apparent including threats tothe value chain for production and parts.
In order to avoid these risks, Casio plans to expand the introduction of renewable energy, and secure alternatives in the value chain.
In addition, Casio sees the greenhouse gas emissions reduction effect of using data projectors and electronic dictionaries as a great
opportunity to help combat climate change and become carbon neutral. The company will focus on expanding this business area.
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.

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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

Fiscal 2012 Performance
During fiscal 2012, Casio Micronics was transferred, Kofu Casio was closed down, and energy-saving activities were carried out by theentire Casio Group. As a result, CO2 emissions fell by 18.2% compared to fiscal 2011, which represented a 66.5% reduction compared tofiscal 2006.

For more information, see “Reducing CO2 emissions”, “Fiscal 2012 Casio Environmental Action Plan Performance”.

CASIO SUSTAINABILITY REPORT 201284

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
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 FY2013, Casio will continue its activities with the aim of achieving the following new targets as part of the Environmental Action Plan.
Biodiversity preservation targets
Based on the Casio Group Biodiversity Guidelines, Casio will carry out biodiversity preservation activities relating to its business sites andproducts.
For Sites
In cooperation with NPOs and NGOs, Casio will prepare a biodiversity impact assessment checklist regarding the location and operation ofplants and offices, and begin a pilot study by FY2013.
For Products
In cooperation with NPOs and NGOs, Casio will prepare a biodiversity impact assessment checklist regarding product design, procurement,
production, packaging, distribution, and recycling, and begin a pilot study by FY2013.

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Table: Worldwide trends in biodiversity preservation
Year

Global Trends

Trends in Japan

Trends in Japanese Industry

Convention on Biodiversity(1992)
Comprehensive treaty forbiodiversity preservation
adoptedUp to
COP9 (Bonn)
FY2009Major progress on ocean
conservation.
Issued an interim report on
the economic value of
biodiversity.

Basic Act on Biodiversity
Requiring local
governments to establish
plans for biodiversity
preservation, and forcompanies to takeresponsibility for promoting
self help and cooperatingwith local governments

FY2010AugustMinistry of theEnvironment's Guidelines
for Private Sector
Engagement in Biodiversity
March
National Strategy for theConservation andSustainable Use of
Biological Diversity 2010

FY2011

COP10 (Nagoya): October
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

FY2013

April (Nippon Keidanren)
Declaration of Biodiversity
by Nippon Keidanren,
Action Policies, and Guide
to Action Policies

Environmental Action Plan
relating to biodiversity
preservation established

OctoberJapan Business andBiodiversity Partnership
startedCasio Group Biodiversity
Guidelines established

Biodiversity working group
activities began in theelectrical and electronics
industry

FY2012

Casio started the education of
relevant divisions andchecklist surveys forbiodiversity preservation
impact assessment
Prepare a checklist forbiodiversity preservation forboth business sites andproducts, and begin a pilot
study

COP11 (Hyderabad, India): October

CASIO SUSTAINABILITY REPORT 2012

Casio Response86

Casio Group Biodiversity Guidelines

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

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CASIO SUSTAINABILITY REPORT 2012

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 FY2012 (photos show product examples).
Calculator

Electronic dictionary

Digital camera

Data projector

CASIO SUSTAINABILITY REPORT 201288Electronic musical instrument

Watch

Page printerHandheld terminal

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CASIO SUSTAINABILITY REPORT 2012

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 43% was secured in
FY2012.
The company is applying its Green Star Product Development Guidelines to reduce the environmental impact of these products.
Assessment categories

CASIO SUSTAINABILITY REPORT 201290

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 FY2012, along with the targets for FY2013 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.

Environmental Vision 2050

Fiscal 2013 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.

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.

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CASIO SUSTAINABILITY REPORT 2012

2. Energy conservation targets (electrical power, fuel etc.)
Japan production
sites
Reduce co2 emissions per unit of actual production by 35 %, averaged over 5 years from FY2009 to 2013 (compared to
FY 1991).
* Actual production is calculated by adjusting the production output by the Bank of Japan Domestic Corporate Goods Price Index for electronic
products, based on the policies of the four main electrical and electronics industry associations in Japan

Japan office sites
Reduce co2 emissions per unit by 9 %, averaged over 5 years from FY2009 to 2013 (compared to FY 1991).
Production sites
outside Japan
Reduce co2 emissions per unit of production by 30 % by FY2013 (compared to FY 2005).
Office sites outside
Japan
Reduce co2 emissions per unit by 3 % by FY2013 (compared to FY 2005).

3. Reduction target for greenhouse gases other than co2
Reduce total emissions of greenhouse gases other than co2 (co2 equivalent) by 90 % by FY2013 compared to FY2001.
・Reduce HFC-134a emissions* Replace HFC-134a used in machinery such as dust blowers, with products that use chemical substances that have a lower global warming factor

4. Resource conservation targets (water, paper)
Japan production
sites
Reduce water usage per unit of actual production by 25 % by FY2013 compared to FY2001.
Production sites
outside Japan
Reduce water usage per unit of production by 15 % by FY2013 compared to FY2005.
Japan sites
Reduce paper usage in offices per unit of sales by 10 % by FY2013 compared to FY2008.

CASIO SUSTAINABILITY REPORT 201292

5. Waste reduction targets
Japan sites
Reduce generation of waste per unit of actual production by 50 % by FY2013 compared with FY2001.
Production sites
outside Japan
Reduce generation of waste per unit of production by 30 % by FY2013 compared to FY2005.

6. 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.

7. 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.

8. Target for output reduction of PRTR substances
Japan production
sites
Reduce output of PRTR substances per unit of actual production by 40 % by FY2013 compared to FY2004.

9. Green procurement target
Maintain 100 % green parts procurement rate (all supplied parts are green parts) of FY2013.
* Green parts: Parts and materials that do not contain prohibited substances as designated by Casio* Excluding those substances that are within legal limits, if customer request

10. Green purchasing target
Raise the green purchasing ratio at Japan sites to 75 % of total purchases (based on the number of purchases) by
FY2013.
* Applicable to sites using the CATS e-P system

11. Logistics target for the fight against climate change
Achieve by 2012 a 22 % reduction in CO2emissions* from logistics in Japan per unit of sales, compared to FY2006* Scope covers processes relating to product sales, not including processes relating to materials procurement and recycling

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CASIO SUSTAINABILITY REPORT 2012

Overall business activity targets
1. Biodiversity preservation target
Based on the Casio Group Biodiversity Guidelines, Casio will carry out biodiversity preservation activities relating to its
business sites and products.
For Sites
In cooperation with NPOs and NGOs, Casio will prepare a biodiversity impact assessment checklist regarding the locationand operation of plants and offices, and begin a pilot study by FY2013.
For Products
In cooperation with NPOs and NGOs, Casio will prepare a biodiversity impact assessment checklist regarding productdesign, procurement, production, packaging, distribution, and recycling, and begin a pilot study by FY2013.

CASIO SUSTAINABILITY REPORT 201294

Fiscal 2012 Casio Environmental Action Plan Performance
Progress
assessment key
達成度評価基準①Target 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 2012 Casio Environmental Action Plan Performance

Theme

TargetRaise share of Green Star Productsales 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.

☆☆☆☆
☆☆☆
☆☆
☆
▲

Per-unit valueof base year,etc.

per-unit valueof target year,
etc.

Actual performanceof
per-unit value for
FY2011, etc.

Performanceby the end of
FY2011

Progress
assessment-

50%[80% or more]

43％［83％ ]

14.2 percentage points
remaining to reachtarget Exceeded target
by 3 percentage points☆

Product targets
１：Eco-products

Upper level: FY2012
Lower level: FY2011

Plant and business-site targets
１：Reduction ofgreenhouse gas
emissions overthe medium andlong term

Reduce greenhouse gas emissions
over the medium term.

Reduce greenhouse gas emissions
over the long term.

Reduce CO2 emissions(Japan production sites).

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

Reduce CO2 emissions(Japan office sites).

Reduce the total volume of global greenhouse gas
emissions from business activities by 30% by FY2021
compared to FY2006.

Reduce the total volume of global greenhouse gas
emissions from business activities by 80% by FY2051
compared to FY2006.

132,21392,549Upper level: Compared with base year
Lower level: (Compared with previous

44,343

Reduced by 66.5%

54,217(Reduced by 18.2%)(Tons-CO2)(Tons-CO2)(Tons-CO2)

132,21326,44344,343

Reduced by 66.5%

54,217(Reduced by 18.2%)(Tons-CO2)(Tons-CO2)

0.312

0.203

Reduce emissions per unit of actual production by
35%, averaged over 5 years from FY2009 to 2013,
compared with FY1991.

☆

☆

(Tons-CO2)

0.166 *1

Reduced by 46.9%

0.185 *2

(Reduced by 10.4%)

☆

0.095
(Tons-CO2/¥
million)(Tons-CO2/¥
million)

11,492

10,458Reduce total emissions by 9%, averaged over 5 years
from FY2009 to 2013, compared with FY1991.

(Tons-CO2/¥
million)7,900 *1

Reduced by 31.3%

8,533 *2

(Reduced by 7.4%)

☆

6,000

Reduce CO2 emissions(production sites outside Japan).

Reduce CO2 emissions(office sites outside Japan).

３：Reduction ofgreenhouse gase

４：Resource
conservation(water, paper)

Reduce water usage(production sites outside Japan).

Reduce office paper
usage (Japan sites).

(Tons-CO2)(Tons-CO2)

0.235

0.165

0.213

Reduced by 9.5%

0.206

(Increased by 3.2%)

Reduce emissions per unit of production by 30% by
FY2013 compared to FY2005.
(Tons-CO2/¥
million)(Tons-CO2/¥
million)(Tons-CO2/¥
million)

5,099

4,946

7,249

Increased by 42.2%

7,496(Reduced by 3.3%)

Reduce total emissions by 3% by FY2013 comparedto FY2005.

Reduce total emissions of
Reduce total emissions to below 2000 level by 2010.
greenhouse gases other than CO2(CO2 equivalent) to below 2000 level.

Reduce water usage(Japan production sites).

(Tons-CO2)(Tons-CO2)(Tons-CO2)

7,278

728

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

Reduce generation ofwaste (production sites outside
Japan).

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

６：Reduction ofvolatile organic
compounds (VOCs)

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

Reduce emissions by 45% by FY2016 compared to
FY2001.

７：Hazardous substancephase-out

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

Detoxify all PCBs stored at Kofu Casio by FY2015.

８：Output reduction of
PRTR substances

Reduce output of PRTR substances(Japan production sites).

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

５：Waste reduction

0.00770.00580.0030

Reduced by 61.2%

0.0045(Reduced by 33.7%)(Thousand m3/¥
million)(Thousand m3/¥
million)(Thousand m3/¥
million)0.00390.00330.0041

Increased by 4.5%

0.0045(Reduced by 9.1%)(Thousand m3/¥
million)(Thousand m3/¥
million)(Thousand m3/¥
million)0.000350.00032

0.00048

Increased by 37.1%

0.00047(Increased by 3.1%)(Tons-CO2/¥
million)(Tons-CO2/¥
million)(Tons-CO2/¥
million)

0.024

0.012

0.0145

Reduced by 39.6%

0.014(Increased by 6.3%)(Tons-CO2/¥
million)Improve the green procurement ratio.

10：Green purchasing

Raise green purchasing ratio of office
Raise the ratio to 75% of total purchases bysupplies and office equipment (Japan
FY2012 (based on the number of purchases).
sites).

11：Logistics-related
global warming
countermeasures

Reduce CO2 emissions*3(distribution in Japan).

(Tons-CO2/¥
million)

☆☆☆

☆☆☆

▲

▲

☆

(Tons-CO2/¥
million)

0.012

0.008

0.0031

Reduced by 73.9%

0.0083(Reduced by 62.2%)(Tons-CO2/¥
million)(Tons-CO2/¥
million)(Tons-CO2/¥
million)

47

26

☆☆☆

3

Reduced by 94.6%

21(Reduced by 88.0%)

☆☆☆

-

☆

tons

tons

tons

-

-

-

0.000110.000070.00001

Reduced by 88.8%

0.00003(Reduced by 61.4%)☆☆☆

In Japan: 100%
OutsideJapan:100%-☆☆☆

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

FY2011: 100%

-

75%

63.7%

-

☆

-

22.0%
compared to
FY201375.6%
compared to
FY200624.4%
compared to
FY2006☆

-

Build a foundation
for surveying
biodiversity impact(implement elearning program,and investigate achecklist)☆☆

Maintain 100%*5 green parts procurement rate(all supplied parts are green parts*4) of FY2013.
*4 Parts and materials that do not containprohibited substances as designated by Casio*5 Excluding those substances that are within
legal limits, if customer requests

９：Green procurement

Reduced by 99.5%(Reduced by 98.9%)(Tons-CO2)

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

Reduce generation ofwaste (Japan sites).

34
3,007

（トン-CO2）以下

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

▲(Tons-CO2)(Tons-CO2)

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

▲

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

(Tons-CO2/¥
million)Overall business activity targets

１：Biodiversity
preservation target

Conduct biodiversity impact surveys in all
Preserve biodiversity and ecosystembusiness areas by FY2012, and establish a policy
services.
theme.

--*1 Average value for FY2009 to FY2012.
*2 Average value for FY2009 to FY2011.
*3 The scope of target for logistics-related global warming countermeasures is distribution for product sales.

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CASIO SUSTAINABILITY REPORT 2012

This page provides an overall picture of the environmental impact of the Casio Group's business activities.
What is a material balance?
A material balance shows the amount of resources used and the amount of materials with environmental impact that are produced (outputs)in business activities from R&D to after-sales collection and recycling (inputs).

Fiscal 2012 performance
In FY2012, Casio Micronics was transferred out of the Casio Group, and Kofu Casio was closed down (now in the process of liquidation).
As a result, both inputs and outputs for business activities at production sites in Japan were reduced. Furthermore, due to the loss ofrecords at Casio Thailand during the major flooding there, data from this company could not be included. The inputs and outputs for
production sites outside Japan decreased as a result.
In order to cope with the need for summertime power saving in Japan after the Great East Japan Earthquake that struck in March 2011,
large Casio Group offices and production sites in Japan carried out measures such as reporting hourly power consumption data toemployees on the company intranet. Casio will continue working to reduce its environmental impact by improving production equipment andbusiness processes as well as making Casio products even more energy efficient and resource conserving.
Material balance in business activities (FY2012)*1 Ozone depleting substances have been fully phased out.
*2 Parts and materials include consumables, such as toner cartridges.
*3 Recycled waste includes thermally recycled material.
*4 Product distribution is consigned to transportation companies.

CASIO SUSTAINABILITY REPORT 201296

In order to comply with environmental laws and regulations, Casio is carrying out frontline environmental protection activities based on theestablishment of internal standards mainly for sites with ISO 14001 certification. With the aim of helping to realize a low-carbon society, thecompany is also complying with the voluntary action plan for reducing greenhouse gas emissions established by the industry association.
Casio is pursuing environmental management in earnest by setting Casio Environmental Action Plan targets for the entire Casio Group.

CO2
Reducing CO2 emissions⌈Sites in Japan⌋
FY2012 marked the fourth year of the target period (five years from FY2009 to FY2013) for CO2 emissions from sites in Japan. The
performance figures using comparisons with the base year are average values for the initial year (FY2009) through the fourth year
(FY2012).
Production sites in JapanThe target for production sites in Japan was a 35% reduction in CO2 emissions per unit of actual production compared to FY1991. In
FY2012, emissions were about 46.9% lower than in FY1991. This also represented a reduction of about 10.4% compared to the previous
fiscal year. The reason for this significant reduction was the transfer of a company out of the Casio Group and its removal from the scope ofcomputation, along with a decrease in production activities following a business closure.
Office sites in JapanThe target for office sites in Japan was a 9% reduction in the total amount of CO2 emissions compared to FY1991. In FY2012, emissions
were about 31.3% lower than in FY1991, resulting in target achievement for the second consecutive year. This was a reduction of about
7.4% compared to the previous fiscal year. The reason for the significant emissions decrease was the implementation of power-saving
measures following the Great East Japan Earthquake.
⌈Sites outside Japan⌋
FY2013 is the target year for all sites outside Japan.
Production sites outside JapanThe target for production sites outside Japan was a 30% reduction in CO2 emissions per unit of production compared to FY2005. In
FY2012, emissions were about 9.5% lower than in FY2005, despite an increase of approximately 3.2% from the previous fiscal year. Due tothe loss of records at Casio Thailand during the major flooding there, data from this company could not be included in this overall result.
Office sites outside JapanThe target for office sites outside Japan was a 3% reduction in the total amount of CO2 emissions compared to FY2005. In FY2012,
emissions were about 42.2% higher than in FY2005, but there was a reduction of about 3.3% from the previous fiscal year. Althoughemissions had increased each year from FY2005 to FY2011, the company finally achieved a year-on-year reduction in FY2012. The main
drivers of the increased emissions over time were a major increase in floor space of Casio Europe offices in FY2010 and inclusion of abroader scope of data in the computation. Building on the turn-around in FY2012, Casio will aggressively pursue further energy-saving
activities for lighting, heating and cooling.
⌈Logistics in Japan⌋
The target for CO2 emissions from logistics activities in Japan was a 22% reduction per unit of domestic sales compared to FY2006, by
FY2013. In FY2012, emissions were 24.4% lower than in FY2006. 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 consolidated with thelogistics center. Through this staged effort, Casio reduced the number of consumer distribution centers in Japan from five to four. Thistransition not only shortened transportation distances, but also promoted a modal shift from truck to rail, helping to further reduce CO2
emissions.
⌈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.

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

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

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

CASIO SUSTAINABILITY REPORT 201298

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

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CASIO SUSTAINABILITY REPORT 2012

Greenhouse gases other than CO2
Reduction of greenhouse gases other than CO2
The target for reduction of greenhouse gas emissions other than CO2 is at least a 90% reduction compared to FY2001, by FY2013.
(SF6/HFCs)
Although the input and emissions of SF6 were zero, certain spray cans used in production contain HFCs.These emissions wereapproximately 99.5% lower than in FY2001, and 98.9% down from the previous year. Due to the external transfer of the TFT-LCD business
in FY2011, there was zero usage or emissions of SF6 in FY2012. That leaves only emissions of HFCs contained in sprays used for inproduction. Casio will continue to reduce these emissions by switching to alternative HFC-free sprays in the future.
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.

HFC emissions

CASIO SUSTAINABILITY REPORT 2012100

WasteReducing waste
Casio evaluates its waste reduction efforts (including waste and valuable reusable resources) against the target year of FY2013.
⌈Sites in Japan⌋
The target for reducing waste produced from sites in Japan was a 50% reduction in waste per unit of actual production compared to
FY2001. In FY2012, waste was about 39.6% lower than in FY2001, but there was an increase of approximately 6.3% from the previous
year. Although the total waste amount was down to 1,775 tons from 2,017 tons in FY2011, the figure per unit of sales worsened due to adrop in sales.
⌈Production sites in Japan⌋
The target for reducing waste from production sites outside Japan was a 30% reduction per unit of production compared to FY2005. In
FY2012, emissions were about 73.9% lower than in FY2005, representing a decrease of about 62.2% from the previous fiscal year. Due tothe loss of records at Casio Thailand during the major flooding there, data from this company could not be included. Production increases atother sites to compensate for the shutdowns at Casio Thailand also contributed to this overall result. Casio will continue to work to reduce
waste by revising production processes.
Generation of waste, volume of landfill disposal, and waste per unit of actual production (all sites in Japan)

Generation of waste, volume of landfill disposal, and waste per unit of production (production sites outside Japan)

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CASIO SUSTAINABILITY REPORT 2012

Water resources
Reducing input of water resources⌈Production sites in Japan⌋
Water resource input is evaluated using FY2013 as the target year. The target for production sites in Japan was a 25% reduction in water
resource input per unit of actual production compared to FY2001. In FY2012, water input per unit of actual production was about 61.2%
lower than in FY2001, which also represented a reduction of about 33.7% from the previous fiscal year. The reason for this significant
reduction was the transfer of a company out of the Casio Group, and its removal from the scope of computation, along with a decrease inproduction activities following a business closure.
⌈Production sites outside Japan⌋
The target for production sites outside Japan was a 15% reduction in water resource input per unit of production compared to FY2005. In
FY2012, the figure was about 4.5% higher than in FY2005, but approximately 9.1% lower than the previous year. Due to the loss of records
at Casio Thailand during the major flooding there, data from this company could not be included. Production increases at other sites tocompensate for the shutdowns at Casio Thailand also contributed to this overall result. The company will work to reduce waste in the future
by revising production processes.
Usage of water resources and recycled industrial water, and input per unit of actual production (Japan production sites)

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

CASIO SUSTAINABILITY REPORT 2012102

Paper resources
Reducing usage of paper resources
The reduction target for the usage of office paper at sites in Japan was a 10% reduction compared to FY2008 by FY2013, per unit of sales.
The result for FY2012 was about 37.1% higher than in FY2008. This increase was due to a drop in sales, as the total volume of office
paper used fell from 115 tons in FY2008 to 68.3 tons in FY2011. Along with the increased promotion of green IT, Casio will reinforce its
efforts to reduce paper usage.
Office paper usage (all sites in Japan)

PRTR
Reducing PRTR substances
The target for reduction of usage and releases of substances specified by Japan's PRTR Act was a 40% reduction per unit of actual
production compared to FY2004, by FY2013. In FY2012, the figure was approximately 88.8% lower than in FY2004, also down 61.4% fromthe previous year. The reason for this significant reduction was the transfer of a company out of the Casio Group, and its removal from thescope of computation, along with a decrease in production activities following a business closure. Casio will continue striving to reduce theuse of these chemicals.
PRTR substance usage, releases, and releases per unit of actual production (Japan production sites)

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CASIO SUSTAINABILITY REPORT 2012

VOC, NOx, SOx, dust
Reducing VOCs
The target for reducing atmospheric emissions of volatile organic compounds (VOCs) from production sites in Japan was a reduction of
45% compared to FY2001, by FY2016. In FY2012, Casio’s emissions of VOCs were about 94.6% lower than in FY2001, which also
represented a reduction of approximately 88.0% from the previous fiscal year. The reason for this significant reduction was the transfer of acompany out of the Casio Group, and its removal from the scope of computation, along with a decrease in production activities following abusiness closure. By adjusting settings and practicing indoor temperature management, Casio also intends to further reduce emissions ofatmospheric pollution generated by air conditioning equipment such as hot and chilled water generators.
VOC usage and emissions to atmosphere (Japan production sites)

Reducing Nox ,SOx, Dust
Casio’s atmospheric emissions of nitrogen oxides (NOx), sulfur oxides (SOx) and dust in the peak year of FY2006 were 138 tons, 37 tons,
and 2 tons, respectively. Emissions in FY2012 were dramatically lower, at 1.1 tons, 2.2 tons, and 0.2 tons, respectively. The reason forthese significant reductions was the transfer of a company out of the Casio Group, and its removal from the scope of computation, alongwith a decrease in production activities following a business closure. By adjusting settings and practicing indoor temperature management,
Casio also intends to continue reducing emissions of atmospheric pollution generated by air conditioning equipment such as hot and chilledwater generators.
NOx, SOx and dust emissions to atmosphere (Japan production sites)

CASIO SUSTAINABILITY REPORT 2012104

Scope of Data
Environmental performance data was compiled using results from the following Casio sites for FY2012 (April 1, 2011 to March 31, 2012).

Production sites in Japan

Office sites in Japan

Production sites outside
Japan

Office sites outside Japan

Yamagata Casio Co., Ltd.

Casio Electronic Manufacturing Co., Ltd.

Kofu Casio Co., Ltd. (Headquarters)*1

Kofu Casio Co., Ltd. (Ichinomiya)*2

Casio Micronics Co., Ltd. (Headquarters and Ome FactoryNo.1)*3

Casio Micronics Co., Ltd. (Ome Factory No.
2)*4

Casio Computer Co., Ltd. (Headquarters)

Casio Computer Co., Ltd. (Hamura R&D
Center)Casio Computer Co., Ltd. (Hachioji R&D Center)

Casio Computer Co., Ltd. (Kudan sales office)Casio Computer Co., Ltd. (Osaka sales office)Casio Computer Co., Ltd. (Sendai sales office)Casio Computer Co., Ltd. (Saitama sales office)Casio Computer Co., Ltd. (Nagoya sales
office)Casio Computer Co., Ltd. (Hiroshima sales office)Casio Computer Co., Ltd. (Fukuoka sales
office)Casio Business Service Co., Ltd. (Headquarters)

Casio Business Service Co., Ltd. (Fuji)

Casio Business Service Co., Ltd. (Fujinomiya)Casio Techno Co., Ltd. (Headquarters)

Casio Information Systems Co., Ltd. (Headquarters)

Casio Human Systems Co., Ltd.
(Headquarters)*5

Casio Communication Brains, Inc.

Casio Marketing Advance Co., Ltd.

CXD Next Co., Ltd.

Casio Information Service Co., Ltd.

Casio (Hong Kong) Ltd. (Panyu Factory)

Casio (Hong Kong) Ltd.

Casio Electronic Technology (Zhongshan) Co., Ltd.

Casio (Thailand) Co., Ltd.*6

Casio Taiwan Co., Ltd.

Casio Electronics (Shenzhen) Co., Ltd.

Casio (Guangzhou) Co., Ltd.

Casio Soft (Shanghai) Co., Ltd.

Casio America, Inc.

Casio Canada Ltd.

Casio Europe GmbH

Casio Electronics Co., Ltd.

Casio France S.A.

Casio India Co., Pvt. Ltd.

Casio Singapore Pte., Ltd.

Casio Espana S.L.

Casio (Shanghai) Co., Ltd.

Casio Mexico Marketing, S. de R. L. de C.V.

Guangzhou Casio Techno Co., Ltd.

Casio Benelux B.V.

Casio Scandinavia AS

Casio Brasil Comercio De Produtos
Eletronicos Ltda.

Casio Italia S.r.l.
*1*2 The results for Kofu Casio's headquarters and Ichinomiya office were from the period of April 1, 2011 to October 31, 2011.

*3*4The results for Casio Micronics' headquarters and Factory Nos. 1 and 2 were from the period of April 1, 2011 to September 30, 2011*5

The results for Casio Human Systems’ headquarters were from the period of April 1, 2011 to September 30, 2011.

*6

The relevant records at Casio Thailand were lost in flooding in July 2011. Since there is no data, and as operations were not restarted during FY2012, Casio Thailand
was not included in data calculation for this fiscal year.

105

CASIO SUSTAINABILITY REPORT 2012

Calculation Standards
1. Input
1. Energy input amount
Includes fuel (gasoline and diesel) for company vehicles
2. Crude oil equivalent
Calculated in accordance with the Law Concerning the Rational Use of Energy
3. Input of greenhouse gases other than SF6
Applicable gases are HFCs in sprays such as dust blowers and quenching agents, and the total spray quantities were usedas the gas input amounts.
4. VOC input amountApplicable VOCs are amounts from sites that use over 50 kg annually.
5. Paper usage amountApplies to paper used for page printers, fax machines, and copiers.
6. Plastic material usage amountApplies to re-input of material on plastic molding lines at group companies.
2. Outputs
1. CO2emissions
The CO2 conversion factors for electricity used to calculate output amounts are as follows.
For emissions in Japan, Casio used an emission coefficient of 0.00035 (t-CO2/kwh), as announced by the Federation ofElectric Power Companies to reflect an adjustment for depreciation credit. This coefficient was also adopted by the Japan
Business Federation in its voluntary action plan.
For emissions outside Japan, the “emissions factor adjusted for the CO2 emissions from CHP (combined heat and power)
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. Other greenhouse gas emissions
・These were calculated in accordance with Japan’s Act on Promotion of Global Warming Countermeasures
3. Recycling amount・This was calculated as the amount of material recycled by consignees for intermediate processing, plus the amount ofthermal recycling.

CASIO SUSTAINABILITY REPORT 2012106

Overview of fiscal 2012 performance
In FY2012, the Casio Group's environmental accounting was largely influenced by extraordinary factors such as the unprecedented natural
disasters of the Great East Japan Earthquake and the flooding in Thailand. Other major factors included the transfer of the WLP-related
business out of the Casio Group, and a substantial drop in the CO2 unit price that is the basis for economic effect calculation. As a result,investment and expenses in environmental conservation and economic benefits of environmental conservation were both down compared tothe previous fiscal year.
Casio’s investments in environmental conservation, including energy-saving equipment, were valued at ¥51 million in FY2012. The
expenses of Casio’s environmental conservation activities, including recycling of products, parts and supplies such as toner cartridges,
were ¥1,486 million. Meanwhile, there was a real economic benefit of ¥1,085 million from recycling activities and an estimated economic
benefit of ¥311 million from the reduction of distribution costs through environmental protection initiatives and environmental impact
reduction achieved by paperless products. The fiscal year’s total economic benefits were ¥1,396 million.
Casio will continue to properly identify and report on its environmental management activities in economic terms, and will promote initiatives
for even more efficient and effective environmental conservation.
Environmental conservation costs (April 2011 - March 2012)
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.))

51

231

(1) Pollution prevention cost

Preventing noise and water pollution

1719(2) Global environmental
conservation cost

Maintenance of energy-saving systems

34

135

(3) Resource circulation cost

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

77

Upstream/downstream cost*2

Collection and recycling of products, parts, supplies-

914

Administration cost

Secretariat operation costs, environmental information
disclosure-281

R&D cost

R&D for reduction of environmental impact-

41

Social activity cost

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

-

19

51

1,486

Total
*1 Depreciation costs are included in the expenses.

*2 Costs arising before and after the processes of the main business activities.

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CASIO SUSTAINABILITY REPORT 2012

Economic benefits of environmental conservation (April 2011 - March 2012)
Economic benefit
Type of benefit

Amount(¥ million)

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

Estimated benefit *Business revenue from recycling of used products, etc.

1,085
1,033

Cost reduction through energy saving activities

40

Reduction of waste processing costs arising from resource saving or recycling

12

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

311

Total

1,396

*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, as well as distribution cost reductions achieved by a modal shift from air to sea transport, and the resource saving benefit fromwater recycling.
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 units sold in the year x Electrical power unit price
The following statistical sources are used to perform these calculations:
CO2 unit prices are the average values for FY2011 (¥895.0/ton) based on the Nikkei-JBIC Carbon Quotation Index.
Electrical power unit prices are based on the FY2009 results published by the Agency for Natural Resources and Energy of the Ministry of
Economy, Trade and Industry (¥16.02/kWh).

Trends in environmental expenses and economic benefits (FY2010 - FY2012)*Past year values for economic benefits have been revised based on the current fiscal year standards.

CASIO SUSTAINABILITY REPORT 2012108

Environmental conservation effectTypes of environmental conservation effects
Environmental conservation effect relating toresources used in business activities

Environmental performanceindicator
Water resources
CO2 emissions

Environmental conservation effect relating toenvironment impact and waste generated bybusiness activities

Unit
ThousandFY2011FY2012

Environmental
conservation
effect *1

3

1,209

847

362

Tons-CO2

53,72044,3099,411

mSpecially designatedchemical (PRTR)
emissions

Tons

4.7

1.5

3.2

Waste emissions

Tons

3,677

2,944

733

BOD

Tons

23

11

12

NOx emissions

Tons

3.2

1.4

1.8

SOx emissions

Tons

1.2

2.2

-1.0 *2*1

Figures that have risen are shown as positive, while those that have fallen are shown as negative.
The environmental impact has decreased significantly due to the transfer of the WLP-related business.
*2 As part of efforts to cover production lost to flooding at Casio Thailand, boiler operation time increased at Yamagata Casio for heating
and for humidification to reduce static electricity.
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, Japan109

CASIO SUSTAINABILITY REPORT 2012

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 unique initiative is an industry-first.
In the initial fiscal year, Casio performed offsetting using carbon credits from Clean Development Mechanism (CDM) projects outside Japan
registered with the UN CDM Executive Board. In FY2010, Casio also began using Japan Verified Emission Reduction (J-VER), a newly
created carbon credit system in Japan. Casio signed a contract with Kochi Prefecture, which received the initial certification of J-VER, andthe offsetting was performed. The applicable proceeds from toner cartridges sold in Kochi Prefecture went towards the purchase of carbon
credits from greenhouse gas reduction projects within the prefecture. This is known as “local production for local consumption” carbon
offsetting.
Casio will continue to introduce unique initiatives to address the challenge of climate change.

CASIO SUSTAINABILITY REPORT 2012110

Carbon offset report (fiscal 2012)
The following is a report on the carbon offsetting from the sale of Casio toner cartridges offering a carbon offset.
Period:April 1, 2011 to March 31, 2012

Product:

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

Allowance credit
Project
Type

CreditName

Invalidation
providerType

ID number

CER

IN000-000-077-014-437〜014-638
IN000-000-077-014-819〜014-896

Carbontrade Inc.

Carbontrade Inc.

Kochi Prefecture

CDM

6.75 MW wind power project in Tamil Nadu, India（UN CDM Executive Board Registration No. 1053）

CDM

34.4 MW wind power project in Karnataka, India（UN CDM Executive Board Registration No. 1824）

CER

IN000-000-079-177-164〜178-163
IN000-000-079-199-149〜200-148

In
Japan

Kochi Prefecture Wood Resource Energy Utilization Project B（Certification Center on Climate Change, Japan,
Registration No. 0001004）

J-VER

JP200-000-000-094-910〜094-913

Offset amount in FY2012: 2,284 tons-CO2
Trends in Carbon offset amount

Total offset: 7,141 tons-CO2
Information on carbon offsetting (in Japanese only)http://casio.jp/ppr/green/

111

CASIO SUSTAINABILITY REPORT 2012

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 the progress made in fiscal 2012.
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 2012112

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%.

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CASIO SUSTAINABILITY REPORT 2012

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

CD-size booklet

AC cordAC adapter (charger)

⇒

⇒

Strap
Rechargeable battery
USB cable

CASIO SUSTAINABILITY REPORT 2012114

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
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 above, CO2 emissions have been reduced by approximately 330 tons annually (20% reduction)

115

CASIO SUSTAINABILITY REPORT 2012

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.
In fiscal 2012, Casio will promote further direct delivery efforts, investigating direct shipment not just to the central logistics centers ofcustomers, but also to their regional centers.
Promoting direct delivery to North America

CASIO SUSTAINABILITY REPORT 2012116

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.
These cartons can be used to ship parts made in Japan to Hong Kong for use at
Chinese production sites, and to ship timepiece parts from vendors in China, from Hong
Kong to Thailand. By then transporting finished timepieces or timepiece parts fromA reusable shipping carton employed for distribution in Asia

Thailand to Japan, the cartons never have to travel empty between the three countries.
Unlike traditional cardboard boxes, these cartons do not have to be discarded, and instead can be used many times over, thereby reducing
environmental impact.
Casio has now begun to introduce even larger shipping cartons. The large shipping cartons are mainly used for ocean transport. Packaging
damage can be avoided through the use of LCL shipping (freight from different companies in one ocean shipping container), which also
eliminates the need to use air transport when the shipping volume is small.
Starting in fiscal 2012, the reusable large shipping cartons are also being used to transport products.

Eco Rail Mark certification
On October 29, 2009, Casio was certified by the Japanese Railway Freight Association as a company carrying out Eco Rail Mark initiatives.
The Eco Rail Mark indicates that a product or company is actively engaged in efforts to alleviate environmental problems through the use ofrail freight transport. Rail transport has a smaller environmental impact, producing about 1/7th the CO2 emissions of commercial trucking.
Casio actively uses rail for shipping from its logistics center in Mie Prefecture to its distribution centers in Hokkaido and Tokyo.
Casio will continue working to reduce its environmental impact by pursuing environmentally friendly transport.

Eco Rail Mark

Promoting a modal shift to rail transport

Environmentally friendly rail containers

CO2 emissions for logistics (Environmental Data)

117

CASIO SUSTAINABILITY REPORT 2012

In compliance with global laws and standards, Casio is striving to achieve environmentally compliant productdesign and green procurement.
Green design 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.
In the procurement stage, Casio regularly updates its Green Procurement Standards to ensure compatibility with all the current laws andstandards in countries around the world. 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 scientificallyverifying 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.
The company has also established internal standards to comply with laws for energy-saving design, such as Europe's Energy-related
Products (ErP) requirements.
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 2012)
Packaging

Energyconservation
EuP

Collection
andRecycling

Hazardous
Substances

Battery
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

Each state's
TV/PC
recycling laws

Each state's
electric
Canada appliancerecycling
regulations

CASIO SUSTAINABILITY REPORT 2012

Serbia batteries directive

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

Each state's
packaging andheavy metal
regulations

External power
energy efficiency
regulations

118

Each state's
packagingmaterialcollection
programs

Each state's
rechargeable
battery recycling
regulations

ProductCollection
andRecycling

Hazardous
Substances

Energyconservation

Collection andRecycling

Battery

Hazardous
Substances

Collection
andRecycling

Hazardous
Substances

Energyconsumption
labeling
regulations

MexicoBrazil

PackagingBrazilRecycling
Law

Brazil Recycling
Law

BrazilRecycling
Law

Brazil batteries
regulation

Argentina

Argentina
batteries
regulation

Paraguay

Paraguay
batteries
regulations
Israelpackagingregulations

IsraelChina

South Korea

China
WEEE

China RoHS

South Korea
RoHS/WEEE/ELVSouth Korea
EnergyConservation Law

South Korea
Recycling Law

TaiwanGlobalconventions

South Korea
batteries
regulations

Battery
recycling
regulations

Dry-Cell Battery
Mercury
Regulations

India's e-waste law

Viet NamJapan

South Korea
Recycling
Law

External power
energy efficiency
regulations

Australia
India

Dry-Cell Battery
Mercury
Regulations

China RoHS

Viet Nam RoHS
Recycling
Law

Recycling Law(J-Moss)

EnergyConservation Law

Container andPackaging
Recycling Law

Recycling
Law

Convention on
Persistent Organic
Pollutants (POPs)

As an initiative to help prevent climate change in the procurement stage, Casio requests suppliers not to use greenhouse gases in the
manufacturing process, and also to ascertain and reduce their emissions of CO2. In the development and design stages, Casio promotes
product development by setting targets that surpass its competitors' products with the best energy consumption efficiency in the same
category.

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CASIO SUSTAINABILITY REPORT 2012

Casio is committed to green purchasing, or the proactive effort to purchase environmentally friendly indirect materials, which includes officesupplies and office equipment (excluding software). Casio has been promoting its goal of a 70% green purchasing rate*1 in fiscal 2010 atsites that have adopted the CATS e-P System,*2 a goal established in fiscal 2009. In fiscal 2010 the target was achieved with a rate of
70%. In fiscal 2011, Casio worked toward a green purchasing target rate of 75% by fiscal 2013. However, due to the major changes in
economic conditions since 2009, performance has been slipping in fiscal 2010 and 2011. Casio will analyze results and take further steps toimprove the green purchasing rate, aiming to achieve its goal in fiscal 2013.

■ Green purchasing rate (in terms of number of purchases)*1 Sites that have adopted the CATS e-P System:(As of March 31, 2007: 1 company)
Casio Computer Co., Ltd.: Headquarters, Hamura R&D Center, Hachioji R&D Center, Eastern Japan hub centers (Chiyoda, Sendai,
Saitama, Yokohama, Chiba, and Special Sales Office), and Western Japan hub centers (Nagoya, Osaka, Hiroshima, and Kyoto)(As of March 31, 2008: added 8 companies, reaching a total of 9)
Casio Information Service Co., Ltd.
Casio Communication Brains, Inc.
Casio Business Service Co., Ltd.
Casio Information Systems Co., Ltd.
Casio Electronic Manufacturing Co., Ltd.
Casio Human Systems Co., Ltd.
Casio Techno Co., Ltd.
Yamagata Casio Co., Ltd.
(As of October 1, 2011: added 1 company, reaching a total of 10)
Casio Marketing Advance Co., Ltd.
*2 Green purchasing rate(%):

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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

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.

Environmental performance data at production sites (Environmental Data)

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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
815 servers had been integrated by March 2012.

Effects of reducing power consumption through server integration
This server integration effort is resulted in a total reduction in power consumption of 1,220,000 kWh, yielding a reduction in CO2 emissionsof 444 tons.
Contributing to Green IT Through Server Integration
Through Mar.
2011
Number of servers integrated (machines)

Apr. 2011 Mar. 2012

Cumulative total

681

134

815

1,021,500

201,000

1,222,500

Annual CO2 reduction (tons-CO2)*2

370.8

73.0

443.8

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

26,486

5,214

31,700

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 CO 2 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. In fiscal 2012, CO2 emissions
were reduced by about 45% compared to fiscal 2009 before relocation to the new building, based on a total floor
space comparison.
Diagram showing the useof geothermal heat

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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
Designed as an environmentally friendly building, the Hachioji R&D Center was completed in November 2003. The center is equipped withenergy-saving features 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 and building management companies, thecenter holds ongoing meetings to consider power-saving measures. Thus, instead of just relying on its hardware, the center has beenenthusiastically pursing other improvements such as finely tuned temperature control, 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%. In fiscal 2011, the organization and number of employees at the center were streamlined, but then in fiscal 2012, the number of
employees increased. This brought about a corresponding significant decrease and then increase in CO2 emissions. However, CO2
emissions for both years were still about one third of that in the base year.
Base year emissions(FY2005)
Emissions (tons)

FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012

2,952

Reduction rate compared to the base year

2,802

2,618

2,452

2,303

2,140

705

961

5％

11％

17％

22％

28％

76％

67％

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

Click here to see CO2 emissions from office sites (environmental data)

The Hachioji R&D Center – environmentally friendly since the design stage
The air-conditioning system at the Hachioji R&D Center features large vertical
thermal storage tanks that go up through the floors of the building. They contain waterthat is cooled during the night, and then used to enable indoor climate control during
the day. Although the system can operate entirely on its own, it is actually run withhuman guidance, for “semi-automatic” operation. In other words, by having humantechnicians fine tune the system's automatic operation, greater savings in energy
consumption and CO2 emissions are being achieved. Technology plus humancreativity combine to protect the environment.
Thermal storage tanks
The water in the tanks is chilled using cheaper power at night,
and the tanks are then used to cool the offices in the daytime.
These distinctive thermal storage tanks are noticeable evenfrom a distance, and have become an energy-saving symbol
for the entire Hachioji R&D Center.

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 by letting in the right amount of outside air, thereby
maintaining optimal temperature control. Mechanical ventilation is employed to bring in outside air only when air circulation from naturalventilation becomes insufficient. This helps to minimize power costs.

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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. There are also
sensors to detect room brightness and human movement for automatic control ofinterior lighting. This helps eliminate unnecessary electrical usage. Through thesemeasures, the Hachioji R&D Center is contributing greatly to the reduction of CO2
emissions, thereby helping in the fight against climate change and protecting theenvironment. While fully utilizing the environmentally friendly functions of this energysaving building, the center is implementing cycles of improvement, operation, results,
verification, and evaluation in order to achieve even more power savings in the future.

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
opening the blinds at lunchtime to let light in and turning off thelights.

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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.
The international environmental management standard such as ISO 14001 has been adopted at each Casio site and group company, and99.3% of all group employees now work at sites with ISO 14000 certification. The smaller business sites where it is difficult to implement thisstandard continue to use Casio's independent environmental management system.
Structure of the Casio Environmental Conservation Committee(April 2012)

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List of ISO 14001 Certified Sites
Certified 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., Panyu
Factory

September 1999

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 2012, Casio was not subject to any legal violations, penalties, fines, or lawsuits relating to the environment.

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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 relating to 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.)
With the enactment of some regulations carrying severe penalties, Casio also recognizes the need to keep strengthening risk management.

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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.

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
The following measures to comply with regulations on energy saving and the prevention of global warming are important efforts to achieve
Casio's medium and long-term Environmental Vision and Environmental Declaration for the realization of a low-carbon society.

1. Act on the Rational Use of Energy
Casio Computer Co., Ltd., and certain group companies in Japan are working on the rationalization of energy use, as applicable business
entities under the Act on the Rational Use of Energy. In addition to the regular submission of reports and medium and long-term plans since
fiscal 2010, these Casio entities have set up management systems according to the determination standards relating to the rational use ofenergy.

2. Act on the Promotion of Global Warming Countermeasures
Casio Computer Co., Ltd., and applicable group companies do 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. They are complying withrequirements for the reporting of greenhouse gas emissions, by regularly 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.
A system for Reporting on Measures against Global Warming was also introduced in fiscal 2010, for all small and medium-size businessfacilities (with energy usage of less than 1,500 kl per year, crude oil equivalent) in Tokyo.
The applicable Casio Group sites understand the purpose of the program and are ascertaining current conditions, implementing measuresand preparing/submitting mandatory and voluntary reports based on the ISO 14001 management system.

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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
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CASIO SUSTAINABILITY REPORT 2012

Casio data projector wins 2011 Product of the Year Eco Mark Award

Product of the Year award winner
Data projector standard model

Eco Mark award logo (2011)(3,000 lumens)
Casio's data projector has been awarded “Product of the Year” as part of the Eco Mark Award 2011, organized by the Japan Environment
Association.
The Eco Mark Award, which was established in 2010, recognizes companies and organizations that work proactively to “create asustainable society through consumer product selection based on environmental awareness and corporate efforts to improve theenvironment,” which is the objective of the Eco Mark Program.
The Product of the Year prize was launched in fiscal 2012. A selection committee chooses a product from among all Eco Mark certified
products which particularly excels in areas such as environmental performance, innovative qualities and eco-friendly design. Casio's data
projector and one other product from another company were selected to be the first ever Eco Mark Products of the Year.
Casio’s award-winning product
Data projector standard model (3,000 lumens)
Eco Mark Certification No.: 10 145 015
Rationale for Selection
Most of the projectors on the market today use high-pressure mercury lamps, which have issues in terms of short product life anddisposal. Thanks to its 3,000-lumens Laser & LED Hybrid Light Source, Casio's data projector is an innovative product unmatched byother companies. The lamp also has a long life of 20,000 hours (compared to the Eco Mark standard of 3,000 hours), and with amaximum of 190 watts, it boasts the lowest power consumption during usage (Eco Mark standard is 311 watts). The projector offers
outstanding environmental design over the entire product lifecycle, and should become the standard for next-generation products in the
projector market. In addition, Eco Mark is actively promoted on the product website and catalogue, as well as in product advertising in
newspapers, magazines and on trains. This projector also received high marks for helping to convey new environmental considerations to
consumers.

CASIO SUSTAINABILITY REPORT 2012

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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 forelementary 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 environmentallyfriendly 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 historyof the calculator. They even get a chance to take apart and reassemble calculators.

Touring the facilities at the Hachioji R&D
CenterCalculator disassembly and reassembly
activity

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).
Casio is a foster-sponsor of this tulip field

A full view of the tulip fields

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Exhibiting at Eco-Products 2011
Every year Casio exhibits at Eco-Products, the largest environmental trade show in Japan. Held at Tokyo Big Sight from December 15 to
17, 2011, Eco-Products 2011 marked its 13th year with more than 180,000 visitors in attendance and over 700 companies andorganizations setting up exhibits to display their environmentally friendly products and services.
Casio has exhibited each year since Eco-Products began. In 2011, Casio showcased its initiatives to help build a low-carbon society andprotect biodiversity under the theme of “Harmony with Nature.” The concept behind this year’s show was the creation of a sustainable
society through projects that emphasize the natural environment and the precious blessings it provides: energy and natural resources.
Based on this concept, Casio showcased Casio Green Star products and a wide range of environmental initiatives undertaken by the Casio
Group.
Casio’s stage featured an interactive quiz for visitors and a witty performance by a stand-up comedian describing everyday examples ofsaving energy and caring for the natural environment. The exhibition space provided accessible explanations of the environmentally friendly
aspects of Casio’s products through catchy slogans and a quiz in the form of a “stamp rally,” by which visitors collect stamps to win prizes.
In addition, Casio’s popular calculator assembly classes, held every year at the event, attracted a large number of children, teens, andstudents.
By continuing to exhibit at Eco-Products in the future, Casio will keep informing people about its wide range of environmental efforts andwork to promote new concepts and policies for approaching the environment.

Promoting harmony with nature

An interactive stage for visitors

Calculator assembly classes were offered A sphere made of ice shows an image ofto adults, too, this year

the natural world

Participation in CES
Casio exhibits every year at the Consumer Electronics Show (CES), one of the world’s largest events of its kind. In fiscal 2012, the show
was held in Las Vegas from January 10 to 13, 2012. With a vast turnout of over 150,000 visitors, CES 2012 provided an excellent
opportunity for Casio to promote its innovative new products.
Casio’s environmental exhibition area showcased initiatives to create a low-carbon society and protect biodiversity under the theme of“Harmony with Nature.” On display were Casio Green Star products, including watches and projectors, with clearly presented explanations
using attractive panels.
In its projector exhibition area, Casio displayed its mercury-free, energy-saving data projectors equipped with a hybrid light source thatcombines LED and laser technologies, along with digital signage and other items that make use of the special benefits offered by theseproducts.

Emphasizing nature and its blessings

Watches that use natural energy

CASIO SUSTAINABILITY REPORT 2012132

Mercury-free data projector that saveProtecting biodiversity and caring forenergynature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)
http://www.icerc.org/

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.

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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.
In fiscal 2013, the Kofu Office of Casio Business Service Co., Ltd., took over Kofu Casio’s effort.

CASIO SUSTAINABILITY REPORT 2012134

Independent Verification Report
22 August 2012
CASIO COMPUTER CO., LTD.
K.K. Satisfactory International
3-12-8 Hacchobori Chuo-ku Tokyo, Japan
Representative Director

Komatsu Takeshi

Objective of Verification
Casio Computer Co., Ltd (Casio) has commissioned K.K. Satisfactory International (KKSI) to
conduct verification of Casio’s environmental performance data of the financial year of 2011 (1 April
2011 – 31 March 2012) for inclusion in the Casio Sustainability Report 2012(Report).
The aim of this verification is to consider the accuracy of environmental performance data detailed
in the Report and to provide a verification opinion based on objective evidence.

Scope
The scope of the verification work covers the activities including 1)Inputs: Energy(Electricity andfuels), Water resources, SF6, GHGs other than SF6, VOC, PRTR substance, rainwater use andwaste water use. 2)Outputs: GHGs (CO2, SF6, Other GHGs）, Air Pollutants (NOx, SOx, Dust), VOC
emissions, Waste water, BOD, PRTR substance, waste generated, Landfill Disposal, Recycle waste,3) CO2 emissions from Logistics and Sales, 4) CO2 emissions from products use.
The total of 39 business sites are covered, which comprises of 6 production sites and 12 offices inJapan and 3 production sites and 18 offices overseas.

Methodology
KKSI has conducted its verification activities by document reviews, five site visits, enquiries toperson in charge and verification of the documents to determine the following, based on KKSI’s own
standards(Verification standard of Greenhouse Gas emissions is an equivalent level to
ISO14064-3).


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



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



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

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

Verification Opinion


There is no material error found in the reported data.

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

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

135

CASIO SUSTAINABILITY REPORT 2012

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, should be used to expand CSR initiatives group-wide.
Commendable efforts by Casio
Regarding its medium- to long-term environmental management policy Casio has set greenhouse gas targets for fiscal 2021 and 2051,
with the aim of helping to realize a low-carbon society. The fact that the company received “Product of the Year,” a new award
established by Eco Mark in fiscal 2012, shows that the company is putting its policies into practice. In addition to efforts within the groupand supply chain, I have strong expectations that Casio will develop initiatives that cover the entire product lifecycle including thecustomer stage, such as providing instructions on optimal product usage and improving the recycling rate at the time of disposal, as well
as 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 and protecting the human rights of employees, and responses were received from 178 suppliers. By providing
feedback on the results, and making audit visits to some suppliers, Casio sought to ascertain and quantify the situation of CSR at its
suppliers. In the future, I recommend that Casio ask suppliers to provide objective proof for the grounds for their self-assessment ofinitiatives, and work towards making the specific measures and issues even more readily visible. I also hope that Casio will further
advance its system for sharing effective measures, giving awards to outstanding suppliers and fostering communication to solve
problems.

Points for improvement while commending progress to dateAs part of the CSR promotion system , it is admirable that Casio’s CSR Committee has established nine initiative themes. However, thetheme targets will not bring Casio up to a strategic level to realize the company’s desired position several years from now. Therefore, it isstrongly advisable that Casio set targets based on the global economy and the trends at competitors (particularly for globalization in thehuman resources division and the utilization of human resources diversity), while verifying issues and putting measures into practicebased on clear indicator setting.
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 CSR messages from senior management will be issued frequently, and that they will betranslated into multiple languages and distributed to Casio sites around the world. I urge Casio to make active use of the in-housemagazine and social network services in order to increase opportunities for ensuring that employees on the frontlines, at headquarters,
and at sites around the world get a rapid and detailed understanding of the company’s initiatives.
Thanks to efforts to create more supportive workplaces for employees, 4.72% of employees made use of Casio’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 afamily member at home, the company needs to provide more opportunities for users of these programs to share their awareness of issues
and how they overcame them.

CASIO SUSTAINABILITY REPORT 2012136

Points for improvement
Concerning the utilization and improvement of human resources diversity throughout the group, it is essential that Casio promote further
globalization in future business development. Looking at the entire group ten years from now, there should be a portfolio of global humanresources that can move across divisional and company boundaries. A global human resources officer needs to be appointed who canoversee and promote employee hiring, training, and exchange. Human resources databases should also be constructed for acomprehensive picture of staff in each country. Using efforts such as these, Casio is strongly recommended to create systems andstrategies for the active utilization of human resources diversity, as a truly global company.
In the area of employing persons with disabilities, Casio’s performance for the consolidated group in Japan fell below the legally
mandated rate of employment, although the reason as the transfer of a group company. As I have pointed out before, Casio must promote
community creation efforts based on disability and job types. Again, I strongly urge the company to continue making workplaces more
supportive.
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.

International Institute for Human, Organization and the Earth (IIHOE)
Hideto Kawakita Chief Executive Offi cer
Profile of IIHOE: International Institute for Human, Organization and the Earth (IIHOE) is a
nonprofi t organization (NPO) that has been supporting NPO management and CSR capacity
building since 1994.
http://blog.canpan.info/iihoe/(in Japanese)137

CASIO SUSTAINABILITY REPORT 2012

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

G3.1
Disclosure
1
1.1

1.2

2

Description

Related Page

Strategy and Analysis
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
Top Commitment(Enviroment)

Description of key impacts, risks, and opportunities.

Message from the President
Risk management
Social Initiatives: Action Plans andPerformance
Top Commitment(Enviroment)
New environmental management
initiatives
Casio’s fiscal 2013 environmental
management policy for therealization of a sustainable society
Casio Environmental Vision 2050
and Casio Environmental
Declaration 2020
Climate Change Action
Green Star Products
Environmental Action Plan (Targets
and Performance)

Organizational Profile

2.1

Name of the organization.

Business Overview

2.2

Primary brands, products, and/or services.

Business Overview
Corporate Report

2.3

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

Business Overview

2.4

Location of organization’s headquarters.

Business 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.

Business Overview

2.6

Nature of ownership and legal form.

Business Overview

2.7

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

Business 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.

Business Overview
Prioritizing local hiring and promotion
at subsidiaries outside JapanCASIO SUSTAINABILITY REPORT 2012

138

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).

Scope of the report

2.10

Awards received in the reporting period.

Ensuring customer satisfaction
Building Workplaces for a Diverse
Workforce

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

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.

Environmental Performance

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.

Initiatives for Health and Safety
Climate Change Action
Environmental Data
Environmental Accounting

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.

Scope of the report
Material Balance
Environmental Accounting

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

139

CASIO SUSTAINABILITY REPORT 2012

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, andEnvironmental Vision
principles relevant to economic, environmental, and social performance andGreen 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

CASIO SUSTAINABILITY REPORT 2012140

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.

Stakeholder dialogue
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.

Stakeholder dialogue
Ensuring customer satisfaction

4.14

4.15

5 Management Approach and Performance Indicators
Economic
Investor Relations

Disclosure on Management Approach
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.

Climate Change Action

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.

141

CASIO SUSTAINABILITY REPORT 2012

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.

Environmental

Disclosure on Management Approach

Environmental Vision
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.

CASIO SUSTAINABILITY REPORT 2012142

aspect: Emissions, Effluents, and Waste
EN16

CORE

Total direct and indirect greenhouse gas emissions by weight.

Climate Change Action
Material Balance
Environmental Performance

EN17

CORE

Other relevant indirect greenhouse gas emissions by weight.

Climate Change Action
Material Balance
Environmental Performance

EN18

ADD

Initiatives to reduce greenhouse gas emissions and reductions achieved.

Environmental Vision
Climate Change Action
Business Processes

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.

Climate Change Action
Material Balance
Products

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

Total environmental protection expenditures and investments by type.

Environmental Accounting

aspect: Compliance
EN28

ADD

aspect: Transport
EN29

ADD

aspect: Overall
EN30

ADD

143

CASIO SUSTAINABILITY REPORT 2012

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

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.

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.

Initiatives for Health and Safety

LA8

CORE

Education, training, counseling, prevention, and risk-control programs inplace to assist workforce members, their families, or community members
regarding serious diseases.

Initiatives for Health and Safety

LA9

ADD

Health and safety topics covered in formal agreements with trade unions.

Initiatives for Health and Safety

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.

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.

CASIO SUSTAINABILITY REPORT 2012144

Effectively appointing and deploying
employees

Human Rights
Socially responsible procurement at
Casio
Human Rights (Respect for Human
Rights, Prohibition of Discrimination)
Casio Group Code of Conduct

Disclosure on Management Approach

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

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

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.

145

CASIO SUSTAINABILITY REPORT 2012Society
Philosophy on Social Contribution
Casio Group Code of Conduct
Social Initiatives: Action Plans andPerformance

Disclosure on Management Approach

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.

CASIO SUSTAINABILITY REPORT 2012146

Product Responsibility
Quality Assurance
Casio Group Code of Conduct
Social Initiatives: Action Plans andPerformance

Disclosure on Management Approach

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 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)

147

CASIO SUSTAINABILITY REPORT 2012