Making the Most of Human Resources and Maintaining Optimal Workplace Environments

Supporting Advancement of Women

Casio actively and continuously carries out a variety of measures with the aim of supporting all women on the job so that they can fully demonstrate their abilities. Casio actively promotes ambitious and talented employees, and the number of women in managerial positions was 26 (6.3%) in fiscal 2024.

In 2022, Casio launched training for women in the leadership class, seeking to foster women as candidates for managerial positions. In addition, in fiscal 2024, we began formulating and implementing individual development plans for candidates for the next generation of women in managerial positions, and will carry out systematic development. Casio plans to implement a range of measures to promote the active participation of women and to vigorously support the career formation of women.

We set a goal of at least 25% for the percentage of women in the hiring of new graduates joining the company every spring, and in fiscal 2024 we held interaction events for women in our workforce and provided information for women on our recruitment website and social media. As a result, we achieved a percentage of 42% women among our new hires in April 2024. We will continue to expand the number of women applying for jobs by publicizing our efforts in various ways.

Employing People with Disabilities and Encouraging Them to Play Active Roles

Casio is creating workplace environments that allow every individual to display their full abilities and aptitudes.
Upon request, it provides hands-on training in the workplace before hiring in an effort to dispel anxiety about actually working there and to eliminate gaps between expectations and reality.
Casio has also adopted and uses a follow-up system for persons with disabilities throughout the group. This system is intended to constantly aim for the most suitable environment in light of the opinions of both the workplace and persons with disabilities by conducting periodic interviews after a person with disabilities joins the company so they are not left alone to face any anxieties or problems. The interviews help to quickly resolve any problems, check aptitude for work duties based on actual performance of those duties, and facilitate the provision of care if a disability has changed with the passage of time. In ways like this, Casio is working hard to increase the retention rate. Casio invites sign language interpreters to company events to help convey information to the hearing impaired.
Casio is carrying out initiatives aimed at making it an easier place to keep working by incorporating the opinions of persons with disabilities regarding issues such as environmental retrofitting focused on ensuring safety, measures to increase awareness in workplaces where persons with disabilities work, and measures to further establish their position in the workplace.
In addition, Casio introduced employment in an indoor farm setting in April 2021, and it has been further expanding the number of farms since July 2023.  In fiscal 2025, we will consider expanding employment for people with disabilities.This is intended to offer increased opportunities and to support the independence among those who experienced difficulty working in conventional office settings. The Casio Group is committed to contributing to building a society in which these employees are able to maintain active positions with even greater satisfaction and enthusiasm.

Encouraging Non-Japanese Employees to Play Active Roles

Casio is working to create workplace environments that allow non-Japanese employees to relax and continue working long term after joining the company. Casio has implemented initiatives that take account of linguistic, cultural, customs and other differences. These initiatives include adding English descriptions to cafeteria menus and illustrations of types of meat to accommodate dietary restrictions based on religious precepts, the provision of special leave to take part in important events in employees’ home countries and to create opportunities to meet with family and relatives in their home countries once every few years, and the establishment of a prayer room at the company for Muslim employees. Casio’s non-Japanese employees play active roles in diverse workplaces while displaying their individuality.

Encouraging Seniors to Play an Active Role / Supporting the Lives and Employment of Seniors

Casio’s Senior/Elder Employee Program provides employees retiring at age 60 with employment opportunities, and to effectively utilize the skills and know-how that these individuals have accumulated over the course of their careers. Under the program, Casio offers continued employment with reasonable treatment according to past performance and the roles and responsibilities assumed after retirement age. The system creates workplaces where senior employees can continue using their career skills and expertise within the Casio Group. In addition, Casio offers flexible work arrangements allowing adjustments to hours and numbers of work days in consideration, for example, of needs to balance caregiving and work.

Local Employment  at Subsidiaries outside Japan

Along with the globalization of its operations, Casio is actively pursuing local hiring at its sites outside Japan. The aim is to promote management that is responsive to local conditions in each country, as a truly global company. This is being done not just in manufacturing, but also in various other fields.

Ensuring Fair Evaluation and Compensation

Based firmly on a foundation of fairness, Casio aims to continuously improve its human resource system in light of changes in the social environment. Within that system, the present basic human resources policy combines a role-based system that grades individual employees based on the extent of their roles with a performance-based approach to evaluation and compensation based mainly on outcomes of job performance within their roles.
In addition, Casio strives to find the optimal balance between employee growth and vitalization and expanding the company by promoting HR policies that prioritize the following perspectives.

• Respect of will: Grant significance to the individual's will and intentions
• Human resources development: Create opportunities for the acquisition of knowledge and skills needed in work
• Significance of abilities: Grant significance to abilities demonstrated through work
• Right person for the right job: Reflect individual wishes in job requests
• Priority distribution: Distribute limited management resources as efficiently as possible
• Stable employment: Strive to create workplaces where employees can work according to their abilities

Casio revised its rating system for management positions in fiscal 2022 to clarify the roles and skills of specialists for each rating to enable career paths and growth not only as managers but also as specialists to ensure a concrete vision. The common definition table for all occupational categories has been enhanced, and definition tables specific to occupational categories have been clarified as well. In addition, the list of names for specialists, which previously existed in an intermixed form, has been properly arranged.

Initiatives to Support Work-Life Balance

Casio appreciates the importance of work-life balance and is striving to create environments that accommodate diverse work-styles in a flexible manner. The company will continue to promote the establishment of systems and environments aimed at creating an environment where diverse human resources can work easily and display their maximum performance.

Helping employees balance family nursing care and work

Problems with family nursing care can happen to anyone and come about unexpectedly. Casio has made efforts to enhance its systems to support family nursing care so that the company can provide as much help as possible to balance the needs of family nursing care and work and employees can provide family nursing care without their work performance suffering, thereby avoiding leaving the company due to family nursing care. Nursing care leave can be taken for a total of one year, which is longer than the legal requirement. In addition, in line with the increase in the number of employees providing care, we have introduced a system of paid leave for those providing nursing care (5 days per year, or 10 days per year if there are multiple people requiring care).

We have also introduced a system that allows all employees, not just those providing care, to work flexibly, including staggered working hours and working from home with breaks in between. We will continue to improve our systems so that those providing care can balance their work and caring responsibilities with minimum physical or psychological burden.

Initiatives to Improve Productivity

Casio is working to make dramatic improvements in work and work efficiency company wide, as well as raising productivity and reducing working hours. Improving productivity gives all employees work-life balance and creates an environment in which they can work with energy.

Communication between Labor and Management

Casio operates on a union-shop basis; as a rule, all employees except for managers are members of the union. Through regular communication between management and the labor union, Casio hopes to raise the awareness of employees about their participation in the management of the company. Casio values close communication between labor and management and maintains a good relationship.

At the core of this labor-management communication is the Regular Group Workers' Labor-Management Conference, which is held four times a year (February, May, September, and November). At these conferences, management and labor, together representing the entire group, exchange opinions about current conditions at the company. Casio is also working toward even smoother operation of human resource systems by holding various regular labor-management talks.

The labor-management agreement stipulates that the revision or elimination of human resource labor related systems is carried out via labor-management discussions. This process is carried out over a sufficient period of time and involves the sharing of issues by both labor and management.