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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
CASIO CSR Communication Book 201604
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
CASIO CSR Communication Book 2016 05
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.
CASIO CSR Communication Book 201606
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.
CASIO CSR Communication Book 2016 07
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
CASIO CSR Communication Book 201608
“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
CASIO CSR Communication Book 2016 09
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
CASIO CSR Communication Book 201610
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 CSR Communication Book 2016 11
Casio’s Vision for a Smart Watch
The Charter of Creativity: Feature 2
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.
CASIO CSR Communication Book 201612
Creating a new market for smart watches, with a watch that people will truly enjoy using
We will value creativity, and ensure that our products meet universal needs.
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
CASIO CSR Communication Book 2016 13
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
We will strive to be of service to society, providing customers with delight, happiness, and pleasure.
Second Chapter
CASIO CSR Communication Book 201614
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
We will back up our words and actions with trustworthiness and integrity, and work as professionals.
Akihisa OhmuraAssistant Manager, Product Development Section-3,
Emerging Business Department
CASIO CSR Communication Book 2016 15
Dedication to realizing true piano quality and delivering the joy and excitement of playing
CELVIANO Grand Hybrid
The Charter of Creativity: Feature 3
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.
CASIO CSR Communication Book 201616
Communicating the unique advantages of a digital piano
We will strive to be of service to society, providing customers with delight, happiness, and pleasure.
Second Chapter
Bridging tradition and digital technologies to deliver piano innovation
We will value creativity, and ensure that our products meet universal needs.
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
CASIO CSR Communication Book 2016 17
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
We will back up our words and actions with trustworthiness and integrity, and work as professionals.
Third Chapter
Takao MatsudaManager, Strategy Planning Section,
EMI Marketing Department, Global Strategy Division, Global Marketing Headquarters
Hirokazu TaniguchiDevelopment Center
CASIO CSR Communication Book 201618
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
CASIO CSR Communication Book 2016 19
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
CASIO CSR Communication Book 201620
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
CASIO CSR Communication Book 2016 21
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
CASIO CSR Communication Book 201622
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
CASIO CSR Communication Book 2016 23
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