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CSRCommunication Book 2015Welcoming the Challenge of Helping to Build a Sustainable Global Society
Casio’s corporate creed of “Creativity and Contribution” is a concept that originated with the company’s founders. It expresses the aspiration to contribute to society by enriching the lives of people through product creation that goes from “0” to “1,” or makes something from nothing. As Casio advances into a new era under the next generation of leadership, it remains committed to this creed. Kazuhiro Kashio was appointed president in June 2015. In the Message from the President, he conveys the importance of realizing “Creativity and Contribution” in Casio’s management strategy. Meanwhile, Casio is determined to properly understand the needs of society when considering its future management strategy. The dialogue section at the end of the Communication Book features an exchange of opinions Casio held for this purpose with an outside expert.
As a continuing feature from last year, this year’s edition has special articles based on the Charter of Creativity for Casio. Chapter 1 features a Casio founder looking back on the starting point of creating a universal need. Chapter 2 describes Casio’s strenuous effort to provide customers with delight, happiness, and pleasure, while Chapter 3 focuses on the work of top Casio sales people as professionals. Accordingly, the Charter of Creativity is explored from each of these different angles.
As a leading environmental company, Casio has undertaken a range of challenges over the past year. The results of these environmental initiatives are also reported here.
For more detailed and comprehensive information, visit the Casio Sustainability website, which is based on the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines.
This book is designed to communicate Casio’s heritage and present determination — to keep making something from nothing, to keep going from “0” to “1.”
Contents
Welcoming the Challenge of Helping to Build a Sustainable Global Society 03
Message from the President 04
The Charter of Creativity: First Chapter 06The Charter of Creativity: Second Chapter 10The Charter of Creativity: Third Chapter 14
Basic Environmental Policies 18
Casio Environmental Vision 2050 19Casio Environmental Declaration 2020 19Environmental Highlights 19
Casio Welcomes Environmental Challenges 20
Where Should Casio Focus Its CSR Efforts to Help Build a Sustainable Global Society? 22
Corporate Overview 24
Casio’s creative process involves repeated
sparks of inspiration and the assembly of
many different intellectual components. While
working to bring together ideas, knowledge,
and individuality like the scattered pieces of
a puzzle, suddenly new value emerges, and
the leap is made from “0” to “1”.
http://world.casio.com/csr/
CASIO CSR Communication Book 201502
Casio’s Business Activities
Casio Group Code of Conduct
Charter of Creativity for Casio and Casio Common Commitment
Corporate Creed“Creativity and Contribution”
Localcommunities Customers
Globalenvironment
Shareholdersand investors
Providing new value through productsSocial and environmental initiatives
Employees Suppliers
Sustainableglobal society
Welcoming the Challenge of Helping to Build a Sustainable Global Society
CSR Implementation FrameworkAs an enterprise with a worldwide reach, Casio has
endorsed and is guided by the universal principles of
the UN Global Compact. Using the ISO 26000 interna-
tional guidance standard on social responsibility, Casio
analyzes its current progress and establishes action
plans for improvement. The company also discloses its
CSR performance in accordance with GRI Sustainability
Reporting Guidelines.
In fiscal 2016, Casio is working to specify
important CSR issues that it needs to work on (issues
with materiality), according to the G4 Sustainability
Reporting Guidelines issued by GRI in 2013. The
company plans to disclose its material issues in the
Sustainability Report to be issued in 2016. (Please visit
the Casio website for more details.)
http://world.casio.com/csr/principle/
Casio’s corporate creed of “Creativity and Contribution” expresses the company founders’ aspiration to contribute to society by creating innovative products that have never existed before. Casio works hard to ensure that all of its employees fully appreciate the meaning of this corporate creed. Casio people are the key to contributing to the development of a sustainable global society. Casio’s clear stance on CSR and its inspired employees, together, ensure that the company’s business continually makes something from nothing, by going from “0” to “1.”
DisclosureGuidelines that indicate
a framework for sustainability reports
ImplementationInternational guidance
standard on social responsibility
PrinciplesUniversal principles
that Casio respects as a global corporation
GRIGuidelines
ISO26000
UN Global Compact
Resource recyclabilitySocial and economic activities on a planet with
limited resources
Fairness across generationsThe current generation properly appreciating the
legacy of previous generations and passing it on to
future generations
BiodiversityRespecting the uniqueness of all living organisms
and recognizing their interdependence
Fairness across regions
Fairly distributing wealth and assets across regions
Keywords for a sustainable global societyCasio uses four specific keywords, shown below, to
focus its efforts to address social and environmental
issues that relate directly and indirectly to its business
operations. By addressing these issues, Casio aims
to enhance the sustainability not only of its business,
but also of all of the societies around the world where
people enjoy Casio products.
CASIO CSR Communication Book 2015 03
Creating New Markets from a Customer-Driven Perspective: Leveraging Casio’s Originality to Contribute to Society
Message from the President
In recent years, the business environment has been changing dramatically. In order to continue growing as a company essential to society, we must accurately read the signs of the times, so that we can undergo the necessary selftransformation. Amid these farreaching changes, my appointment as president in June 2015 has made me realize the sobering responsibility of leading an entire group of companies.
Since first joining Casio, I have always felt that our corporate creed of “Creativity and Contribution” is paramount. The significance of “creativity” is profound, and the word indicates so much more than developing innovative products. It also means enriching the lives of people with
The Casio brand represents our promise to customers
those products, all the while inspiring new cultural phenomena and pioneering new markets. That is the kind of “contribution” that only Casio can make. This is why today it is so important for us to renew and deepen our awareness of “Creativity and Contribution,” take a thoroughly customeroriented perspective and stretch our imagination into the future. We need to earnestly consider the best ways to help people live enjoyable and convenient lives.
Our brand is a bond that connects Casio to its customers through products and services, and is in fact a promise we make to our customers. Once they buy a Casio product and become a Casio fan, customers put their trust in our brand, which leads to a cycle of future purchases. Therefore, our brand is the most essential channel for communication for a company like Casio in the consumer products business.
The education market is one area where Casio has left a significant footprint by securing strong customer support based on our brand. This product area includes electronic dictionaries and scientific calculators.
By listening to feedback from classrooms and making repeated improvements, we have developed important assets — rich dictionary content and a network of teachers. Currently, many high school students purchase Casio electronic dictionaries to help them achieve their goal of passing university entrance exams every year.
Meanwhile, in the area of scientific calculators, mainly in Europe and the United States, the market development team began by visiting classes in various countries
Kazuhiro KashioPresident and CEO
Earning a strong position in the education market
CASIO CSR Communication Book 201504
Message from the PresidentCreating New Markets from a CustomerDriven Perspective: Leveraging Casio’s Originality to Contribute to Society
Message from the President
and strengthening relationships with schools, and then proceeded with product development to better meet classroom needs. We have even supported legislation to facilitate better mathematics education. As a result, many high school students in the countries and states concerned have purchased Casio scientific calculators.
As a result of striving steadily to achieve our mission of supporting classroom education, we have been able to create innovative products and services in the field of education. In response to expanding educational needs in newly emerging countries and elsewhere, we will continue our unique business development based on our roadmap for contributing to education worldwide.
In education and other existing markets, we must continue to firmly protect the Casio brand, which is our promise to customers. While maintaining our culture developed over many years and launching new products that meet not only today’s needs but the needs of the future, we will continue to provide unwavering value. It is also important for us to pioneer new markets and create new Casio fans, by taking on the challenge of creating new categories of “things.”
A medium and longterm view is extremely important when pursuing this kind of market strategy. Rather than
sticking to shortterm sales and profit, Casio needs to look ahead 5, 10, and 20 years and create a broad vision for the future. We must also consider what to focus on in the form of a series of corporate stories for these time frames.
In June 2015, a new Corporate Governance Code was adopted in Japan, and there has been growing momentum across the entire society to measure corporate value over the medium and long term. As a listed company, Casio is expected to declare and deliver on longterm goals, i.e., its methods for contributing to the sustainable development of society. Rather than just responding in a superficial way, at Casio we intend to use this opportunity to reconsider the very essence of our company.
Given this situation, I hope our employees will broaden their perspectives. Rather than the optimization of individual departments, each and every Casio employee must be aware of companywide optimization goals in order for Casio to undergo the transformation needed. To reflect companywide strategy in individual businesses, I intend to provide team leadership from the top. However, individual departments — especially their leaders — must each also think earnestly about the future, and based on their
unique perspectives, actively express their ideas on how things should change.
Finally, as a manufacturer, technological capabilities form the foundation of everything Casio does. While remembering this starting point, we should work to create an environment that allows the engineers of the Hamura and Hachioji R&D Centers, which form the heart of Casio, to fully realize their abilities. Furthermore, without the enthusiasm of Casio employees, the company has no future. That’s why we are working so hard to build a company where enthusiastic people can play a dynamic role. The entire company is united in the ambition to take “Creativity and Contribution” to an even higher level to achieve sustainable development together with society.
Deploying market strategy based on a long-term vision
Getting back to basics and taking “Creativity and Contribution” to an even higher level
CASIO CSR Communication Book 2015 05
Casio has continued to provide new value to society
by anticipating the needs of each era and pursuing
advanced, original craftsmanship. Special Adviser
Yukio Kashio, one of the founders of the company,
shares his thoughts on the creativity that Casio has
nurtured over many decades.
Relay calculator 14-A, launched in 1957, and its blueprint
We will value creativity, and ensure that our products meet universal needs.
The Charter of Creativity: First Chapter
CASIO CSR Communication Book 201506
The spirit of “Creativity and Contribution” that supported the dawn of Casio’s growth
From the relay calculator to a new challenge: the electronic calculator
The history of Casio’s product creation began in
1946 right after World War II with the opening
of Kashio Seisakujo in Mitaka, Tokyo, by Tadao
Kashio, my eldest brother. I and my two other
brothers had great respect for Tadao and we
wanted to help him with his business. That’s
how we all began working on the development
of a calculator, as an original product.
At that time, mechanical calculators were
the norm. They operated using gears, took a
lot of time to perform calculations, and had
limited functions. My three brothers and I
stuck with our challenge. We moved along
as fast as we could, focusing on generating
ideas during the day and trying them out
practically in the evening. Then in 1957,
after this process of trial and error, we came
out with the 14-A. Using circuitry based on
bi-quinary coded decimal, a numeral encoding
scheme used for the Japanese abacus, we
succeeded in significantly reducing the number
of relays required, compared to other relay
calculators at that time. This helped to reduce
the calculator to a desk size and produced the
world’s first all-electric compact calculator.
Looking back on my 57 years with Casio,
getting the prototype for the 14-A to run
successfully was the most unforgettable
moment of “creativity” in my career. I was
confident that it would be a product that
would make a huge impact on society.
My brother Toshio was the inventor of the
14-A. With his innovative mind, he knew from
childhood that he was destined to be an inven-
tor. Meanwhile, Tadao was a kind, family-ori-
ented brother, and he had a strong desire to do
something for society. With the commercial-
ization of the 14-A, we changed the company
name to Casio Computer Co., Ltd. Later we
adopted our corporate creed of “Creativity and
Contribution.” By combining the spirit of cre-
ativity as demonstrated by Toshio and the belief
in contribution embodied by Tadao, the creed
reflects the personalities of my two brothers.
The new 14-A relay calculator was selling so
well that we even had trouble keeping up with
production for a while. Our contribution to soci-
ety through the 14-A was in fact the provision of
completely new value—namely unprecedented
calculator speed and ease of use.
After that, we continued to aim for new prod-
ucts with even higher performance and added
value. In 1962, we completed the AL-1 calculator
for science and technology, as the successor to
the 14-A. The AL-1 had a programming function
and could automatically perform calculations
according to a preset procedure. It was a break-
through product with performance unthinkable
for the calculators of that time. The name
came from the first two letters of “almighty.”
Amid the ups and downs of our history,
there were also major crises. While we were
concentrating on the creation of the ultimate
relay calculator, we fell behind competitors
in the development of electronic calculation
technology, where the industry focus had
shifted. In 1965, we held the launch event for
the 81-model relay calculator capable of high-
speed calculation. However, it lacked speed
when performing division, and our distributors
remarked that relay technology was already
obsolete and were considerably disappointed.
Despite still believing in the untapped potential
of relay technology, Casio had been secretly
developing its own electronic calculators. On the
same day, responding to the distributors’ com-
ments, my third brother, Kazuo decided to show
Special Adviser Yukio Kashio
CASIO CSR Communication Book 2015 07
Technological power that created the era where everyone could own a calculator
The late 1960s and 1970s marked a period
nicknamed the “calculator wars” when
dozens of companies entered the market
to manufacture calculators. This prompted
Casio to pursue a strategy of product
originality based on a desire to provide new
value by creating stand-out products.
Until that time, electronic calculators were
large pieces of business equipment, and high
prices also meant they were far out of the reach
of individual users. Therefore, we decided to
focus on creating calculators with a size and
price that the average person could easily use
for tasks such as calculating scores for bowling,
which was a popular sport at the time in Japan.
To do that, we needed to reduce the calculator
components. Most calculators of the time
displayed eight digits. For home use, however,
we decided that six digits would be enough,
without any decimal points. This enabled us to
reduce the number of integrated circuits from
four down to one. Moreover, we redesigned
the keyboard, which had accounted for most
of the calculator thickness, and substantially
changed the specifications in order to make
it slimmer and easier to manufacture.
The result of these efforts was the
Casio Mini, which became an explosive hit
product. Promoted as the world’s first personal
calculator, it sold a total of 10 million units.
Just like that, Casio had changed the era from
one where each office department had one
calculator to an era where every single person
or household could have their own calculator.
Then in 1983, Casio completed the
world’s thinnest calculator — the credit-card
sized SL-800, boasting a profile of just
0.8 millimeters. To achieve this level of
streamlining, the Casio engineers had to go
far beyond mere improvement of the existing
technology. The production technology team
members revolutionized the technologies for
LCD and solar film creation. This record for a
thin calculator remains unbroken, and marked
the technical pinnacle of calculator slim-lining.
them the electronic calculator that was just
barely out of the development process. Thanks
to Kazuo’s far-sighted judgment and superior
business sense, the distributors were satisfied
and asked us to begin making it right away.
Thus, we made a major course correction,
and began the development of an electronic
desktop calculator. The members of the
small-scale electronic development team
made an extraordinary effort, and the initial
one-year development period estimate was
shortened to four months as a result. It
is safe to say that Casio’s success today
is largely due to the hard work of the
development team members at that time.
Yukio Kashio talking about the AL-1
Casio Mini SL-800
CASIO CSR Communication Book 201508
Calculator development that contributed to integrated circuit advancement
By putting everything we had into developing
products for each successive era, Casio man-
aged to create a new universal need that had
not existed before. As a result, the AL-1, Casio
Mini, and SL-800 are widely recognized as
significant developments in the history of sci-
ence and technology. Japan’s National Museum
of Nature and Science lists them as Essential
Historical Materials for Science and Technology.
Looking back on this history again, one
thing I am proud of is that the evolution of
the integrated circuit, which was driven by
our efforts to advance the calculator, made a
major contribution to the field of computing.
Today, integrated circuits are used in all
kinds of electrical products, automobiles
and other devices, and they have become
essential to both daily life and industry.
However, before the calculator wars era,
integrated circuits were still quite uncommon
in Japan. They were invented in the United
States in the 1950s, and their rapid adoption
for personal calculators in Japan enabled a
dramatic popularization of integrated circuit
technology. It paved the way for the growth of
many semiconductor manufacturers, and we
were able to progress together with them.
This also demonstrates our corporate
creed of “Creativity and Contribution.” We
have been contributing to society through
our core business of product creation.
Although Casio’s business environment
has changed a great deal over our nearly
60-year history, this spirit of innovation is our
heritage at Casio—it continues to be passed
down and will remain with us forever.
Aiming to provide even more value and take on further challenges for progress
We must continue to protect our corporate
creed of “Creativity and Contribution” as our
unwavering philosophy, while responding
flexibly to a constantly evolving society. Now
that we have grown to a size unimaginable at
the time of Casio’s founding, it is only natural
that society has even greater expectations for
us to fulfill our corporate responsibilities.
There are many ways to measure corporate
value. In addition to financial indicators such as
sales and profits, today an important evaluation
criterion is whether the company is properly ful-
filling its responsibilities to various stakeholders.
For example, in the past, companies considered
environmental initiatives as a required cost to
ensure legal compliance. However, with the grow-
ing public awareness of environmental issues,
energy-saving products have become a growth
area, and making products that minimize envi-
ronmental impact has become a way to increase
corporate value. These kinds of changes are
occurring in all aspects of our business activities.
In light of all this, I would like to ask
employees to keep up with the changing times
from your individual standpoints, never remain
satisfied with the status quo, and remember
what it feels like to constantly pursue even
better things. When the 14-A was initially
launched, there were still quite a few bugs in
it. I myself performed repeated trial and error
tests in order to improve the relays we had
developed. However, thanks to our efforts, the
14-A was praised for its stability, and it became
a product that could be used in various places.
The company is made up of many different
departments, including development, sales,
administration, and so forth. Nevertheless,
I hope that all employees working at Casio
will undertake their daily work with a sense
that they are helping to create a new future.
In 2017, Casio will celebrate its 60th
anniversary. We will continue striving to be
a valuable company that is appreciated by
society by continuing to deliver appealing
products to the world. Our driving force will
remain Creativity and Contribution, as we take
on the challenge of undaunted progress.
CASIO CSR Communication Book 2015 09
Actual camera and examples of angle-free photos taken with the FR-10
The Charter of Creativity: Second Chapter
We will strive to be of service to society, providing customers with delight, happiness, and pleasure.
The aim of Casio’s product creation is to provide
customers with delight, happiness, and pleasure
every time they hold a Casio product in their hands.
Casio wants to make as many people as possible
smile. The digital camera EXFR10 was developed
based on this kind of employee ambition.
* EXFR10 is not currently available in the USA and Europe.
CASIO CSR Communication Book 201510
Creating a communication tool that opens up new possibilities for the camera
Casio envisions the ultimate camera and then embarks on the quest
With its biggest feature being a detachable
LCD-equipped controller, the EX-FR10 (hereafter
called “FR10”) represents a fresh new breeze
in the digital camera market. During the three
years leading up to the product’s launch,
the QV Digital Camera Division, led by Jin
Nakayama, played a key role in the camera’s
development. “Against the backdrop of the
declining digital camera market,” recalled
Nakayama, “the QV Division experienced
a tough time due to poor performance.
Everyone in the division felt a sense of crisis.
There was a sense that we would need to
make the most of Casio’s unique capabilities
to create a new digital camera genre.”
Times were tough, but Nakayama and
his team were able to turn a crisis into a
driving force by deciding to return to the
original concept behind the QV-10. Launched
in 1995, the QV-10 was the world’s first
digital camera equipped with an LCD, and
it ignited the boom in the digital camera
market. “At that time,” recalled Nakayama,
“our aim was to create a completely new
visual communication tool that went beyond
preconceptions about photos and cameras.”
After the launch of the QV-10, the way
cameras were enjoyed changed greatly. People
could take as many pictures as they liked
without worrying about wasting film, and the
images were instantly viewable on the camera
screen. After the period of intense competition
that followed, people now take photos with
their mobile devices and smartphones. “Even
though the digital camera market is in
decline, many photos are being taken, and
situations in which they are being utilized keep
expanding. This means that there are still major
business opportunities latent in this field.”
In their quest to create new value and cultural
phenomena relating to photos, Nakayama
and his team came up with an image of the
ideal camera. They envisioned a camera with
an ultra-wide-angle lens and ultra-high-pixel
resolution that can be used to take photos with-
out lifting a finger, while also allowing photos
to be easily enlarged and cropped later on. It
would not differentiate between still photo and
video capture, and could be used in all kinds of
situations for creating a continual visual record
of daily life. “We wanted to eliminate any bur-
den on the user when it came to pressing the
shutter,” said Nakayama. “It makes no sense if
the user is struggling to press the shutter, and
then misses out on experiencing the moment.
Therefore, we wanted to eliminate as much
as possible the conscious effort needed to
capture an image, so as not to interrupt the
user’s enjoyment.” The resulting FR10 allows
the user to capture images hands free while
doing something else, and to capture them from
all kinds of angles. It is a new advancement
towards that ultimate ideal camera.
During the course of FR10 development,
Nakayama and his team engaged in lively discus-
sion, and experienced the joy and satisfaction of
creating something new. They demonstrated an
unwavering attitude by consciously turning away
from a time when interesting product creation
was not being achieved due to too much discus-
sion on whether or not a product would sell well
amid the contracting market. “The products that
manufacturers should be making are not always
the same as those that can be sold over the
short term. It is essential to have a strong feeling
that even if your new product does not become
a big hit immediately, it will certainly become a
mainstay among future Casio products. Chasing
user needs that are already widely recognized
does not lead to innovation. The aim is to come
up with something completely new that makes
the market stop and realize that this is what it
wanted all along. Our goal is to create product
value that did not exist before.” This reflects
Casio’s conviction that “invention is the mother
of necessity,” as said by the founder of Casio,
the late chairperson emeritus Toshio Kashio.
Jin NakayamaExecutive Officer, Senior General
Manager, QV Digital Camera Division
CASIO CSR Communication Book 2015 11
Repeated trial and error to realize an unprecedented detachable-type camera
By allowing the controller to detach from the
camera, the FR10 enables users to capture
a unique view of the world that goes beyond
the capabilities of conventional cameras.
“However, we didn’t have the idea of making a
detachable camera right from the beginning.”
These are the words of Issei Nonaka, the
person responsible for the development of
the FR10. There was a process of trial and
error involving numerous prototypes that
led to the current form of the new camera.
“Once we had the concept of our ultimate
compact camera, we worked our way towards
a wearable camera that could be attached
anywhere. After investigating a headset-type
device that could allow image capture from the
wearer’s point of view, we realized it wouldn’t
be practical from the standpoints of mounting
and design. In order to make something that
was still wearable, it became essential to
separate the camera
from the controller.”
With the separation
of the camera and
controller, a wireless
data transmission
method was needed. The
development team faced
the challenge of how to
maintain quick response
while minimizing power
consumption. Using
Bluetooth 3.0 technology, the communication
would be faster, but power consumption would
also increase. By using Bluetooth Low Energy
however, the power consumption would be
low, but there would be inadequate speed for
image transfer. “In the end we decided to adopt
Bluetooth 2.1,” said Nonaka, “and we designed
our own protocol to maximize the transfer
speed. Furthermore, we designed it so the
components not being used would automatically
switch into sleep mode, without having to rely
on manual power on/off like in conventional
cameras. This also resulted in power saving.”
There was also heated discussion con-
cerning the unified feel of the product when the
camera and controller were connected. “In order
to create a shared vision, those in charge of
design, development, and sales came together
as professionals, and we had repeated discus-
sions on how to realize something that was
unmistakably a single camera product, but could
be separated into two parts, and how to achieve
a product coolness that would appeal to users.
After overcoming many difficulties, the
FR10 was finally unveiled to the media in
August 2014. The reaction of the press
conference attendees was extremely positive,
and many remarked that the new camera
was very characteristic of Casio. Reflecting on
how far they had come in three years, some
members of the product development team
fought to hold back tears of joy. “Although
there were a lot of challenges, it was a very
rewarding three years for me as a product
developer. Being able to successfully complete
this product from beginning to end was a good
experience for us, and has also increased
motivation within the company.” Nonaka is still
basking in the satisfaction of his experience.
Issei NonakaGeneral Manager,
Product Development Department-2,QV Digital Camera Division
FR10 and prototypes
CASIO CSR Communication Book 201512
Incorporating customer ideas and making a camera that is even more fun to use
During development of the FR10, marketing
team members were included in discussions
from an early stage to obtain their perspective
on what kind of value should be provided to
customers and how to position the new camera
in the market. Masayuki Shigeoka, head of
the Digital Imaging Marketing Department,
was the key participant from marketing.
He explained, “The catchphrase and
development concept for EXILIM digital
cameras is ‘Amazing Gear.’ This captures our
strong desire to deliver products that provide
customers with delight, happiness, and plea-
sure, in a way that goes beyond the confines
of existing cameras. This aspiration was also
the key in the development of the FR10.”
There was discussion after discussion on
how to market the FR10 to the target segment.
“It is important for a manufacturer to specifi-
cally show consumers all the different ways that
a product can be used. With the FR10 however,
one of its features is that it enables users to
think up new ways of enjoying the camera.
While indicating outdoor use as a typical way
to enjoy it, we also encouraged users to freely
come up with their own ideas on how to enjoy
it in their daily lives or sports activities, recog-
nizing that these could vary for each individual.
The target participants were men and women
of all ages who enjoyed active lifestyles.”
As a result, the FR10 made a stunning
debut, and generated a lot of buzz. Shigeoka
explained the sales strategy, “In the future, the
important thing for product development will
be to strongly engage the users, and utilize
their feedback for expanding product variation.”
Thanks to the experimentation and feedback of
customers, all kinds of possibilities have opened
up for the FR10. Enthusiasts of paragliding
and fishing captured innovative images never
seen before, and unexpectedly, many others
found ways to use the camera for business
purposes such as on construction sites.
Users chose to wear the camera even more
than anticipated, and the toughness of future
models will need to be further strengthened to
withstand the impact of walking and running.
In many cases, people take pictures in
order to preserve memories. Conventional
cameras have been used as a tool to help
remember enjoyable moments after they
have passed. However, Shigeoka emphasized
that FR10 is a camera that can do more than
that. “The actual use of the FR10 is part of
its fun, and it is also a tool to remember the
excitement of using the camera. It has sufficient
product appeal to change the way cameras are
currently used, and we would like to further
develop the product with this firmly in mind.”
As a manufacturer that always
provides new value that is a step
ahead, Casio will continue taking on the
challenge of FR10 development.
Masayuki ShigeokaGeneral Manager, Digital Imaging
Marketing Department, Global Strategic Marketing Division,
Global Marketing Headquarters
CASIO CSR Communication Book 2015 13
The Charter of Creativity: Third Chapter
We will back up our words and actions with trustworthiness and integrity, and work as professionals.
What kind of presence does the Casio brand
have in markets outside Japan? Here are some
examples of “Creativity and Contribution”
around the world, as well as a look at top Casio
sales professionals in various countries.
CASIO CSR Communication Book 201514
Loving the Casio brand will provide you with confidence in customer dealingsJohnson: As vice president at Casio America,
I oversee the Timepiece Division and the
Marketing Division. Prior, I spent many years
as a sales manager focused on timepieces.
I believe that the necessary attitude for
achieving top sales involves loving our
company’s products. To communicate the
appeal of the Casio brand to customers
convincingly means loving the Casio brand
yourself by understanding our products
and researching the market. I believe it
is because we love the Casio brand and
present that allure with confidence during
ongoing presentations to and meetings
with retail representatives, carefully and
passionately conveying the appeal of Casio
products, that we have been able to develop
G-Shock into a world-leading brand.
Our goal is to grow G-Shock into the dom-
inant watch brand in America. That means not
just making a great product, but also continuing
to surprise consumers.
The expectation of further innovative productsSandler: Tourneau, one of the largest specialist
retailers of watches in the US, has sold Casio
watches for more than 15 years.
Casio has continued to innovate in both
function and design, and those products are
both exceptionally tough and reliable. Casio
employees are always providing us with strong
support, and it is a pleasure to do business
with them.
Casio thoroughly understands the needs of
its customers and how to appeal to them. The
result is the popularity of your limited-edition
models. Casio’s corporate creed of “Creativity
and Contribution” is reflected in a thorough
dedication to user needs and original products,
so we are able to convincingly recommend the
Casio brand to our customers.
Casio America, Inc.
Casio France S.A.
(Left) David Johnson Vice President, Timepiece Division
(Right) Michael Sandler Senior Vice President, Merchandising and Strategic Planning, Tourneau
(Right) José Osorio Director, Sales & Marketing Division
(Left) Maria Contreras Category Manager, Camcorders & Office Products, Carrefour
The spirit of creativity to win the trust of the marketOsorio: I am responsible for the French and
Belgian markets for sales and marketing of
educational products such as calculators,
electronic dictionaries and projectors.
Customers must be confident that
Casio’s products are the best if they are to
purchase them. In France and Belgium, we
communicate with educational administration
organs about required calculator functions, and
this information is fed back to the Research
and Development Division. This way, we are
able to deliver compelling products that are
100-percent compliant with national rules and
educational programs.
I believe it is important in terms of work for
team members to move in the same direction
and be managed to work in unity, to have
strong will and determination, and to maintain a
communicative, passionate and happy heart.
Casio’s basic philosophy has always been
to create products that have anticipated the
needs of customers. I believe the market has
responded to this stance. To contribute to Casio’s
development, I would like to use “Creativity and
Contribution” to help build the future.
Building an excellent partnership into the futureContreras: Casio is a key partner for Carrefour in
the calculator market, having built a relationship
over a few decades.
Casio is the leading brand in the calculator
market but, above all, the point that sets you
apart from other businesses is a long-term point
of view. The Casio employees we deal with are
reliable professionals and I feel they take pride
in being the face of the Casio brand.
That we are able to sell Casio calculators
in our stores today is precisely because of your
underlying corporate creed of “Creativity and
Contribution.” I look forward to your continued
commitment so Casio can contribute even
better products.
Casio and Carrefour will continue to be part-
ners, and I hope that we can continue to develop
together through building a good relationship.
CASIO CSR Communication Book 2015 15
Taking on daily challenges to stay true to the aspirations of the foundersOkuda: As a timepiece headquarters negotiator
dealing with regional volume retailers, I am
aiming to increase sell-in to my clients and
improve their sell-through. I help to develop
sales promotion policy and to plan and promote
sales campaigns. Together with my colleagues,
I strive each day to improve my performance.
I find it very rewarding when sales pro-
motions dramatically improve results, and we
receive thanks from our business partners. I am
also very pleased to get positive feedback from
customers who buy Casio products, and it is
great to see sales results showing Casio prod-
uct lines overwhelming those of competitors.
In order to increase sales results as
a top salesperson, I must maintain good
communication with customers, understand
what they are looking for, ascertain and
analyze the market, and identify core issues to
be addressed. For mutual interests to be met,
it is vital to have a strong determination not to
give up, and to reliably make improvements
through tenacious effort. We must never be
satisfied with the status quo, always continue
cultivating Casio’s unique creativity, and con-
stantly take on the challenge of value creation.
We must continue to promote the Casio brand
identity in Japan and around the world.
The most memorable part of my career was
my first year after joining the company. I was
put in charge of new business development at a
time when there were fewer products and dis-
tribution channels. It is hard to believe today, but
back then customers would not even make time
for us. However, it was a valuable experience
where I learned to succeed through persistence,
and by fostering a sense of unity with relevant
departments based on shared goals.
Early on, I became impressed by the
founders’ aspiration to make people’s lives
more enriching and convenient through Casio
products. To keep this aspiration alive, I try to
have a goal each day and move forward without
forgetting the importance of continual chal-
lenge. To remain a leading global company and
a brand that represents Japan, we must keep
updating the concept of a watch using new
approaches and our proprietary technology. We
need to maintain and create watch brands that
are a delight to wear while delivering customer
satisfaction and happiness.
Working with team members to create China’s most outstanding sales forceSu: I am currently responsible for sales
in the Digital Camera Sales Management
Department in China, and I handle both online
and offline distribution.
Along with studying new business concepts
that match the Chinese market, I feel ready
for my job helping to boost the strength of the
Casio brand. I also feel my work is worthwhile
when our salespeople grow through their work
and are recognized by customers and consum-
ers. I want to continue taking on the challenge
of continual innovation, including the exploration
of new sales techniques.
My future dream is to create the most
outstanding sales force in China. Accordingly,
I would like to cultivate sales techniques that
match the Chinese market, and create a stable
business foundation by sharing my experience
and best practices with team members and
distributors. By continuing to meet the needs of
consumers with innovative products, I would like
to help develop Casio into an even more trusted
company full of vitality and innovative spirit.
Wanting Casio to protect its brand and maintain a respected companyWang: Casio not only continues to provide inno-
vative products, but also has an energetic sales
force with a lot of experience. While respecting
market rules and properly ascertaining customer
needs, Casio is also admired by its business
partners. Compared to competitor products,
Casio’s products are clearly the result of research
and development, and the product promotion is
consistent. While ensuring that business partners
also receive appropriate returns, Casio provides
products and services with value for consumers.
Manager Su of Casio China has a wealth
of sales experience and fully understands
the Chinese market. He is also a modest and
mild-mannered salesman. With a forward-looking
focus on sales channel development, he is trying
to actively manage new distribution methods.
Casio quickly came out with a popular
self-portrait camera to meet the demand of the
self-portrait craze among young Chinese women.
I am looking forward to the development of even
more innovative products. By emphasizing Casio
as an admired luxury brand, I would like Casio to
remain as a respected company, and a reliable
partner for many years to come.
Casio (China) Co., Ltd.
Casio Computer Co., Ltd.
Koichi OkudaTimepiece Sales Planning Department, Domestic Sales and Marketing Division, Global Marketing Headquarters
(Right) Su Dong Hao Manager, Sales Department, Digital Camera Sales Division
(Left) Wang Jun General Manager, Shangdong Huijia Technology Co., Ltd.
CASIO CSR Communication Book 201516
The key to growth: “Creativity and Contribution” to display uniquenessNg: As the general manager for the Digital
Camera Division at Casio Singapore, I am
involved in a wide range of work, from
planning and purchasing to human resources
development. Even in the current tight market,
I feel that Casio continues to develop wonderful
products that meet new needs and create
business chances. In Singapore, this approach
has resulted in Casio gaining market share in
the compact digital camera market that rivals
major brands.
Casio’s strength lies in being a worldwide
manufacturer and it is important that we
practice the corporate creed of “Creativity and
Contribution” in order to express our unique-
ness. I believe there are three vital skills for
sales managers to implement this philosophy.
The first skill is to lend an ear to customer
needs. The second is build relationships that
allow you to propose good solutions. Finally,
planning is vital to achieve objectives.
My role is to share and expand these skills
with team members. To realize “Creativity
and Contribution,” Casio Singapore is strongly
appealing our brand image to consumers
through efforts such as educational assistance
to elementary school students and CSR
initiatives. We will continue to embrace our role
providing innovative products to society.
Strong bonds supports Casio as our number one brand Keh: We have had a business relationship with
Casio for 13 years. In the past, Casio had issues
with low market share but didn’t give up, mak-
ing efforts to the point where they are now the
most profitable camera brand in our stores.
Casio’s unique product lineup distinguishes
itself from other makers with an ability to per-
ceive future market trends, such as the selfies
that are now so popular in Singapore. Here,
Casio is known as a pioneer in selfie cameras.
Another point is that I know no other sales
representatives as persistent as Casio sales
staff. Whether it’s me or the people around me,
they join us for coffee, lunch and even weekend
family events, making us feel a strong bond. We
are provided with training on Casio products,
and sales representatives share market trends
and selling points for product lineups and
designs based on those trends.
We will continue to support Casio as our
number one brand. I will also continue to
refine our relationship with Casio until I retire,
passing on the baton to the next generation of
our employees.
Casio India Co. Pvt., Ltd.
Casio Singapore Pte., Ltd.
Arun KumarAssistant Manager, Marketing Division
Growing together by not giving up on challenges Kumar: I am responsible for sales promotion
and marketing of CES products throughout
India. The Casio brand in India has some
challenges that differ from other markets.
About one-third of Casio products in India are
counterfeit, and the percentage continues to
grow. In coping with this challenge, we always
remain duly conscious of building and com-
municating the Casio brand and implementing
measures against these inferior and cheap
counterfeit goods.
Even in this situation, we do not give up;
this ongoing challenge provides our greatest
motivation. Difficulties are inherent in any job.
However, I am confident we will overcome this
issue, because continuing tenacity is a neces-
sary ability for professionals.
Of course, work is not always difficult
and provides much hope. My work dream is
to maximize my abilities so that I may grow
with the company. I hope to see a future Casio
that is even more agile, pioneering the market
itself and bringing innovative products into the
world that will grow the company. To realize
such a company for the India market requires
development of calculators that can surpass
current sales, sales of innovative stationery
products and introduction of new products on
a regular basis. I will make ongoing efforts for
these matters so that both the company and I
can grow.
(Left) Johnny Ng General Manager, Digital Camera Division
(Right) Keh Fong Fatt Sole Proprietor, Aik Seng Photo
CASIO CSR Communication Book 2015 17
In its Environmental Vision 2050, Casio articulates objectives for environmental management, looking ahead to the year 2050. Serving as a milestone on the road to 2050, the Casio Environmental Declaration 2020 sets out action guidelines with a target year of 2020. Both the Vision and the Declaration share three priorities: (1) realizing a lowcarbon society; (2) building a recycling society; and (3) living in harmony with nature and preserving biodiversity. By working toward these goals, Casio will ensure legal and regulatory compliance, improve the strength of the Casio brand and highlight the advantages of Casio products — all of which help to meet the expectations of various stakeholders, including customers and suppliers.
Realizing a low-carbon societyIn April 2014, the current Japanese government administration approved a resolution on a new Basic Energy Plan. In preparation for the COP21 conference to be held in Paris, France at the end of 2015, the plan includes consideration of new goals for climate change policies beyond the year 2020 as well as international frameworks for achieving those goals. As one of the leading efforts in
Japan in this area, Keidanren ( Japan Business Federation) issued its Commitment to a Low Carbon Society in April 2013. Casio has announced that it will participate in the Commitment. The company is working hard in the area of energy conservation, seeking to reduce average annual perunit energy consumption by 1% by 2020. In 2014, Casio began calculating and disclosing its Scope 3 emissions in all categories applicable to Casio’s business in order to determine the greenhouse gas emissions of its entire supply chain. The company plans to improve calculation accuracy and set effective goals for CO2 emissions reduction.
Building a recycling societyAs part of efforts to make compact, lightweight, slim, and energyefficient products, Casio designates products that fulfill its own higher eco product standards as Casio Green Star Products. The company achieved its goal to see these products account for 50% of total fiscal 2015 sales. Now six years since it set certification criteria for Casio Green Star Products in 2009, Casio plans to revise the criteria, taking into consideration environmental
priorities that were not contemplated at that time. Meanwhile, Casio will keep working to provide products with even better environmental performance, doing its part to help build a recycling society.
Living in harmony with nature and preserving biodiversityIn March 2011, Casio issued the Casio Group Biodiversity Guidelines. Under these guidelines, the company established a target for implementing impact assessments, aiming to preserve biodiversity. However, groupwide initiatives for the use of sustainable paper did not begin until more recently, so this issue was given greater priority. In fiscal 2013, preliminary investigations began into Casio’s paper procurement situation, and in June 2015, a Paper Procurement Policy for the Casio Group was established. All the companies of the Casio Group intend to promote activities based on this Paper Procurement Policy, while ensuring that suppliers and other stakeholders are also well aware of it. Through these efforts, Casio will continue to help preserve biodiversity.
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, and energy-efficient products.
Basic Environmental Policies
CASIO CSR Communication Book 201518
Based on the Casio Group Biodiversity Guidelines, established in 2011, the company
created a medium-term plan. Under the plan, it has launched biodiversity impact
studies in its product and site-related activities, and is examining and implementing
biodiversity preservation measures to be achieved by fiscal 2016. One such result is
the Paper Procurement Policy shown below, established in June 2015.
Casio Group Paper Procurement PolicyPurpose: To preserve biodiversity by protecting and sustainably using the
forest resources which provide the raw material for paper.Scope: All paper products procured by the Casio Group worldwidePolicy: Casio will procure paper for use in its business activities
according to the following standards: 1) Paper must be made from trees harvested in accordance with
the laws and regulations governing the logging area concerned 2) Products must not come from companies that are destroying
any forest with high conservation value or that are a source of serious environmental or social issues
3) Priority must be given to reliable certified paper or recycled paper
Through the enactment of this paper procurement policy, Casio seeks to raise
the awareness of its paper suppliers concerning the importance of biodiversity
preservation through the paper supply. Casio also aims to use its position as
a consumer product manufacturer to raise public awareness of biodiversity
issues, and we hope that publicizing our Paper Procurement Policy will help to
achieve this.
Through corporate initiatives and activities such
as the Consortium for Sustainable Paper Use, in which
Casio has participated since June 2014, the company
will continue to raise biodiversity awareness in society.
Paper Procurement Policy established
Environmental Highlights
Casio Environmental Vision 2050
Casio Environmental Declaration 2020
Hisao Tosaka,Environmental Planning Section, Engineering Department,
Production Materials Management Division
Realizing a low-carbon society
Building a recycling society
Living in harmony with nature
With a target year of 2050, the Casio Group will create and implement its own visionary initiatives to promote the sustainable use of energy 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 lifestyle possibilities 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:
Action guidelines for 2020
1. Realizing a low-carbon societyThe Casio Group will provide products and ser-vices 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 societyThe Casio Group intends to further enhance resource productivity through the efficient use of water and other precious resources of the planet, including the reuse of resources and the utilization of alternate materials.
3. Living in harmony with natureThe Casio Group is promoting awareness of the need to take care of the planet through biodiversity preservation activities, while working to achieve harmony between business activities and the cycles of nature.
CASIO CSR Communication Book 2015 19
Casio Welcomes Environmental ChallengesSeeking to do its part in building a more sustainable global society, Casio is working to ensure that its product creation process is entirely environmental friendly. This means the entire product lifecycle from design, manufacturing and distribution, to product use and recycling.
Reducing the Environmental Impact of Business Activities
Realizing a low-carbon society Building a recycling society
In fiscal 2015, emissions were 38.5% lower than in fiscal 2011, already achieving the target. Nevertheless, Casio will keep working to further reduce CO2 emissions. In August 2011, the logistics center was relocated from Suzuka City, Mie Prefecture to Toda City, Saitama Prefecture. In January 2012, the Eastern Distribution Center in Koto-ku, Tokyo was amalgamated with the logistics center. Through this staged effort, Casio reduced the number of consumer distribution centers in Japan from five to four. This transition not only shortened transportation distances, but also facilitated a modal shift from truck to rail, helping to further reduce CO2 emissions. In fiscal 2013, Casio began an initiative to send products manufactured overseas directly to the Western Distribution Center in Osaka. This allows transport distances to be shortened significantly by cutting out transit through the Toda Logistics Center.
In fiscal 2015, CO2 emissions for the entire group were 38,483 tons-CO2, up 0.3% compared to fiscal 2014. This was due to an approximately 17% deterioration in the CO2 emission coefficient for electricity in Japan, which is used to calculate the amount of CO2 emissions generated per unit of electricity consumed. Compared to fiscal 2006, the base year for the medium-term targets, emissions have been reduced by 31.6%, thereby achieving the goal for fiscal 2021.
Achieve by FY2016 a 20% reduction in CO2 emissions* from logistics in Japan per unit of sales, compared to FY2011
* Business activities: This indicates activities of production sites and offices in Japan and overseas, and does not include CO2 emissions from logistics, product usage, or employee travel.
* For evaluation of medium and longterm targets, starting in fiscal 2015, base year (fiscal 2006) figures are adjusted according to the GHG Protocol.
* Scope covers processes relating to product sales, not including processes relating to materials procurement and recycling
Medium- and long-term targets for greenhouse gas emissions reduction and FY2015 results
Target for water usage reduction and FY2015 results
Logistics target for CO2 emissions reduction
In fiscal 2015, the reduction was 53,000 m3, 18.1% compared to fiscal 2011, and the target was achieved. Along with increased production at Yamagata Casio, water usage has risen since fiscal 2014. Casio will continue to pursue further reductions. Although data from Yamanashi Plant of Yamagata Casio was not included in the base year level, it has been incorporated into the actual figures starting in fiscal 2014.
In fiscal 2015, the reduction was 147,000 m3, 65.6% compared to fiscal 2011, and the target was achieved. The reasons for this were the closure of the Panyu Factory of Casio Computer (Hong Kong) in fiscal 2014 and lower production at some sites in fiscal 2015. Casio will continue to strive to achieve further reductions.
Resources consumed through human activities
Water resources
Equivalent of1.5 planet earths
2 out of 3 people
Resources needed to maintain current standard of living
Global population facing water shortages by 2025:
* The estimated temperature rise ranges from 2.6 °C to 4.8 °C in the worst-case scenario
* “Fifth Assessment Report: Working Group Report,” Intergovernmental Panel on Climate Change (IPCC)
* “2014 Living Planet Report,” World Wide Fund for Nature (WWF)
* “Fourth Global Environment Outlook,” United Nations Environment Programme (UNEP)
Reduce water usage by 5% by FY2016 compared to FY2011
Reduce the total volume of global green-house gas emissions from business activities by 30% compared to FY2006, by FY2021
Reduce the total volume of global green-house gas emissions from business activities by 80% compared to FY2006, by FY2051
Reduce by
30%
Reduce by
20%
Target
Target
Reduced by
31.6%
Reduced by
38.5%
Result
Result
Global warming Max.+4.8°CRise in average global
temperatures by 2100:
Medium-term target Long-term target
Reduce by
80%
TargetReduced by
31.6%
ResultJapan production sites
Reduce water usage by 5% by FY2016 compared to FY2011
Target
Target
Result
Result
Reduce by
5%
Reduce by
5%
Reduced by
18.1%
Reduced by
65.6%
Production sites outside Japan
CASIO CSR Communication Book 201520
n Calculators
Environmental Features
l Solar battery powered
l Contains at least 40% recycled plastic (gross weight ratio of plastic)
n Electronic dictionaries
Environmental Features
l Transport efficiency increased by 54% by reduced packaging (compared to Casio’s XD-SP6600)
n Label printers
Environmental Features
l Energy consumption during use reduced by 28% (compared to Casio’s KL-V450)
n Digital cameras
Environmental Features
l Transport efficiency increased by 114% by reduced packaging (compared to Casio’s EX-Z1200)
n Data projectorsEnvironmental Features
l We do not use a mercury light source
l Weight reduced by 28% (compared to Casio’s XJ-M141)
n Electronic musical instruments
Environmental Features
l Energy consumption during use reduced by 44% (compared to Casio’s AP-500)
n Watches
Environmental Features
l Solar battery powered
n Page printers
Environmental Features
l Energy consumption during use reduced by 67% (TEC value in compared to Casio’s N6100)
n Handheld terminals
Environmental Featuresl Energy consumption during use
reduced by 33%
l Size reduced by 18% (compared to Casio’s DT-930)
Creating Products That Make an Environmental Contribution
Biodiversity preservation targets
Living in harmony with nature
FY2014Conduct a pilot study based on the impact survey sheet prepared in cooperation with NPOs/NGOs. Examine strategy and direction for programs in light of the pilot study and its analysis and response to the Action Plan and Guidelines for the Electrical and Electronics Industries.
FY2015Based on results in FY2014, make improvements to the impact study sheet and the structure of the study and expand the scope of the impact study, taking priority level into consideration. Examine measures for biodiversity in procurement.
FY2016Analyze the results up to FY2015, identify issues and establish and implement action themes to reduce biodiversity impact.
In fiscal 2014, Casio conducted pilot studies of paper use associated with both its products and offices in Japan, and found no major problems in either area. In fiscal 2015, biodiversity preservation guidelines were established and published by Japan’s electrical and electronics industry association. In fiscal 2016, Casio established and implemented its Paper Procurement Policy.
Based on the Casio Group Biodiversity Guidelines, commence a biodiversity impact study for products and sites and examine and implement measures to reduce biodiversity impact by fiscal 2016, which will include procurement.
Biodiversity 52%Decline in global biodiversity over the last 40 years:
* “2014 Living Planet Report,” World Wide Fund for Nature (WWF)
Consider details concerning design, procurement, manufacture, packaging, sales, logistics and recycling of products.
For products
Consider details concerning location and operation of plants and offices.
For sites
This mark indicates that the product was developed based on the Green Star concept.
XJ-V1
EX-ZR1600
JS-20WK-N
KL-V460
XD-K6500
GE6000
DT-970
AP-650
From left:OCW-G1000SHW-1700SG
CASIO CSR Communication Book 2015 21
Where Should Casio Focus Its CSR Efforts to Help Build a Sustainable Global Society?
What are society's expectations today concerning corporate social responsibility, and what should Casio be doing to meet them? We invited Toshihiko Goto, Chief Executive of the Sustainability Forum Japan, for a conversation with Noriaki Kimura, Section Manager of the CSR Promotion Office, General Affairs and Personnel Department. They discussed the latest CSR developments and Casio's initiatives for the future.
Latest CSR developments relating to future management strategyToday, companies find themselves in an environment of major change. One of the roots of these changes
relates to the fact that the economic system of mass production, mass consumption, and mass disposal is
now reaching its limits.
Since the Industrial Revolution, the world's population has grown substantially along with the improve-
ment in productivity. From a global population of 1.65 billion people in 1900, the number grew about four
times in the 20th century. Meanwhile, consumption of resources and energy, especially in developed coun-
tries, continues to grow. In order to meet worldwide demand, it is estimated that the resources of 1.5 planet
earths are now needed. As awareness of this crisis situation grows, the need to transition to a sustainable
global society has become a problem affecting the very survival of humankind.
Accordingly, people have also been looking at the role companies need to play in order to help change
society. In 2006, the United Nations proposed the Principles for Responsible Investment (PRI), which calls
on institutional investors to make investment decisions based on environmental, social and governance
(ESG) factors—or in other words, by considering a company’s social responsibility efforts. In 2013, the
International Integrated Reporting Council (IIRC) issued the International Integrated Reporting Framework,
which encourages reporting on long-term development
with integrated financial and non-financial information.
Amid this growing global momentum, the Stewardship
Code and Corporate Governance Code have been
introduced in Japan by the Abe administration. The
Stewardship Code encourages institutional investors to
accurately ascertain ESG conditions at the companies
they invest in, including their governance measures and
response to social and environmental problems. On the
other hand, the Corporate Governance Code encourages listed companies to actively take ESG measures. A
major feature of these new codes is the choice for companies to “comply or explain.”
In order for Japan and humankind to attain sustainability, companies are being asked to pursue their own
growth in a way that also helps build a sustainable society. Those companies that embrace the new era will
enjoy a surge of development, while those that do not will gradually ebb into decline.
Target setting with a long-term viewGoto: By February 2015, 184 institutional investors in Japan had
expressed support for the new Stewardship Code, and they have
started to move quickly in order to create fund management mecha-
nisms for incorporating non-financial information including ESG data.
Have any of Casio's investors requested a dialog so far?
Kimura: Although the numbers are still very small, some financial
institutions have requested interviews and the start of a trend can
be seen. It seems that the way we handle the move towards ESG
investment will have a large impact on our future success.
Goto: I think we are at the point where companies are being assessed
by how seriously they will address the Corporate Governance Code.
If a company wants to seriously consider sustainability issues, then it
has to do more than just prepare short-term sales plans. Considering
a variety of prerequisites including Japanese government policies
and world trends, companies need to clarify their own paths forward.
Those that have undertaken initiatives based on definite policies and
plans with a long-term view are on the way to sustainable growth.
However, companies that have just tried to perform superficial green-
washing will certainly no longer be able to keep up with the changes.
Kimura: Here at Casio, we are in the middle of the development
of long-term goals that will enable us to move our entire group of
companies forward in a single direction. For example, we are now at
the stage of thinking hard about what kind of business portfolio we
should be aiming for, and what kind of business domains to expand
into, in order for Casio to maintain our presence as a trusted company.
Toshihiko GotoChief Executive Officer, Sustainability Forum Japan (NPO)
CASIO CSR Communication Book 201522
Our sights are set on the next ten years until 2025, and then even
further out to 2050. However, the difficult thing is to predict what the
future will be like in 2050, or even a decade from now in 2025. This
includes climate change, population issues, as well as cultural trends.
Everyone has a different view of the future.
Goto: As you say, a variety of different assumptions can be made about
what the world will be like in several decades, but the actual future may
well deviate from predictions. Once you set targets, then there will always
be people who are fastidious about numbers. But the setting of numerical
targets can then almost become meaningless. However, even though pre-
dicting the future is difficult, it is possible to determine a broad direction,
such as reducing net CO2 emissions to as close to zero as possible. On top
of that, while monitoring its own environment, a company can continue to
anticipate the needs of society. That is not only using ESG as a risk factor,
but it will also become a source of competitiveness as a return factor.
Specifying material issues with an awareness of future visionKimura: With the recent appointment of the first new Casio president
in 27 years, a new era has begun at our company. The new president
is also deeply aware of the importance of long-term initiatives.
Therefore, I think it is important to create a solid system, and for all
employees to join forces and take on the challenge of change.
Goto: The arrival of a fresh top executive is a good time for internally
driven change. You could say that Casio is now at an optimal point
for change thanks to the internal and external momentum. Given this
situation, it is fantastic that your new president is aware of the need to
buckle down and formulate plans.
Kimura: Until now, Casio has pursued CSR activities based on ISO
26000, and has prepared information disclosure based on the 4th
edition of the GRI Guidelines. In the future, however, we must further
emphasize proactive CSR with an awareness of the need to create
shared value (CSV*). If we can set up a broad direction for future
strategy based on the new system, milestone goals can also be
considered. As part of this, we will also work to specify the CSR issues
that have the most materiality for our business.
Goto: The specification of issues with materiality, including measures
to address social and environmental issues, is also required by the
Corporate Governance Code. The larger a company becomes, the
more pressure it receives from various quarters, and diverse initiatives
become essential. Even so, in order to be aware of important issues
from a medium and long-term perspective and prioritize them, the
company will be asked about the connection to its corporate story
or vision for moving forward. It is essential that vision awareness be
shared throughout the company.
Kimura: I think corporate storytelling is very important. To be an
outstanding storyteller, the top management tells a corporate story
that instills a dream in employees and gives them motivation.
Goto: That's right. Investors are also looking for those kinds of
inspiring stories. Companies that have a corporate story relating to
ESG factors tend to be held in higher esteem, and it is essential to
provide accurate information.
Making CSR an individual concern for employeesGoto: When preparing a company-wide long-term vision, it is import-
ant to promote it horizontally across the company. When a company
* A process by which a company makes and executes policies to increase its own competitiveness, while helping to improve the economic and social conditions in the communities in which it operates.
becomes larger, it tends to become divided into separate vertical
organizations. Therefore, it is necessary to foster a shared awareness
created by an organization such as a CSR committee.
Kimura: For the company's long-term goals, unless the strategies of
various departments such as CSR, sales, human resources and finance
are organically bound together, they don't have much meaning.
It seems that currently, many employees have trouble linking
CSR issues to their own jobs, compared with more immediate profit
and development targets. For employees to incorporate CSR issues
into their own operational targets, we need to also revise the human
resources evaluation system. As long as there is no mechanism for
superiors to properly evaluate their subordinates’ contributions to CSR,
employees will not be able to see CSR as part of their own work.
Goto: Employees do not act on their own initiative if they are just told
what and how to do something, without any reasons why. By learning
why CSR and ESG are important to the company and their own jobs,
employees can truly consider what needs to be done and how to do
it. In addition, companies have to explain to outside stakeholders why
they are focusing on CSR efforts, before they list up their initiatives
and implementation methods. Casio has an advantage because you
have been seriously thinking about your long-term vision for over a
year prior to the enactment of the Corporate Governance Code. By
involving the whole company, I hope you will sail forward and ride the
large wave of change that is emerging right before our very eyes.
Mr. Goto (left) and Noriaki Kimura, Section Manager of the CSR Promotion Office (right)
CASIO CSR Communication Book 2015 23
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Company datau Name: Casio Computer Co., Ltd.
u Headquarters: 162, Honmachi, Shibuyaku,
Tokyo, Japan, 1518543
u Established: June 1, 1957
u President and CEO: Kazuhiro Kashio
u Employees: 2,677 (consolidated: 11,592)
u Paidin capital: ¥48,592 million
u Net sales: ¥338,389 million (consolidated)
u Operating income: ¥36,763 million (consolidated)
u Ordinary income: ¥37,857 million (consolidated)
u Net income: ¥26,400 million (consolidated)
* As of March 31, 2015
Corporate Overview
Sales by segment and region
Sales by segment Sales by region
Japan
North America
Europe
Asia and others
l Consumer• Watches
• Clocks
• Electronic dictionaries
• Calculators
• Label printers and photo printers
• Electronic musical instruments
• Digital cameras, etc.
Sales: ¥287,113 million (84.8%)
l Others• Molds, etc.
Sales: ¥10,428 million (3.1%)
l System Equipment• Handheld terminals
• Electronic cash registers
• Office computers
• Page printers
• Data projectors, etc.
Sales: ¥40,848 million (12.1%)
31.4%40.5%
15.2%12.9%
Group companies by region
Europe8
companies
Americas6
companies
Asia (including Japan)
27companies
Middle East1
company
Sales
¥338,389million