Environmental and Social Material Issues
*This page shows the material issues prior to the review (FY2016 to FY2024). Please click here for the latest material issues.
Approach
As 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 forward, 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.
KPI and Performance (Items marked ★ are environmental action targets as well)
Evaluation ◎: All targets met, ○ : Most targets met, △ : Remaining issues outweigh results, × : No progress made
| Material Issues for Casio | FY2024 Targets and KPI | FY2024 Performance | Evaluation |
|---|---|---|---|
| Realizing a decarbonized society | Reduce the market-based greenhouse gas emissions (Scopes 1 and 2) of Casio Group by 16% compared to FY2019 | Reduced 44% compared to FY2019 | ◎ |
| Aggregate results of the supply chain survey and consider response | Conducted a supply chain survey and compiled the results.However, future responses based on this became an issue for consideration. | 〇 | |
| Building a recycling society | Raise the Casio Green Star product sales ratio at 80% or more | Casio Green Star Product sales ratio: 71.6% | 〇*2 |
| Reduce the amount of waste (including valuable waste) generated by entire Casio Group by at least 4% compared to FY2020 | Reduced waste generated by Casio Group (including valuable waste) by 46.3% compared to FY2020 | ◎ | |
| Achieve a landfill disposal rate*1 for Casio Group site waste of at least 4% | Landfill waste rate 4.4% | 〇*2 | |
| Reduce water usage for Casio Group by at least 4% compared to FY2020 | Reduced water usage for Casio Group by 17.9% compared to FY2020 | ◎ | |
| Living in harmony with nature | Examine re-setting of medium and long-term targets | Collected and analyzed world trends | △ |
| Promoting CSR procurement | (1) Implement CSR education at Casio sites and at suppliers, and implement onsite audits in China. | Implement CSR education at Casio sites and at suppliers, and implement onsite audits at a total of 12 suppliers in China and Thailand | 〇 |
| (2) Conduct CSR surveys | Conducted CSR surveys of 392 suppliers worldwide Surveys collected from 391 of 392 companies | 〇 | |
| Providing supportive workplace environments and promoting diversity & inclusion | ■Promoting health and productivity management | ||
| Compulsory leave and internal leave related to childbirth and childcare Percentage of eligible men taking birth or childcare leave: 80% | 82.6% | ◎ | |
| Percentage of employees taking reexaminations recommended after regular health checkups: 80% | 81.7% | ◎ | |
| Percentage of employees maintaining an appropriate weight: 70% | 69.3% | 〇 | |
| Percentage of employees who smoke: 13.1% | 13.5% | △ | |
| ■Fostering independent personnel | |||
| Career training coverage rate (full-time employees): 38.2% | 43.7% | ◎ | |
| Total number of employees with experience using the Job Challenge system: 146 people | 143 people | 〇 | |
| ■Strengthening management | |||
| Number of future executive candidates: 10 people | 9 people | 〇 | |
| Number of women who are candidates for training as future managers: 17 people | 17 people | ◎ | |
| Percentage of managerial positions held by women: 7% | 6.3% | 〇 | |
| Difference in wages for men and women who are full-time employees: 75% | 75.7% *All workers: 67.7% |
◎ | |
| ■Other | |||
| Percentage of newly hired graduates who are women: 25% or more |
31% (Of the 53employees who joined the company in April 2024, 22 were women) | ◎ | |
| Legally mandated employment rate of people with disabilities Consolidated: 2.5% or more |
Consolidated: 2.41% (as of April 2024) | 〇 | |
| Respecting human rights | Implement human rights checkups and feedback at all production group companies | Check human rights issue and implement feedback: all production group companies | △ |
| Implement human rights education for Sustainability Leaders | Invited outside experts and held a seminar for Sustainably Leaders on the theme of 'Business and Human Rights (LGBTQ and Corporations) in February 2024 | 〇 |
*1 Landfill waste rate = (Final landfill disposal amount ÷ Total amount of waste and valuable materials) x 100
*2 〇 evaluation determined based on at least 80% achievement of the target figure.
Materiality specification process
Step 1: Specification of issues with significance to the company
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.
Step 2: Specification of issues with significance to stakeholders
In fiscal 2016, Casio sent a questionnaire to its stakeholders and conducted interviews in order to organize the issues by their significance to stakeholders.
Step 3: Summarization and finalization
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.
Step 4: KPI formulation and implementation
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.
* KPI: Key Performance Indicator
Step 1: Specification of issues with significance to the company
Regarding the 46 “aspects” indicated in the G4 Sustainability Reporting Guidelines from GRI, Casio analyzed the risks to the company for each aspect and the degree of impact that they would have on Casio. The aspects were used to evaluate matters at various levels, including business segments, value chains for each segment, and regions of operation. This shaped the identification of the most significant aspects. The departments charged with CSR responsibilities also examined the identified aspects, and finalized them for use in their own processes.
Step 2: Specification of issues with significance to stakeholders
Based on the G4 Sustainability Reporting Guidelines, the 46 aspects were divided into six areas: economic, environment, labor practices, human rights, society, and product responsibility. The importance of each area was then identified through dialogue with stakeholders closely related to Casio. Questionnaires were also given to customers and employees, and aspects with high significance to stakeholders were identified. In addition, questionnaires and interviews with experts were carried out on the respective topics. These processes enabled Casio to identify society’s expectations, resulting in a list of issues with significance to Casio stakeholders.
Economic
Takeshi Mizuguchi, Professor
Takasaki City University of Economics
Environment
Sadayoshi Tobai
Conservation Director, WWF Japan
Labor Practices
Hiroki Sato, Professor
Chuo Graduate School of Strategic Management
Human Rights
Makoto Teranaka, Visiting Professor
Tokyo Keizai University
Society
Kaori Kuroda, Executive Director
CSO Network Japan
Product Responsibility
Kikuko Tatsumi, Executive Advisor
Nippon Association of Consumer Specialists
Step 3: Summarization and finalization
By mapping the aspects identified in steps 1 and 2, Casio specified eight material issues, with a focus on aspects given a high priority. Finally, with the approval of the director in charge of CSR, the issues with medium-term materiality to the Casio Group were defined.
Material Issues for Casio
| Material Issues for Casio | Material Aspects | Boundary | |
|---|---|---|---|
| Internal | External | ||
| Building a recycling society | Products and services | ● | ● |
| Realizing a low-carbon society | Energy | ● | ● |
| Emissions | ● | ● | |
| Living in harmony with nature | Biodiversity | ● | ● |
| Promoting CSR procurement | Supplier environmental assessment | ● | ● |
| Supplier assessment for labor practices | ● | ● | |
| Supplier human rights assessment | ● | ● | |
| Supplier assessment for impacts on society | ● | ● | |
| Providing supportive workplace environments and promoting diversity | Employment | ● | |
| Diversity and equal opportunity | ● | ||
| Respecting human rights | Investment | ● | ● |
| Non-discrimination | ● | ● | |
| Freedom of association and collective bargaining | ● | ● | |
| Child labor | ● | ● | |
| Forced or compulsory labor | ● | ● | |
| Human rights assessment | ● | ● | |
| Human rights grievance mechanism | ● | ● | |
| Preventing corruption | Anti-corruption | ● | ● |
| Maximizing economic performance | Economic performance | ● | ● |
Step 4: KPI formulation and implementation
KPI Formulation
Casio investigated key performance indicators (KPI) with reference to the specified material issues, in order to enable the responsible departments to evaluate their initiatives quantitatively. With the approval of the CSR Officer, the KPI were finalized, and efforts are underway in fiscal 2017 to ensure high performance.
* For more information on KPI, see "KPI and Performance" above.
Materiality Review
Casio continually worked to improve its efforts to address conventional material issues up through fiscal 2022. Continuing in fiscal 2023, the company is addressing and reviewing its current material issues while re-confirming its vision for fiscal 2030, its recognition of medium- and long-term environmental impacts, and the strategic direction for each business and function.