Materiality Archive (Past Initiatives and Targets)
FYE 3/2025 and FYE 3/2026 main activities and targets
Material Issue Group 01 Value creation through business
Material issue |
Outline goal Continue to address social issues through business model reform in line with social changes to create new value focuses |
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| Core business | Focus area | Main activities | FYE 3/2025 and FYE 3/2026 targets | FYE 3/2025 results | FYE 3/2031 targets |
| Timepieces | ● Providing products and services to realize diverse lifestyles | ● Proposing ethical lifestyles | ● Rate of adoption of environmentfriendly materials, such as biomass plastics, in new G-SHOCK product models (plastic): 60% or higher (FYE 3/2026) | ● (Adoption rate: 68.9%) | ● Rate of adoption of environment-friendly materials such as biomass plastics in new product models (plastic): 90% or more |
| Education | ● Providing the best-in-class educational tools along with hands-on educational support | ● Stimulating and expanding demand in emerging countries | ●GAKUHAN focus countries: Rate of increase of scientific calculator unit sales vs. FYE 3/2024: 1.4 times ● Supply of scientific calculators in emerging markets: 105% vs. FYE 3/2025 |
● 0.67× compared with FYE 3/2024 | ● Providing products, services, and teaching materials that boost learner curiosity |
| ● Rate of growth in registered teacher network vs. FYE 3/2024: 1.2 times (FYE 3/2025) 1.4 times (FYE 3/2026) |
● 1.46× compared with FYE 3/2024 | ||||
| ● Providing products and services that use ICT to improve learning efficiency | ● Supporting learning environments through digitalization | ● Number of schools adopting education app package vs. FYE 3/2024: 130% (FYE 3/2025) ● Creating new business area related to learning (FYE 3/2026) |
● 113% vs. FYE 3/2024 | ||
| Sound | ● Creating new sound experiences to bring joy to people’s lives | ● Research and develop products/ services for music enjoyment targeting hobbyists and casual users | ● Achieve 70% of sales from unique categories utilizing Slim & Smart technology (FYE 3/2026) | ● (62.1% of sales achieved) | ● Providing products and services that offer new experiences related to sound |
* Figures in parentheses for FYE 3/2025 indicate interim results toward the targets for FYE 3/2026
Material Issue Group 02 Enhancement of management capital
Human capital
| Material issue Building trust and resonance with employees |
Outline goal Develop human resources who think and act on their own initiative and foster a culture where all employees are motivated to perform |
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| Focus area | Main activities | FYE 3/2025 and FYE 3/2026 targets | FYE 3/2025 results | FYE 3/2031 targets |
| Promoting health and productivity management | ● Measures to maintain White 500 certification | ● Maintaining White 500 certification | ● Recognized in 2025 as a White 500 company and a KENKO Investment for Health (KIH) stock | ● Maintaining White 500 certification |
| ● Range of measures to promote health and productivity management | ● Take-up rate of childcare leave and annual leave among male employees: 85.1%/87.6% ● Health check follow-up implementation rate 84.3%/86.9% ● Proportion of employees with healthy body weight: 70.8%/72.4% ● Smoking rate 13.0%/12.5% |
● 95.2％ ● 88.4% ● 68.8% ● 12.7% |
● 100% ● 100% ● 80% ● 10% |
|
| Developing autonomous human resources | ● Strategy for continued implementation of career training program | ● Proportion of regular employees covered by career training program: 45.0%/59.8% | ● 48.3% |
● 100% |
| ● Ongoing implementation of “job challenge” internal transfer program | ● Cumulative number of “job challenge” internal transfer program participants: 150/188 | ● Total number of participants: 143 (not conducted in FYE 3/2025 due to implementation of emergency HR measures) | ● 300 | |
| Strengthening management | ● Cultivating executive candidates | ● Number of participants in future executive candidate cultivation program: 15/21 | ● 16 | ● 50 |
| ● Promoting diversity and inclusion ● Ongoing unconscious bias training |
● Number of participants in future female manager candidate cultivation program: 27/38 ● Ratio of female managers: 6.8%/7.4% ● Regular employee gender wage disparity 76.3%/76.9% |
● 28 ● 6.8% ● 77.0% |
● 90 ● 10％ ● 80％ |
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Intellectual capital
| Material issue Deepening and innovating technologies and expertise |
Outline goal Continue contribution to enriched lifestyles and development of a sustainable society by providing services and products backed by technology that benefit people and society |
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|---|---|---|---|---|
| Focus area | Main activities | FYE 3/2025 and FYE 3/2026 targets | FYE 3/2025 results | FYE 3/2031 targets |
| Developing new business domains that link tangible and intangible value | ● Specific measures to launch new businesses in designated new domains | ● Launching new businesses/new genres (FYE 3/2026) | ● (Stage Gate ④: 3 themes in progress; Stage Gate ③ or earlier: 3 themes in progress) | ● Understanding human and societal needs and building an ecosystem that links tangible and intangible value alongside technology development |
| ● Energizing open innovation | ● Strategic business alliances with other companies (FYE 3/2026) | ● (Research-sales alliance activities, selection of candidates for FYE 3/2026 PoC in the technology carve-out project, 2 technology collaboration projects with Silicon Valley start-up) | ||
| ● Planning for all developers to acquire marketing skills | ● More than 50% of developers to complete customer-oriented/ design thinking training (FYE 3/2026) | ● (Current completion rate: 41%) | ||
| Creating new value through integrated development from materials to products and services and technology evolution | ●Developing AI utilization technology and applying to new value creation | ● Integrating AI utilization technology into products and services (FYE 3/2026) | ● (Current: operational framework established this fiscal year, progressing as planned toward FYE) | |
| ●Developing new technology components | ● Net sales contribution of 15% or more (FYE 3/2026) | ● (Current: 11% contribution) | ||
| Developing environment friendly technology | ● Executing a “green recovery” | ● Reducing virgin plastic use, mainly in compact products such as timepieces, calculators, etc. FYE 3/2026 target vs. FYE 3/2021: Products -10%; packaging -70% | ● (products –9.3%, packaging –67.5%) | |
* Figures in parentheses for FYE 3/2025 indicate interim results toward the targets for FYE 3/2026
Manufactured capital
| Material issue Building a resilient global supply chain |
Outline goal Build a sustainable supply chain responsive to business risk and social responsibility |
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|---|---|---|---|---|---|
| Focus area | Main activities | FYE 3/2025 and FYE 3/2026 targets | FYE 3/2025 results | FYE 3/2031 targets | |
| Strengthening the business continuity system throughout the supply chain | ● Formulating a business continuity plan (BCP) for production operations in the event of a disaster or geopolitical risk | ● Enhancing preparedness through timely review of BCP issues in coordination with management priority issues (China risk and priority areas of portfolio) | ● Developed and piloted a value chain BCP to respond effectively to incidents | ● Enhancing preparedness through timely review of BCP issues in coordination with management priority issues (China risk and priority areas of portfolio) | |
| Realizing a responsible supply chain | ● Monitoring and improving the supply chain in terms of respect for human rights and environmental protection | ● Continuing audit of conditions at primary suppliers (100%) and establishing an improvement cycle |
● Achieved 100% assessment of primary suppliers (CSR surveys conducted for all 373 companies) |
● Continuing audit of conditions at primary suppliers (100%) and establishing an improvement cycle |
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| ● Continuing on-site audits in China and Thailand, covering a total of 12 companies | ● Conducted on-site audits in China and Thailand for 11 companies | ● Continuing on-site audits in China and Thailand, covering a total of 12 companies | |||
| ● Providing corporate social responsibility (CSR) training to business partners to build sustainable partnerships | ● Conducting CSR training once a year (every fiscal year) | ● Provided CSR training for each site and for business partners | ● Conducting CSR training once a year (every fiscal year) | ||
Material Issue Group 03 Strengthening of management foundation
| Material issue Strengthening the corporate governance system |
Outline goals ・Gain genuine public trust by firmly embedding a sound corporate culture with high levels of integrity ・Achieve sustainable improvement in corporate value through appropriate and efficient business operation |
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|---|---|---|---|---|
| Focus area | Main activities | FYE 3/2025 and FYE 3/2026 targets | FYE 3/2025 results | FYE 3/2031 targets |
| Instilling integrity awareness and maintaining and improving compliance awareness | ● Creating an organization with integrity | ● Promoting awareness among senior executives and managerial staff |
● Raised awareness through the Internal Control Committee by the President and Committee Chair. ● Ensured supervisors demonstrate correct conduct through managerial evaluations. |
● Continuing to be a company trusted by the public based on sound corporate activities |
| ● Providing training in Casio Business Conduct Guidelines and holding study sessions |
● Regularly monitored implementation status at domestic and overseas Group companies. | |||
| ● Conducting an employee survey and assessing and improving knowledge of guidelines | ● Conducted external surveys of Casio Computer and domestic Group companies. | |||
| ● Strengthening compliance | ● Building a compliance structure at global bases | ● Centralized handling of the Foreign Exchange and Foreign Trade Act and Subcontract Act within Casio Computer’s Compliance Office in the Legal Department. |
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| ● Conducting compliance education and training | ● Continuously ensured compliance with key laws, including competition and intellectual property laws, at overseas sales-related Group companies. | |||
| ● Promoting use of the whistleblower system | ● Measured awareness through external surveys of Casio Computer and domestic Group companies. | |||
| Improving effectiveness of the Board of Directors as well as upgrading, expanding, and improving internal control | ● Improving the effectiveness of the Board of Directors | ● Promoting a more diverse composition for the Board of Directors including outside directors |
● Reported a proposed composition at the December 2023 Nomination Committee meeting, reflecting the requirements for listed companies under the Corporate Governance Code. |
● Achieving sustainable improvement of corporate value based on highly effective supervision of management combined with ensuring of appropriate and efficient business execution |
| ● Responding to recommendations based on the results of the evaluation of the effectiveness of the Board of Directors | ● Reported the results of the effectiveness evaluation of the Board meetings held in FYE 3/2024 at the June 2024 Board meeting, reflected them in the corporate governance report, and promoted actions to address the recommendations identified in that evaluation. | |||
| ● Strengthening the internal control system | ● Establishing an internal control system at Group companies and a Group company support system at the Head Office |
● The Chair of the Internal Control Committee regularly reviewed and supervised the strengthened framework. ● Implemented improvement activities based on the results of external surveys of overseas Group companies. |
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| ● Improved the internal control framework through a global base review of the system (FYE 3/2026) | – | |||
| ● Upgrading the director compensation system | ● Introducing a director compensation system to promote management with emphasis on market value and identification with investor interests | ● Decided to introduce TSR starting with the summer bonus for FYE 3/2026. | ||
| Strengthening global risk management | ● Building a centralized management system for important risks | ● Identifying important risks and carrying out thorough risk management activity at global bases |
● Confirmed and supervised the status of risk management activities through the Internal Control Committee. |
● Achieving sustainable corporate value enhancement based on identification of various risks in the business environment and rigorous risk management of Casio |
| ● Identifying local risks and carrying out thorough risk management activity in each department and Group company | ● Ensured thorough instruction from the Internal Control Committee to each responsible executive to establish appropriate business procedures and rules (operation manuals), conduct self-assessments of various risks within business processes, and implement countermeasures. | |||
| ● Conducting information security-related training | ● Conducted information security training for employees of Casio Computer and domestic and overseas Group companies, as well as for system administrators. ● Conducted phishing e-mail training for domestic employees, including those at Group companies. |
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| Material issue Advancing DX and strengthening information security |
Outline goal Build a user-centered value chain |
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|---|---|---|---|---|
| Focus area | Main activities | FYE 3/2025 and FYE 3/2026 targets | FYE 3/2025 results | FYE 3/2031 targets |
| Upgrading business activity and improving business efficiency | ● Strengthening one-to-one communication | Direct e-commerce ● Proportion of countries within our global operations with direct-to- consumer (D2C) service available: 90%/100% ● Rate of increase in D2C traffic vs. FYE 3/2024: 120%/120% |
● 90% ● 111％ Due to delays in new product sales caused by the impact of incidents |
● Using data obtained through D2C business in a user-centered value chain to provide new customer experiences |
| ● Optimizing B2B sales activity | B2B sales activity ● Rate of introduction of sales activity system for products covered: 80%/100% |
● 82% | ||
| ● Promoting AI utilization | ● Rate of operational efficiency increase through generative AI*: 15%/20% | ● Not measured due to the impact of incidents | ● Utilizing AI in a wide range of operations to promote work process optimization | |
| Cultivating DX human resources | ● Cultivating human resources capable of driving DX | ● Rate of employee participation in basic DX training*: 100%/100% |
● 100% |
● Enabling each employee to make maximum use of digital tools and data for efficient execution of creative and advanced operations |
| ● Rate of employee participation in basic AI utilization training*: 25%/50% | ● 54% | |||
| ● Number of participants in core staff DX training*: 2 or more/3 or more in each department | ● At least 2 per division | |||
| Strengthening information security management | ● Maintaining certification by third-party institutions ● Strengthening global security measures ● Continuing conduct of global information security training and enhancing content |
(FYE 3/2025 targets) ● Maintaining Information Security Management System (ISMS) certification* |
● Maintained ISMS certification* |
● Visualizing security threats at all Group companies and putting automatic cyberattack detection and response structures in place that realize risk reduction and rapid emergency response |
| ● Rate of introduction of zero trust networks at Group companies: 60% | ● 68% | |||
| ● Rate of participation in basic security training by employees in Japan and overseas: 100% | ● 100% | |||
| ● Rate of participation of system managers in specialist security training: 100% | ● 90% 100% as of April 30, 2025 |
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● Holding of cybersecurity drills*: Once or more ( FYE 3/2026 targets) |
● Once* | |||
* Target for Casio Computer Co., Ltd. only
| Material issue Strengthening environmental management |
Outline goal Drive efforts to reduce environmental impact across the range of business activities with the aim of realizing a healthy and sustainable global society for the future |
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|---|---|---|---|---|
| Focus area | Main activities | FYE 3/2025 and FYE 3/2026 targets | FYE 3/2025 results | FYE 3/2031 targets |
| Responding to climate change | ● Reducing greenhouse gas emissions Groupwide | ● (Scope 1 and 2) Reduction of 19%/22% or more vs. FYE 3/2019 |
● (Scope 1 & 2) Reduction of 61% vs. FYE 3/2019 |
● (Scope 1 and 2) Reduction of 38% vs. FYE 3/2019*1, 2 |
| ● (Scope 3) Reduction of 15%/17% or more vs. FYE 3/2019 |
● (Scope 3) Reduction of 24% vs. FYE 3/2019 |
● (Scope 3) Reduction of 30% vs. FYE 3/2019*1, 2 |
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| Supporting a recycling society | ●Reducing waste emissions from products and business activities | ● Casio Green Star Products to account for 80%/90% or more of sales ● Business site waste: 5%/6% or more reduction vs. FYE 3/2020 ● Water intake: 5%/6% or more reduction vs. FYE 3/2020 |
● Casio Green Star Products to account for 67% of sales ● Total business site waste: 47% reduction vs. FYE 3/2020 ● Water intake: 27% reduction vs. FYE 3/2020" |
● Realizing business activities with inbuilt design that suppresses waste emissions by standardizing a range of initiatives for waste emissions reduction |
| Living in harmony with nature | ● Providing opportunities to learn about biodiversity through outdoor activities | ● Providing outdoor activity experience to around 250 people a year in Japan | ● 289 people | ● Promoting a deeper understanding and awareness of biodiversity among many people including employees and family members |
*1 Science Based Targets initiative (SBTi)–certified target (2021 Well Below [WB] 2°C) →Reset target to meet revised standard
*2 A long-term internal target has been set to achieve net-zero emissions by FYE 3/2051.
| Material issue Respecting human rights |
Outline goals Put in place rigorous initiatives based on international human rights standards |
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|---|---|---|---|---|
| Focus area | Main activities | FYE 3/2025 and FYE 3/2026 targets | FYE 3/2025 results | FYE 3/2031 targets |
| Minimizing human rights risk and fostering a corporate culture that respects human rights | ● Continuing implementation of human rights due diligence ● Continuing implementation of human rights education |
● Implementing checks and feedback on human rights issues All Group sales companies (FYE 3/2025) All Group production companies (FYE 3/2026) |
● Conducted human rights issue checks and provided feedback for all 27 Groupsales companies ● Held a lecture on business and human rights by an external expert ● Conducted sustainability learning (e-learning) for Group employees |
● Reducing human rights risk by strengthening human rights due diligence at all Group company bases in Japan and overseas ● Instilling in the organization the mindset of respect for human rights so that human rights violations are not tolerated or tacitly accepted and a culture that excludes violations is nurtured |
| ● Conducting human rights education for employees once a year or more | ||||
*Updated on May 14, 2026