csr communication book 2016 - casioapproach to corporate social responsibility (csr). in the message...

CSRCommunicationBook 2016Welcoming the Challenge of Helping to Build a Sustainable Global Society

Casio is committed to enriching people’s lives and contributing to society by pursuing its “creating something from nothing” product development approach. Casio’s corporate creed of “Creativity and Contribution” — the aspiration of its founders — has been embraced by Casio employees across the decades. This Communication Book introduces the many ways that Casio continues to pursue “Creativity and Contribution” today, practicing its own unique approach to corporate social responsibility (CSR).

In the Message from the President, Kazuhiro Kashio discusses the importance of “Creativity and Contribution” and the expectations contemporary society has for Casio, as seen from the management perspective.

This year’s Book also reports on the issues with materiality (CSR issues with the greatest significance) that Casio has identified. The company began this process in fiscal 2014 in order to facilitate its strategic efforts to make a positive social impact via its business activities focused on “creating something from nothing.”

As in last year’s Book, the features examine three ways that the company is embodying the Charter of Creativity for Casio, by tackling the challenge of developing new markets in three different business fields.

The Book also examines the initiatives pursued by Casio in striving to be a leading environmental company, and presents a conversation with leading experts regarding the strategic pursuit of CSR.

For more detailed and comprehensive information, visit the Casio Sustainability website, which is based on the Global Reporting Initiative (GRI) G4 Sustainability Reporting Guidelines.

We invite you to make the most of this Book to explore Casio’s heritage and present determination— to keep “creating something from nothing.”

Contents

Welcoming the Challenge of Helping to Build a Sustainable Global Society 03

Message from the President 04

Material Issues for Casio 06

The Charter of Creativity: Feature 1 08 The Charter of Creativity: Feature 2 12 The Charter of Creativity: Feature 3 16

Environmental Executive Message 20

Eco-Friendly Products 21

Conversation: Pursuing Strategic CSR Initiatives Driven by Materiality 22

Corporate Overview 24

At Casio, creativity is never

about just one person.

Rather, what turns on the

light is the energy generated

by many employees working

together, each bringing a

unique perspective, values,

and personality to the task.

http://world.casio.com/csr/

CASIO CSR Communication Book 201602

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

Specification of MaterialityAs a company with a global reach, it is extremely

important for Casio to pursue initiatives that meet

the expectations of the international community.

The worldwide movement to build more sustainable

societies continues to evolve, year by year.

Companies today are expected to carry out

strategic initiatives as part of their core business

activities. Casio is no exception. Even more so, as

a company known for “creating something from

nothing,” Casio must strategically implement social

contribution measures that are integrated with its

business activities.

Responding to these trends, Casio has

specified the issues with the greatest significance

(materiality) to its practice of social responsibility,

in accordance with the G4 Sustainability Reporting Guidelines issued by GRI in May 2013. Going for-

ward, the company will take action on each of the

specified issues, and will apply the plan-do-check-

act (PDCA) cycle to these efforts to ensure the

highest level of socially responsible management.

For more detailed information, see pp. 6-7.

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 inter-

national 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.

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

GRI Guidelines

ISO26000

UN Global Compact

CASIO CSR Communication Book 2016 03

At Casio, our approach to social responsibility is based on our corporate creed, “Creativity and Contribution.” By living up to the creed, we ensure that our business promotes a prosper-ous society, and we do that in a product development process focused on “creating something from nothing.” For years now, Casio has been contributing to society by creating new markets and fostering cultural trends that never existed before. This very contribution, meanwhile, secures the growth of our own busi-ness. We have plenty of very good reasons to emphasize CSR.

In fiscal 2016, Japan’s Corporate Governance Code came into effect, the United Nations Sustainable Development Goals (SDGs) were adopted, and the Paris Agreement on cli-mate change was concluded. The movement expecting compa-nies to deliver medium- to long-term value accelerated in and outside Japan. In May 2016, Casio specified CSR issues with

the greatest significance (materiality) to its business, which must be addressed with a long-term perspective. In doing so, we are reinforcing the infrastructure for ensuring that our CSR initiatives are directly integrated with business management.

Rather than a merely passive approach bending to external pressures, it is critical that we make serious proactive efforts to contribute to worldwide sustainability. This is why we are looking for ways that our core business activities can fulfill our unique role in the world. We are determined to do our part in building a truly sustainable global society.

In recent years, the consumer market has undergone ever more intense price competition. This demands that we build a strong business foundation that is resilient against changes in the exter-nal environment. Rather than trying to compete in the mass

market where it is so difficult to differentiate products, it is essen-tial that Casio expand in fields where we can showcase highly original product features, like those delivered by G-SHOCK.

We recently adopted a new term to sum up the uniqueness of Casio: “OHIO.” This is made up of the first letters from four Japanese words: Omoshiroi (unique), Hajimete (novel), Imiga-aru (meaningful), and Odorokiga-aru (surprising). All of these elements are critical, but the one I believe needs the most emphasis right now is imiga-aru (meaningful). We pur-sue meaning in our business by considering who are products are for, and how they can be useful to them.

Launched in March 2016, the Smart Outdoor Watch WSD-F10 is a great example of a uniquely Casio product. It provides unprecedented value. Unlike other smart watches, the WSD-F10 is specially designed for use during outdoor activ-ities like mountain climbing, fishing, and cycling, where using a smartphone is usually too impractical. This targeted concept has caught the attention of the market.

Leveraging our core businesses to help build a more sustainable global society

Creating new markets by making the most of Casio strengths

Message from the President


Meeting Society’s Expectations by Applying “Creativity and Contribution” to Create Businesses Like Only Casio Can

We are now considering other business applications for products like this one, such as creating wristwatch versions of our handheld terminals. Casio has experience making both portable information devices and watches. We understand how smart watches that can be used during physical activities can greatly improve user convenience, and therefore, why they rep-resent a product genre that can meet latent needs.

Educational products are another product area of focus where Casio continues to leverage its strengths. We have cultivated markets by participating in the process of shaping local reg-ulations concerning the use of scientific calculators in math classes and exams in various countries. As a result, we have been able to help people improve their mathematical abili-ties worldwide. Casio electronic dictionaries have been recom-mended by teachers at about 3,000 of the about 5,000 high schools across Japan. We have built a solid market where most university-bound students study with Casio products. With both these product lines, we are creating businesses in direct interaction with end users based on relationships of trust in the educational field.

Our technology provides value to more than just stu-dents. In the area of dedicated devices for language learning based on our electronic dictionaries, we are striving to create

the new digital tools needed by working people who want to learn a foreign language. Another example: we could perhaps in future develop special devices to help boost cognitive func-tion in seniors.

Turning to new product development in the music edu-cation category, in fiscal 2016, Casio announced the new CELVIANO Grand Hybrid series of electronic pianos. We have fully recreated the grand piano experience using digital technology. By providing high-quality instruments that tran-scend existing notions of the electronic piano, Casio is sup-porting people with a serious ambition to study music.

A business must never forget the importance of being useful to its customers. Business development is the process of deter-mining who our target customers are and how we can help them, and then providing the value they need. Only then can we say that we are practicing “Creativity and Contribution.” I am encouraging all Casio employees to remind themselves of this principle on the job every day.

In order to promote creativity, it is vital that we create an environment where employees can take on challenges. Having an unbalanced and narrow focus on sales causes employees to wither and creates a culture with no tolerance for failure. In fact, past mistakes serve a useful role in future endeavors.

We will probably need to update our human resource evalua-tion system to further promote creativity.

Casio will keep striving to amaze customers while aiming to create unprecedented new markets. By uncovering hidden needs and creating products that seem so essential that people wonder why no one had ever thought of them before, we will change people’s lives and help shape new cultural trends. I’m determined to see that Casio continues to surpass everyone’s expectations, even those of our many loyal Casio fans.

Our mission in the educational field to support learning

Continuing to embrace the challenge of “Creativity and Contribution”

Message from the President Message from the President


Material Issues for Casio

Materiality specification process

Casio has identified the issues with the greatest significance (materiality) to its practice of social responsibility, in accordance with the G4 Sustainability Reporting Guidelines issued by GRI in 2013.

Sign

ifica

nce

to S

take

hold

ers

Significance to Casio

Issues to be addressed with the highest priority

Specified issues of high significance are plotted, and materiality is identified

Issues that should be addressed in order to meet society’s expectations and advance the business

Issues with lower relevance but that must still receive attention

Specifying Significance of Issues

STEP 2Specification of issues with significance to stakeholders

STEP 3Summarization and finalization

STEP 4KPI formulation and implementation

STEP 1Specification of issues with significance to Casio

In fiscal 2015, Casio made a detailed list of

CSR issues with reference to its business

areas, and prioritized them based on

relevance to its own activities.

In fiscal 2016, Casio sent a questionnaire to

its stakeholders and conducted interviews

in order to organize the issues by their

significance to stakeholders.

Based on the results of the processes in

steps 1 and 2, in fiscal 2016 Casio formally

specified its material issues with the approval

of the director in charge of CSR.

Casio formulated key performance indicators

(KPI) with reference to the specified material

issues, thereby enabling each responsible

department to evaluate its CSR initiatives

quantitatively. In fiscal 2017, Casio is

implementing related activities using the

plan-do-check-act (PDCA) cycle.


Material Issues for Casio

For more detailed information, visit the website:http://world.casio.com/csr/materiality/

Maximizing economic performanceGuided by its corporate creed of “Creativity and Contribution,” Casio is engaging in business activities that “create something from nothing,” thereby realizing original inventions that make people’s lives better. This is Casio’s way of maximizing economic performance and strategically managing the company to increase corporate value.

Respecting human rightsAs a global business entity and part of the global community, Casio recognizes the importance of human rights and respects the fundamental human rights of all of its stakeholders, including its employees. Casio is also establishing a framework for con-ducting human rights due diligence based on the Casio Group Policy on Human Rights.

Providing supportive workplace environments and promoting diversityBuilding a recycling society

As a manufacturer, Casio 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, and enhances such measures.

Promoting CSR procurementCasio procures diverse materials from numerous suppliers in and outside of Japan. With a fundamental emphasis on developing long-term supplier relationships, Casio endeavors to enhance social responsibility throughout supply chains and practice responsible procurement.

Preventing corruptionRecognizing that bribery and corruption hinder sustainable social development, Casio is establishing rules and guidelines for each region to reduce the risk of bribery and corruption throughout the group.

Realizing a low-carbon societyCasio supports international frameworks for realizing a low-carbon society. Casio will contribute to this goal by providing 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.

Living in harmony with natureRecognizing the importance of nature to its business, Casio 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.

Recognizing that it must provide vibrant and motivating workplaces that promote the mental and physical wellbeing of employees, Casio provides various programs and provisions while striving to build a workplace culture that fosters mutual acceptance of diversity in working styles. Casio also supports diversity by working to create workplace environments where all employees—inclusive of women, older employees, persons with disabilities, and persons from other countries—can realize their talents to the fullest.


The Charter of Creativity: Feature 1

Casio maintains a strong presence in the global

education market, focusing on scientific calculators

and electronic dictionaries. Under its “Gakuhan”

(contributing to education) initiative, Casio is

building networks with centers of education, as its

employees work to enhance the academic abilities

of students across the globe.

Casio Education Business—Contributing to Learning across the Globe


“Gakuhan” — Contributing to education as only Casio can, where much of Casio’s work begins after products are sold

We will value creativity, and ensure that our products meet universal needs.

Under its Gakuhan initiative, Casio markets

products that contribute to education in more

than 30 countries and regions worldwide.

“Our goal is to create avenues for

enhancing the academic abilities of stu-

dents across the globe. To achieve this goal,

we see it as our mission to rapidly develop

products that anticipate the needs of local

education markets, and market the prod-

ucts while keeping prices as affordable as

possible,” says Shinji Ota, Executive Officer

and Senior General Manager, Consumer &

Educational Solution (CES) Product Division.

Casio’s scientific calculator business typifies

its Gakuhan initiative. Although scientific calcula-

tors are rarely used in Japanese schools, schools

outside of Japan actively use scientific calcu-

lators in math and physics education to teach

problem-solving skills to students. Casio holds a

majority share of the global market for scientific

calculators. “Casio’s strength lies in our prod-

uct development, which is based on listening

to input from educators, and our ability to offer

products that are localized to the language and

math curriculum of each country. Our products

are developed from the beginning to be global

products. A major feature of our scientific calcu-

lators is that we are able to reload the operating

software to ship scientific calculators with local-

ized software,” says Ota, who himself has been

involved in developing scientific calculators.

Speaking about Casio’s business

approach, Noboru Hoshi, Manager, Overseas

Educational Marketing Section, CES Product

Division, remarks, “The unique thing about

our Gakuhan initiative is that it goes beyond

just marketing products. We have to sup-

port educators to facilitate the use of our sci-

entific calculators in classes and for exams,

by teaching educators how to use our prod-

ucts and developing instructional materials

that are easy to understand. The objective of

the Gakuhan initiative is to enhance educa-

tion by supporting schools and teachers. So,

Casio has always taken a long-term view.”

Education is such a large field that it

can take a very long time for products to be

adopted. “In emerging and developing coun-

tries in particular, we usually see a lack of con-

crete strategies to improve education, even

if the intention is there. Initially, there is no

demand for scientific calculators, so we need

to create demand where it doesn’t exist, by

marketing the products as tools to support

the improvement of math skills,” says Hoshi.

As part of its market development efforts,

Casio began organizing Gakuhan conferences

in various countries, bringing together gov-

ernment education officials and key persons

from education. Since 2012, Casio has orga-

nized 10 of these conferences in various parts

of the world, working to build local networks

by highlighting how Casio is supporting educa-

tion and explaining how scientific calculators

can improve the academic skills of students.

“We are starting to see the word ‘Gakuhan’

and its vision take root outside of Japan. Casio

is the only company that is contributing to edu-

cation at the global level, including in emerg-

ing countries. There is no blueprint for us to

follow, so we are doing the best we can to find

the right path forward. It is quite challenging to

contribute to education in these countries when

we are quite literally ‘creating something from

nothing,’ but it is very motivating,” says Hoshi.

Noboru HoshiManager, Overseas Educational Marketing Section

Development Department-1, Consumer & Educational Solution Product Division

First Chapter

Shinji OtaExecutive Officer and Senior General Manager,

Consumer & Educational Solution Product DivisionGakuhan conference


Teaching students that math can be fun with scientific calculators and contributing to better education worldwide

Second ChapterIndonesia is one of the current focus coun-

tries for Casio’s Gakuhan team, which is

striving to develop the local market. Takuto

Kimura of the Overseas Educational Marketing

Section, who reports to Hoshi, is responsible

for Casio’s efforts in the Indonesian market.

“Before we enter a new market or country,

we gather comprehensive information about the

country, to determine the education level and the

level of government interest in education reforms

and what its stance is on new technologies. We

started to ramp up our efforts in Indonesia start-

ing about one year ago, after the education min-

istry of Indonesia initiated curriculum reforms

and began studying ways to use information

and communication technology (ICT) in educa-

tion. Casio already offers scientific calculators

that are customized for the Indonesian mar-

ket, so we want to build on that,” says Kimura.

Kimura frequently visits Indonesia in order

to network with educators and education offi-

cials in an effort to encourage wider adop-

tion of scientific calculators. “When we visit

schools that have adopted Casio products, the

students tell us they are enthusiastic about

using Casio calculators. The teachers say that

the calculators are easy to use and are use-

ful in the classroom. It is great to get such pos-

itive feedback,” says Kimura with a smile.

Casio also has local staff working in the

field in Indonesia. Mutia Meilina of the Jakarta

Branch of Casio Singapore describes the possi-

bilities, saying, “Scientific calculators are rela-

tively inexpensive and can be used without any

special infrastructure, which makes it easy for

schools to adopt them. The Indonesian govern-

ment is aiming to enhance student-centered

learning and ICT use. Scientific calcula-

tors are extremely effective tools for teach-

ing students that learning math can be fun.”

At the present time in Indonesia, each school

is allowed to decide whether or not to adopt sci-

entific calculators in its classrooms. At the same

time, there are certain barriers to wider adoption,

such as students being prohibited from using sci-

entific calculators for national high school grad-

uation exams, and the misperception that using

calculators hinders the reasoning ability of stu-

dents. Meilina and other Casio staff are exploring

ways to address these education barriers from

a broad perspective, by cooperating with inter-

national education experts and math professors

in Indonesia. “Indonesia is experiencing rapid

economic growth as a country, and there is an

urgent need for education reforms. Our Gakuhan

initiative can greatly contribute to the devel-

opment of a new educational environment for

the 21st century, in addition to supporting indi-

vidual students and teachers,” says Meilina.

Comment from a Gakuhan PartnerWidodo, Professor of Mathematics, Gadjah Mada University, Indonesia

Casio’s scientific calculators are very interesting as tools to help students tackle math problems. We must remember that scientific calculators are just tools, and that they do not detract from math ability and reason-ing. To start with, it is important to conduct workshops for teachers so that they realize the effectiveness of scientific calculators and learn how to integrate them into their classes. By appropriately using ICT tools such as scientific calculators at schools, Indonesia will be able to raise its overall academic level and enhance its international competitiveness.

We will strive to be of service to society, providing customers with delight, happiness, and pleasure.

Indonesian Arabic Spanish/Portuguese

Scientific calculators in various language versions

Takuto KimuraOverseas Educational Marketing Section Development

Department-1, Consumer & Educational Solution Product Division


Building links with education and continuing to create products that meet contemporary needs

Third ChapterMany of Casio’s employees involved in the

Gakuhan initiative talk about how motivating

their work is, while they also admit how hard it

is to overcome educational issues in society. “In

some countries, the issues in education can run

deep and involve the interplay of diverse fac-

tors. Sometimes there is a low basic foundation

of math and science education, or a lack of gov-

ernment interest in adopting new technology. In

other cases, the direction can turn on a whim

depending on the national or regional officials in

charge of education. We have to work patiently

to identify the people and institutions that are

seriously working to improve education in each

country, and then earn their trust,” says Kimura.

Meilina also feels strongly about contribut-

ing to education in Indonesia, saying, “We have

to do more than just market products in order to

sustain our business. We have to aim for mutual

growth for Casio and a broad spectrum of cus-

tomers, by supplying value to society through

better education. Although there are many

challenges involved, the work that we do every

day ties into this goal, and I am confident that

all of our effort will be rewarded in the future.”

In addition to scientific calculators, Casio

develops and markets electronic dictionaries

as part of its Gakuhan initiative. Starting in

fiscal 2016, Casio began surveying Japanese

language learners in ASEAN countries. “We

discovered a lack of dictionaries loaded with the

local language and Japanese. Learners have

to look words up via an intermediary language

such as English. There are many barriers like

this that need to be overcome. It would be

wonderful if we could increase the number of

people interested in Japan through our elec-

tronic dictionaries, and in that way contribute to

better relations between Japan and the coun-

tries where our products are used,” says Ota.

Working as part of the Gakuhan team,

with its diverse and growing possibilities, has

made Kimura more aware of the sheer scale of

the education market. “We have to formulate

strategies, while always remembering the big

picture and our vision. We must also improve

our knowledge so that we can talk to educators

on an equal footing, by paying attention to

educational trends in developing countries and

being attentive to trends in developed countries

regarding advanced uses for ICT,” says Kimura,

highlighting the professional demands of his job.

As Senior General Manager of the

Consumer & Educational Solution Product

Division, Ota explains Casio’s future education

strategy, saying, “Advancements in ICT will

change the shape and vision of school educa-

tion across the globe. We have already begun

laying the foundations for linking our products

to tablets, smartphones, and computers.

Casio has built strong direct connections with

centers of education, which are sure to be an

asset as we move forward. We will stay on

top of trends so that we will be able to supply

products that meet the latest educational

needs.” Casio professionals in the education

market will continue to meet the challenge of

contributing to education around the world.

Mutia MeilinaJakarta Branch, Casio Singapore

Comment from a Gakuhan PartnerBarry Kissane, Professor Emeritus, Murdoch University, Australia

I am impressed with the professionalism of Casio’s Gakuhan staff, who continue to support education in different countries. Casio is pursuing the education market by skillfully navigating the tricky balance between education and economic conditions, based on a solid grasp of the unique needs of each country and an understanding of the complicated circumstances that surround education across the globe. Even though I am involved with Casio’s business as a consultant, the company has always respected my independence, which I am grateful for. I admire Casio for embracing “Creativity and Contribution” as its corporate creed. The company’s emphasis on contributing to education and its dedication to making creative and better products has made Casio the inter-nationally respected company it is today. I hope that Casio will stay on course and continue to value creativity and contribution.

We will back up our words and actions with trustworthiness and integrity, and work as professionals.


Casio’s Vision for a Smart Watch


CASIO Smart Outdoor Watch

Wearable devices continue to evolve, especially in

the smart watch market. As Casio makes the most

of its original technologies and experience, how

will it move forward with products in this market?

Now, about six months after the March 2016

release of the Smart Outdoor Watch WSD-F10,

we explore Casio’s vision for its smart watch and

the reaction it is getting from users.


Creating a new market for smart watches, with a watch that people will truly enjoy using


Casio launched its smart watch development

project roughly four years before the even-

tual release of the first product. “The idea was

to develop a wrist device that would leverage

Casio’s strengths and create a new product cat-

egory,” recalls Shunji Minami, General Manager,

Emerging Business Department. “I personally

felt that it was fitting that Casio would develop

an innovative smart watch, since we have tech-

nology and experience in both watches and

information devices. It seemed to me that the

market was just waiting for Casio to introduce

a smart watch,” says Minami. To assemble the

project team, Casio pulled in experts in differ-

ent fields from various parts of the company

to form a cross-organizational team. Although

Casio had developed numerous innovative

products over the years, forming an interdis-

ciplinary team like this had rarely been done.

The team’s first step was to gather and

study the latest smart watch products from

competitors. “To be frank, we didn’t find much

appeal in the smart watches that we looked

at,” says Minami. He continues, saying, “There

was a lot of anticipation about smart watches,

but as things stood, we thought that the whole

market might just shrink away.” If anything, this

concern helped to propel the project forward.

If no one had yet created a satisfactory smart

watch, then the team would just have to do it

themselves. There was a consensus and desire

to develop a new market for smart watches, by

creating a truly usable smart watch that users

could depend upon and really enjoy using.

It took some time for the concrete prod-

uct concept to take shape. “At one point in the

concept development process, we seemed to

be stuck, with no end in sight,” says Masaru

Sakata, Manager, Planning Section, Emerging

Business Department. “Casio’s products are

based on being easy to use. In addition to

that, we wanted to incorporate something that

made the smart watch fun and exciting, some-

thing not found in any other product. But when

we came up with various ideas, in most cases

we thought that a smartphone could do the

job just as well,” says Sakata with a laugh.

Sakata believes in getting back to basics

when a development process reaches an

impasse. The project members went back to

examining all sorts of everyday events, ask-

ing themselves what kind of watch would meet

“universal needs” in people’s daily lives. This

led the team to the concept of a smart out-

door watch. “Several of the project members

were into cycling and trekking. This led us to

the realization that smartphones are actu-

ally inconvenient to use in the outdoors. Often,

your hands are occupied and there is a risk of

getting your phone wet or dropping it. In sit-

uations like those, we saw that it would be

very convenient to have a wrist device that

could access the same information you would

get from a smartphone, since wrist devices

are more resilient outdoors,” recalls Sakata.

Smart watches offer endless possibili-

ties, yet users struggle to figure out what they

should use them for. Where the Smart Outdoor

Watch differs is that it has a clear purpose—

to use in the great outdoors. At the same time,

Minami notes that the Smart Outdoor Watch

offers many other possibilities, beyond the out-

doors. “The outdoors is just one of the places

in which this watch is eminently useful. Moving

forward, we will further develop the features

especially for the outdoors, while also explor-

ing the potential for other applications. Rather

than just supplying a product based only on

the needs of today’s market, we will develop

and continue to transform the Smart Outdoor

Watch to spark entirely new trends in the

smart watch market,” declares Minami.

Shunji MinamiGeneral Manager, Emerging Business Department

First Chapter

Smart Outdoor Watch WSD-F10

Masaru SakataManager, Planning Section, Emerging Business Department


Since releasing the Smart Outdoor Watch, users

have said that it demonstrates the essence

of Casio’s versatility and unique potential.

Kiyoshi Hori of the Strategy Planning Section,

Timepiece Marketing Department, is in charge

of watch sales. He explains, “The reason for

this feedback is because the outdoor pur-

pose of the watch aligns well with the brand

qualities that Casio is known for—tough and

sporty. In addition, the Smart Outdoor Watch

is a fitting new addition to the broad mix of

products that Casio offers—from timepieces to

digital cameras, cellular phones, and musical

instruments. This fit shows, for example, in

the Smart Outdoor Watch’s ability to connect

to a digital camera. I think we succeeded in

proposing new ways to use a smart watch.”

One of the features of the Smart Outdoor

Watch that sets it apart from other smart

watches is its digital camera connectivity; it can

even show the live view from the camera and

trigger the shutter. The watch also connects

with smartphones to create even more potential

uses for the watch. “By connecting devices

and then using them to connect people, we can

realize features that offer new sources of joy

and excitement. Going forward, I think people

will be looking for the kinds of value that can

be delivered by connecting things. We want to

supply devices that help people have fun, not

just limited to wrist devices,” says Minami.

Sakata describes one of the major appeals

of the Smart Outdoor Watch: “it helps users

to visualize the environment they are in.” The

Smart Outdoor Watch thus

motivates users to enjoy the

outdoors even more, by sup-

plying them with up-to-date

information, which helps to

keep them safe and makes the

outdoors even more enjoyable.

The watch can supply infor-

mation on direction, speed,

elevation, time of sunrise and

sunset and even the user’s

activity levels. “Not only does

the watch make it more excit-

ing to be in the mountains or

near the water; it also brings

excitement and anticipation to

everyday life by tracking your

activity levels, making you

want to get outdoors on the weekend and be

more active. I think the Smart Outdoor Watch

supplies both functional value and emotional

value to users, including the fun feeling that

comes just with wearing it,” comments Sakata.

Hori feels that the challenge is to find ways

to communicate that the uses for the watch

will keep growing and expanding over time.

“We will have to find new ways of connecting

with people in the market, to ensure they fully

understand how the Smart Outdoor Watch can

be used and enjoyed. There used to be a lot

of buzz surrounding the smart watch market,

but the market did not expand significantly.

In a lot of cases, there is even a negative

impression of smart watches now. We want

the Smart Outdoor Watch to overturn these

perceptions,” says Hori, looking to the future.

Kiyoshi HoriStrategy Planning Section,

Timepiece Marketing Department, Global Strategic Marketing Division

Bringing excitement to everyday life by connecting people, and connecting devices


Second Chapter


Third Chapter

The engineers involved in the project faced

a great deal of trial and error over the four

years of development. They sought a way to

develop a watch that could withstand water

and being dropped in the outdoors, while still

giving it enhanced functionality as a smart

watch. Hiroshi Katsuda of Product Development

Section-3, Emerging Business Department,

mainly worked on implementing the waterproof

microphone. He says with a laugh, “I couldn’t

believe it when they first told me that the watch

had to be water resistant down to 50 meters.

The existing smart watches on the market

were only water resistant for everyday use.”

The engineers obtained as many waterproof

microphones as they could get, and then

thoroughly disassembled and studied them.

Development continued as the engineers

kept experimenting and testing, tasting both

failure and success. Katsuda’s supervisor,

Akira Suzuki, Manager, Product Development

Section-3, Emerging Business Department,

recalls, “Since it was a completely new product,

there were no goalposts and we just kept

working to make it better. It was a real struggle

to ‘create something from nothing.’” Suzuki

continues, “However, for an engineer, there

is something really exciting about creating a

world-first product. We kept working to address

the issues, determined to meet our goal.”

When the release date was finally set for

the watch, several members of the team used

the paid leave system to take the day off, so

they could go see the watch on store shelves

in person. Akihisa Ohmura, Assistant Manager,

Product Development Section-3, Emerging

Business Department, one of the key develop-

ers, sums it up, “I feel very grateful, not just to

the other project members, but to other busi-

ness departments and all the suppliers who lent

us their cooperation. Their contributions were

essential to the finished product we delivered.”

Before the eventual success, the project

stalled more than once. At one point, there was

even talk of abandoning it. However, as Minami

notes, the determination of the project members

to create the watch enabled them eventually to

succeed: “Casio was able to realize the Smart

Outdoor Watch because we assembled a team

of professionals from different fields within

the company. It was the dedication of each

and every member that made the difference.

While my own background is in timepieces,

we needed other ideas to overcome some of

the hurdles we faced. I would like to see the

company employ more cross-organizational

projects like this in the future,” says Minami.

“The release of the watch also reminded us

that users have high expectations of Casio, so

for me the sense of responsibility overshadowed

the joy of seeing the product released,” says

Sakata. He continues, “We are confident about

the watch that we developed, but at the same

time, we are never satisfied. I firmly believe

that we need to continue working to make the

watch even better.” This story demonstrates

how Casio professionals are constantly driven to

find improvements and make better products.

Akira SuzukiManager, Product Development Section-3,

Emerging Business DepartmentHiroshi Katsuda

Product Development Section-3, Emerging Business Department

Constantly pushing to make even better products


Akihisa OhmuraAssistant Manager, Product Development Section-3,

Emerging Business Department


Dedication to realizing true piano quality and delivering the joy and excitement of playing

CELVIANO Grand Hybrid


Casio continues to develop musical instruments

that create entirely new potential, capturing

the imagination of users the world over. The

CELVIANO Grand Hybrid is an innovative

piano that overturns expectations of a digital

piano. The project members spoke about what

drove them while developing the product.


Communicating the unique advantages of a digital piano


Second Chapter

Bridging tradition and digital technologies to deliver piano innovation


Casio developed the CELVIANO Grand Hybrid

based on the concept of a grand piano instru-

ment for any home and, in the process, created

an entirely new piano category. Jin Tomita of the

Product Planning Section, Product Development

Department, EMI Product Division, oversaw the

product planning as a member of the CELVIANO

Grand Hybrid development team. “We started

with the concept of creating a digital piano with

an authentic piano keyboard. Before we started,

Casio had already begun developing its first

wooden keyboard, with the basic idea of devel-

oping a high-end piano for skilled pianists. It

took some searching before we were able to set

a firm course for the project,” remarks Tomita.

For over 30 years, Casio has built up a

strong reputation in the digital instruments

market as a maker of accessible compact dig-

ital pianos for everyday pianists. The CELVIANO

Grand Hybrid represented a completely new

direction for the company. That’s why Casio

could not afford to create anything but a superb

product in order to satisfy all of its loyal fans.

“We took on the challenge of creating a product

that only Casio could create—something

completely original that would surpass all the

expectations of our customers,” recalls Tomita.

In discussing the purposes of the product,

the project members agreed on one point—that

everyone who plays piano dreams of playing on

a grand piano. Yet a grand piano is out of reach

for the average person for both cost and space

reasons. The team agreed that if they could

realize a product that delivered the excitement

and satisfaction of playing a grand piano every

day at home, it would completely change the

landscape for pianists. Recognizing that making

a grand piano required knowledge of 300 years

of piano-making processes, the team elected

to pursue collaboration with a piano maker. The

German maker C. Bechstein is recognized as

one of the world’s leading piano manufacturers

and is also known for its openness to new tech-

nologies, having developed its own digital piano.

After extensive discussions, the two companies

agreed to collaborate, opening the door for Casio

to wed its outstanding digital technologies with

C. Bechstein’s timeless, brilliant piano sound.

“Casio does not offer acoustic pianos, so

we are not tied to the notion that a digital piano

can never surpass a grand piano. The CELVIANO

Grand Hybrid came about through our efforts

to develop a piano made under a completely

new concept, a concept beyond the existing

boundaries of the market,” says Tomita.

Jin TomitaProduct Planning Section,

Product Development Department, EMI Product Division

First Chapter

The CELVIANO Grand Hybrid has generated

steady sales since its release, chiefly among

people who seriously study the piano. Even

piano users who go in with the preconceived

notion that a digital piano could never deliver

the tone and key action of a grand piano are

often won over, after they actually try the

CELVIANO Grand Hybrid out at a music store. It

is not unusual to see their face light up when

they first hear the CELVIANO Grand Hybrid.

Takao Matsuda, Manager, Strategy Planning

Section, EMI Marketing Department, which

oversees sales of musical instruments, has seen

firsthand the positive response from the market.

Matsuda was heavily involved in proposing

the collaboration with C. Bechstein, and draws

great delight from seeing users react with joy

and amazement to the CELVIANO Grand Hybrid.

“Many people buy a CELVIANO Grand

Hybrid after spending hours in a music

store, playing and comparing pianos to find

the one with the touch closest to a grand

piano. Some pianists have one shipped to

their accommodations when on tour to use

for practice, or even use one to perform

at a smaller venue. I am delighted to see

pianists using the CELVIANO Grand Hybrid


in ways that we never expected, finding

whole new advantages,” says Matsuda.

The CELVIANO Grand Hybrid has been

well-received in markets around the world, with

sales growth in Europe exceeding that of Japan,

especially in Germany, the home of piano manu-

facturer C. Bechstein. The goal of Casio’s musical

instrument business is to enable more and more

people across the globe to play music. In that

sense, the CELVIANO Grand Hybrid is steadily

bringing the joy and excitement of playing the

piano to a wider audience. The introduction of

the CELVIANO Grand Hybrid also represents a

good opportunity for Casio to expand its dealer

network, as its first entry into the high-end piano

market. This requires establishing new sales rela-

tionships with acoustic piano stores, who inevi-

tably compare the piano to products from grand

piano makers. “The key is to get stores to actually

play the piano, so they can find out they can con-

fidently recommend the piano to their customers.

The CELVIANO Grand Hybrid weds the respec-

tive strengths of acoustic and digital pianos, to

achieve a piano that only Casio could realize. We

want more people to experience this piano so we

can win even more Casio fans,” says Matsuda.

The contributions of each member of the

development team were integral to achieving

the finished product. Hirokazu Taniguchi of

Development Center, played a key role in

developing the grand piano-like keyboard

at the heart of the CELVIANO Grand Hybrid.

“The keyboard on a grand piano consists of

many parts that mutually interact when the

key is pressed to produce sound. In designing

a keyboard for a digital piano, we had to

understand the role of each part, in order to

know which parts to keep and which we could

eliminate. We had to take an approach that was

completely different from that of a conventional

digital piano. I made a number of trips to a

school that trains piano tuners, in order to better

understand how a piano works,” says Taniguchi.

The keys of the CELVIANO Grand Hybrid

are made from high-quality spruce wood, in

order to duplicate the feel of a grand piano

keyboard. The team carefully studied the

hammer movement on grand pianos and

employed a mechanically identical key action

that generates sound when the keys are

pressed. In addition to seeking out advice

from the Master Piano Maker at C. Bechstein,

Casio engineers put a tremendous amount of

effort into studying the keyboard right down

to the internal materials, in order to achieve

the perfect key touch. Casio also benefited

from the cooperation of several pianists

while pursuing the touch of a grand piano.

“It took a tremendous effort to achieve

a level of quality to satisfy the expectations

of every person involved in the project. As a

result of the advice and support we received,

we were able to create a keyboard of unpar-

alleled quality, which I am proud of. And yet

we will continue working toward the goal

of realizing the ultimate digital piano—one

that is good enough to be chosen as an

instrument to be used with orchestras and

for piano competitions,” says Taniguchi.

Developing a keyboard with a touch and feel like a grand piano


Third Chapter

Takao MatsudaManager, Strategy Planning Section,

EMI Marketing Department, Global Strategy Division, Global Marketing Headquarters

Hirokazu TaniguchiDevelopment Center


Naoaki Itoh of the Development Section-2,

Product Development Department, EMI Product

Division, has been involved in designing the

sound of Casio’s musical instruments for more

than 20 years. He was given responsibility for

developing the tone of the CELVIANO Grand

Hybrid. The tone of the first prototypes that

were evaluated by C. Bechstein was judged as

lacking in appeal and color. Understanding and

applying the feedback to achieve the right tone

was a matter of trial and error, made even more

difficult by language and cultural differences,

in discussing something as abstract as tone.

“When C. Bechstein’s Master Piano Maker

Werner Albrecht came to Japan, we only had a

certain number of days to work with, and I was

constantly by his side, getting his input and feed-

back every day as we talked about the tone we

wanted to achieve. I would take the things that

we discussed that day and make adjustments

to the tone by the next day, and we did this over

and over. It showed our dedication to the project,

as well as Casio’s engineering abilities,” says

Itoh. From his perspective working with acoustic

pianos, Albrecht would give feedback such as

saying that certain sounds were too harsh, which

would typically be adjusted on a grand piano

by softening the felt. This feedback needed to

be converted to the digital realm, by adjusting

the tone of the samples in a certain range.

What Casio arrived at was a sound that it

calls the Berlin Grand, digitally reproducing the

resonance and even noise of an acoustic piano,

to achieve a natural and beautiful tone. The

techniques that Casio developed were applied

to create two other sounds, the Hamburg

Grand and Vienna Grand, thus replicating the

sound of three great pianos. “We faced various

obstacles in the process of developing the

sound. If we had given up, the CELVIANO Grand

Hybrid would never have been realized. I am

truly glad that we didn’t quit. My dream is that

the CELVIANO Grand Hybrid would contribute

to the development of culture by enabling

new forms of music that can only come from

a digital piano and ways of playing that never

existed before,” says Itoh. His words echo

the feelings of everyone who was involved in

the project. Everyone at Casio, each one with

the unique perspective, will continue to take

on the challenge of creating further value.

Collaborating with legendary piano manufacturer C. Bechstein to develop the Berlin Grand sound

Werner Albrecht, Master Piano Maker, C. BechsteinWe are moving into the digital field with regard to the silent system for our acoustic pianos. We were deeply interested in the proposal for collaboration from Casio, which is a world leader in electronic instruments. At the same time, we felt Casio’s passion and rich creativity through our involvement in the project. People’s perspective of the piano varies greatly when it comes to acoustic pianos and electronic pianos. Despite this, Casio accepted our approach to music creation with a strong conviction. The devel-opment team was very open to our views and ideas. Moreover, they followed up with us at a surprising speed, and in the end we were able to create an amazing product. Music is a field that truly enriches people’s lives, and through the CELVIANO Grand Hybrid, we believe that Casio has made a major contri-bution to bringing the piano closer to more people.

Naoaki ItohDevelopment Section-2,

Product Development Department, EMI Product Division


In fiscal 2017, Casio merged the CSR Promotion Office with the former Environment Planning Section to launch the CSR Promotion Department. As CSR and the environment are inherently inseparable, and this new organization reflects that. Accordingly, Casio is committed to integrating its policies and measures to achieve more effective and efficient operation of the new department. Particularly with regard to environmental policy, Casio will value accountability to stakeholders and conduct a zero-based review of its vision for environmental measures from the perspec-tive of promoting CSR for the Casio Group. The ultimate goal of these processes is to make Casio a leading environmental com-pany that adheres to the basic policy of continually improving its environmental performance. Under the 2004 version of ISO 14001, “improvements to the mechanisms” of the environmental management system (EMS) were required. In contrast, the 2015 version implemented in September 2015 marked a significant change in direction, from form to results, with a new requirement for improvements in environmental performance. Casio will apply and promote ISO 14001: 2015 as a way of pursuing continual improvement in environmental performance through its EMS.

Makoto KobayashiExecutive OfficerGeneral Manager, CSR Promotion Department

Our Perception of Environmental Problems and Our Responsibility as a Company

In order to achieve this, we will first ensure acquisition of certification for the transition to ISO 14001: 2015, thus ensur-ing the efficient operation of Casio’s overall environmental activ-ities. In conjunction with this, we will continue working to deliver improvements in environmental performance. In terms of the external environment, the Paris Agreement was adopted at COP21 in December 2015, and the Japanese cabinet decided on the Plan for Global Warming Countermeasures in May 2016. A medium- to long-term plan was indicated for reductions in greenhouse gases of 26% by fiscal 2031 and 80% by fiscal 2051 compared with fiscal 2014. Casio had already declared an 80% reduction in CO2 emis-sions by fiscal 2051 compared with fiscal 2006 under the Casio Environmental Vision 2050, the set of long-term goals estab-lished in April 2012, and this corresponds with the Japanese gov-ernment’s long-term plan. Meanwhile, the Casio Environmental Declaration 2020, which lays out Casio’s medium-term goals, tar-gets a 30% reduction in CO2 emissions by fiscal 2021 compared with fiscal 2006, and progress on this goal is already significant. Nevertheless, with regard to the Casio Environmental Vision 2050, which is the long-term goal, Casio is in the process of dil-igently identifying roadmaps to the goal in order to demonstrate

its respect for Science Based Targets (SBTs). As a global com-pany, Casio recognizes that ensuring the achievement of the commitments in the Casio Environmental Vision 2050 is its social responsibility. Casio has also identified issues with materi-ality (significant CSR issues) to its environmental performance, including realizing a low carbon society, building a recycling society, and living in harmony with nature. All of these reflect Casio’s determination to contribute to the aforementioned COP21 and SDGs. In particular, in terms of liv-ing in harmony with nature and preserving biodiversity, Casio hopes to work on initiatives to preserve biodiversity in marine and mountain areas, reflecting the expectations of the active users of our watches, one of Casio’s mainstay products. Casio will pursue diverse environmental initiatives while striving to reduce the overall environmental impact of society through its compact, lightweight, slim and energy-efficient prod-ucts, thereby helping to build a sustainable global society through its core business.

Environmental Executive Message


Light source blockPower block

Luminance

Hoursused

Life of light source

100%

Conventional projector (with high-pressure

mercury lamp)

About 10 times

Laser & LED Hybrid Light Source

Long life, reduced brightness deterioration

Projection lens unit

Projection screen

DLP® chip

Condenser lens

Blue laser unit

Red LED

Phosphor

Condenser lens

Optical block

Casio technology makes possible a mercury- free light sourceMainstream projectors have traditionally used mercury lamps,

even though mercury is extremely hazardous to human health and

harmful to the environment. Casio has applied its technologies to

realize lamp-free projectors that use a Laser & LED Hybrid Light

Source*1 to eliminate mercury while delivering high-brightness

projection. These eco-friendly projectors meet standards for Eco

Mark labeling and Japan’s Act on Promoting Green Purchasing.

*1 A semiconductor-based light source system that uses both laser and LED, developed by Casio.

Balancing economy and environmental performanceCasio’s lamp-free projectors deliver superior projector performance in

addition to their excellent environmental performance. The XJ-V100W

uses both laser and LED for its light source, delivering a long life

of about 20,000 hours (roughly ten times the life of a conventional

mercury lamp) and reducing brightness deterioration, which lowers

the cost of lamp replacement. The projector consumes just 150

watts of energy while generating 3,000 lumens. The light source

is quick to start up, taking just five seconds to reach maximum

projection brightness and reducing the warm-up time that is required

with conventional lamps. No cooldown is required, enabling the

projector to be put away immediately and enabling rapid restarting.

Superior dust resistance to extend projector lifeThe XJ-V100W projector has a three-block internal structure, which

inhibits intrusion of dust into the optical engine block to achieve dust

resistance superior to a conventional projector. The structure also

helps to reduce deterioration of projection brightness due to dust,

delivering long-term, stable operation. Whether used for work pre-

sentations or in the classroom, the XJ-V100W will continue to deliver

reliable and useful projection backed by Casio’s original technologies.

Projector Delivers Economy and Eco-Friendly Performance

XJ-V100W

For more about the environmental performance of Casio products, please visit: http://world.casio.com/csr/env/product/.

Eco-Friendly Products


Pursuing Strategic CSR Initiatives Driven by Materiality

In May 2016, Casio specified CSR issues with the greatest significance (materiality) to its business, setting the future course for the Casio Group’s practice of social responsibility. As part of its efforts to raise awareness of Casio’s materiality approach broadly in and outside the company and to pursue strategic CSR management, Casio invited leading sustainability expert Hideto Kawakita to provide his opinions and recommendations.

Conversation

(From right)

Hideto Kawakita, CEO, International Institute for Human, Organization and the Earth (IIHOE)

Makoto Kobayashi, Corporate Officer and General Manager, CSR Promotion Department

Noriaki Kimura, Manager, CSR Promotion Office, CSR Promotion Department

Kobayashi: It has been about two years since Casio set out to spec-

ify the CSR issues with the greatest materiality to its business. To

begin this process, a broad range of Casio professionals from legal

affairs, human resources, general affairs, sales, procurement, and

environmental affairs engaged in discussions over a period of one

year. In the second year, we gathered input from outside experts.

There were several challenges to overcome, such as incorporating

materiality into our key performance indicators (KPI). It has been

a long road, but I feel the process itself was quite valuable.

Kawakita: I think a key point, going forward, will be how to

generate even deeper understanding within the company about

the material issues you have specified. Your emphasis

on issues related to the supply chain is admirable,

and it differentiates Casio from many other firms.

However, employees may find it hard to understand

the importance of suppliers’ human rights issues. If

they do, providing them with customer feedback is

another effective method. If you show them that failure

to address these issues may mean a loss of customers,

frontline employees will certainly take action.

Kimura: Every year we get a huge number of requests

to complete questionnaires about our CSR initiatives.

Considering the types of questions asked, it is clear

what the market expects from us. We will probably

need to analyze the question trends, and share the

results within the company. Sales strength at Casio

is driven by our extensive local networks in emerging

countries, and we have been able to get a sense of

expectations for Casio. So we must emphasize the issues we

have learned about in our CSR initiatives as market feedback.

Kawakita: In recent years, the need to enhance the stability of

entire societies in order to enhance revenue stability has become

the mainstream approach among international big-brand compa-

nies. Taking an environmental example, people can really sense

the reality of climate change, because water shortages and drought

problems are already impacting their lives in Europe and North

America. It is clear that climate change has become a major

factor in market destabilization, and this is making it harder to

forecast revenues.

Kobayashi: Climate change

and many other social issues

have a big impact on the

market. Casio will keep

searching for ways to make

a social contribution linked

to our products, even for

issues that are not directly

related to our business.

Kawakita: Casio develops

and sells many watches

and personal devices. By

pairing thermometers and humidity sensors with information

technology, climate observation systems can be created. If

weather measurement and transmission functions were incor-

porated into Casio products, there would be countless weather

sensors all over the world. You could provide high-precision

measurement data even in emerging countries that do not

have the means to adequately gather weather information. It

would be very meaningful if Casio could provide social value

by enabling users to submit valuable information like this.

Kimura: During one of our internal brainstorming sessions,

there was a similar proposal for Casio watches. The idea was

to add a sensor that can pick up the electromagnetic waves

generated just before an earthquake. With several million or

more Casio watch users transmitting this kind of information,

the technology could be used to predict earthquakes.

Building internal focus on CSR materiality

Creating new value for society by making the most of Casio’s unique products and technologies


Kawakita: That is just the kind of idea we need. With everyone

waiting to see what kind of business model Casio will create,

it would be fantastic if you could undertake an initiative with a

high degree of materiality, one that would allow employees

to get excited about all the possibilities.

Kobayashi: We are always encouraging employees to come

up with various ideas. We have high expectations for our CSR

Leaders, and we hope that they will lead the whole company

with flexible thinking. In addition, dialogue with the product

development department is also very important. By steadily

pursuing these efforts, we aim to generate success stories,

and then apply them laterally across the organization.

Kawakita: It is also necessary for

Casio to collaborate with NGOs

and other organizations that have

strengths in your focus areas,

such as human rights, the envi-

ronment and education. Then you

can obtain appropriate evaluations

of your initiatives and engage in

scalable communication. In order

to preserve the current value of

products and businesses, and

pave the way for new value in the

future, it is time to start thinking about the best potential partners.

Kobayashi: I agree. It is essential to have mechanisms for obtaining

feedback both internally and externally, in order to determine what

the market wants, what kind of value we should provide, and what

to do about it.

Kimura: In the environmental product area, we have OCEANUS

watches that are associated with marine activities, and PRO TREK

watches for mountain climbing and other outdoor pursuits. Now

we are investigating biodiversity protection initiatives relating to

marine conservation and forest management. We are considering

collaborating with external partners on environmental surveys.

Kawakita: I also recommend that you recognize people who make

contributions in those areas: for example, creating an ocean-related

award program under the OCEANUS brand and recognizing outstand-

ing people in the areas of marine sports or ocean research. You could

also have the recipients actually wear OCEANUS watches. Through

this kind of award program, you would develop connections with

leaders in the areas concerned, create opportunities for dialogue. You

could appoint ambassadors to convey Casio’s values outside the com-

pany. It would be very significant that these external ambassadors

talk about why Casio focuses on human rights or why the company is

working to protect biodiversity in mountain and ocean environments.

Kobayashi: I feel there is a growing momentum towards increasing

brand value by tying it in with social value, even within the company.

Thus far, each department has been working separately, for the most

part. However, under the president’s leadership, we are gradually

becoming a company that tries to integrate activities to increase

brand value.

Kawakita: Casio is already meeting its CSR obligations, and you

have now reached the stage where you are asking yourselves

what to do next for the future. With Japan’s aging population and

the growth of emerging countries, the market will change signifi-

cantly, and your current material CSR issues will change as well.

Through ongoing review and evolution in response to the changing

environment, it is critical that you reflect material CSR issues in

management priorities and functions.

Kimura: One person noted that,

although the material issues

we identified are essential, they

seem to take a rather defensive

CSR stance. We need to address

this, but it is reassuring to know

that we have such informed

opinions about CSR within the

company. In light of global

trends such as COP21 and the

UN Sustainable Development

Goals (SDGs), we will not meet

the expectations of society in 2020 and beyond unless we craft a

CSR strategy that creates new value in a way that only Casio can.

Kobayashi: With the quickly changing business environment, it

is essential that we leverage materiality concerns in our specific

strategies, integrating this into our approach based on Casio’s

corporate creed “Creativity and Contribution.” Given this situa-

tion, it is all the more important that employees make materiality

at Casio part of their own personal concern. This means people

need to ask themselves what social responsibility means to their

own departments, and what it means to them personally. I would

like to thank you for your valuable opinions and advice today.

Making CSR a personal concern

Emphasizing dialogue and collaboration


31.4%40.5%

14.7%13.4%

Europe8

companies

Americas6

companies

Asia (including Japan)

30companies

Middle East1

company

Group companies by region

Sales by segment and region

Sales by segment Sales by regionl Others• Molds, etc.

Sales: ¥8,633 million (2.5%) l Consumer

• Watches

• Clocks

• Electronic dictionaries

• Calculators

• Label printers and photo printers

• Electronic musical instruments

• Digital cameras, etc.

Sales: ¥300,956 million (85.4%)

l System Equipment• Handheld terminals

• Electronic cash registers

• Office computers

• Page printers

• Data projectors, etc.

Sales: ¥42,669 million (12.1%)

Sales

¥352,258million

Asia and others

Japan

North America

Europe

Company datau Name: Casio Computer Co., Ltd.

u Headquarters: 1-6-2, Hon-machi, Shibuya-ku,

Tokyo, Japan, 151-8543

u Established: June 1, 1957

u Chairman and CEO: Kazuo Kashio

President and COO: Kazuhiro Kashio

u Employees: 2,656 (consolidated: 11,322)

u Paid-in capital: ¥48,592 million

u Net sales: ¥352,258 million (consolidated)

u Operating income: ¥42,169 million (consolidated)

u Ordinary income: ¥41,069 million (consolidated)

u Profit attributable to owners of parent:

¥31,194 million (consolidated)

* As of March 31, 2016

Corporate Overview

csr communication book 2016 - casioapproach to corporate social responsibility (csr). in the message...

Documents