Making the Most of Human Resources and Maintaining Optimal Workplace Environments

Diversity and Work Environment Initiatives That Make Casio a Great Place to Work

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 senior staff positions increased from four in fiscal 2011 to 30 in fiscal 2020.

In order to promote the advancement of women even more in the future, Casio has established the goal of 5% of women in senior staff positions by 2020. The company plans to actively implement measures to foster ambition for promotion among women who are candidates for senior staff positions and to take measures to support the career formation of young women.
Additionally, in some years, the percentage of women hires is somewhat low in the hiring of new graduates. Accordingly, Casio has set goals for the percentage of women in the hiring of new graduates joining the company every spring from fiscal 2020 of at least 25%. The company plans to expand the number of women who apply to be engineers by aggressively targeting technically minded women in its PR.

woman in senior staff positions (Casio Computer Co., Ltd.)

(FY) 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Number of woman in senior staff positions
(number of managers)
4(3) 13(5) 16(8) 20(10) 20(9) 24(10) 24(11) 27(10) 26(11) 30(11)
Percentage of woman employees in senior staff positions
(percentage of managers)
0.4%
(0.9%)
1.3%
(1.5%)
1.7%
(2.1%)
2.0%
(2.0%)
2.1%
(1.9%)
2.6%
(2.1%)
2.6%
(2.3%)
2.9%
(2.0%)
2.9%
(2.3%)
3.6%
(2.8%)
  • Casio regards senior staff as professional staff and classifies them as managers or specialists in positions other than managerial jobs.
  • A manager means a person at the department manager level or higher.

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 also 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.
Furthermore, Casio introduced commuting support measures for employees with disabilities, thereby allowing them to work staggered hours in October 2015. The aim was to reduce obstacles and secure safety during commuting, according to the nature of the employee’s disability. This move was in response to requests from employees with disabilities, and also addressed legal requirements to prevent discrimination against people with disabilities by providing reasonable accommodation of their needs.
The company aims to create an environment in which all Casio employees can work enthusiastically and enjoy job satisfaction, regardless of level of ability. Casio actively hires people who display creativity and have the desire to work and take on challenges, and gives them a stage on which to play an active role.

Percent of workforce with disabilities

Casio is boosting recruitment in order to raise the employment rate of people with disabilities.

  As of April 1, 2017 As of April 1, 2018 As of April 1, 2019 As of April 1, 2020
Casio Computer Co., Ltd. 1.87% 1.98% 1.88% 2.08%
Group companies in Japan 2.00% 2.14% 1.99% 2.14%

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.

Image: English menu description (bottom); pork mark (upper right)
English menu description (bottom); pork mark (upper right)
Image: Prayer room
Prayer room

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

In accordance with the revised Act for Stabilization of Employment of Older Persons, Casio’s Senior Employee Program provides retirement-age employees 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 seniors can continue using their career skills and expertise within the Casio group. In July 2019, we fully revied Senior Employee Program to continue to build workplaces in which seniors can play an even more active role.

Clarifying roles when hiring senior employees

Casio has revised its system so that ratings assigned by role and responsibilities clarify the expectations for each role, and treatment is determined based on the rating. This results in well-balanced treatment that rewards senior employees who are particularly dynamic and make significant contributions to the company. In addition, Casio aims to improve treatment levels for all senior employees to make those who are rehired with the new treatment terms feel that their role is worthwhile.

Raising awareness of the need for career planning when looking ahead to 50s and 60s

When employees reach mandatory retirement age and become eligible for re-employment as a senior employee, their roles and compensation levels will change. Therefore, Casio believes that it is necessary for employees to prepare in advance a forward-looking career plan, in order to continue working enthusiastically during the retirement transition from a regular position to re-employment as a senior employee.
To this end, Casio provides employees who have reached the age of 49 with career training and gives them opportunities to imagine the changes in their own environment and the world generally, lay out a vision for their career going forward and consider what is necessary to achieve that. Employees who have reached the age of 58 are given a separate opportunity to learn about internal and outside programs after retirement.

Prioritizing Local Hiring and Promotion 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.

Number of Casio Group regular employees (global breakdown)

Graph: Number of Casio Group regular employees (global breakdown)
Graph: Number of Casio Group regular employees (global breakdown)

Initiatives in Hiring

The Casio Group Code of Conduct states that “we will respect all fundamental human rights, and will not engage in any form of discrimination.” Casio provides equal employment opportunities to anyone with the desire to work.
Casio agrees with Keidanren’s charter of corporate ethics on recruitment and strives to avoid excessive early hiring of undergraduate university students to minimize any impact on their studies. It also conducts voluntary explanation meetings at universities around the country, publishes video of company introduction seminars via online media, and participates in selection events for Japanese international students studying overseas. In this way, Casio is striving to provide opportunities to many students so as not to disadvantage students based on where they are from or their academic circumstances.
This year all interviews for hiring was carried out online due to the COVID-19 pandemic. Further, Casio quickly introduced measures aimed at minimizing the risk of infection and the burdens on students caused by moving.

Providing internships

As it becomes difficult for students to get time to think about work due to a shrinking job hunting period in Japan, Casio is providing workplace-hosted internships aimed at giving students an insight into what “work” is and what a “job” is.

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

The evaluation system was overhauled in fiscal 2020. Up until then, the evaluations carried out every six months were linked to the full-year evaluation and reflected in salary raises and promotions (single track). Now that evaluations of more diverse employees are required, it has become increasingly difficult to balance all the different elements in these evaluations. Accordingly, Casio introduced a double-track evaluation that encourages motivation to take up challenges and change one’s actions.

  • Biannual evaluation (reflected in compensation): Goal management
    Challenging goals have been introduced, based on a system in which each individual sets a goal (theme) at the start of the fiscal year and results are evaluated at the end of the fiscal year, in order to respect employees’ motivation to take up challenges and encourage more independent action.
  • Full-year evaluation (reflected in salary raises and promotions): Biannual evaluation + process evaluation
    Considers the performance process evaluation, including initiatives that will lead to future results

Main human resources system

Figure: Main human resources system

Education for Fair Evaluation and Compensation

All employees have performance interviews twice a year to discuss their evaluation results.
Casio requires managers to take evaluator training in an effort to improve their evaluation, leadership, and interviewing skills, in order to operate its human resources system fairly and appropriately.
Additionally, an overview of the evaluation and compensation system is posted on the company intranet to keep all employees thoroughly informed about this system. The company not only works with evaluators, but has also cooperated with the labor union to produce a Goal Setting and Evaluation Interview Handbook to help deepen understanding between supervisors and their subordinates and ensure fairness in operations.

Human resources data

Number of employees hired in Japan (As of end of March 2020)
  Casio Computer Co., Ltd. Group companies in Japan Total
Men 2,253 653 2,906(82%)
Women 449 207 656(18%)
Total 2,702 860 3,562

(Reference)

Non-regular employees 529 615 1,144
Number of employees hired in Japan (April 1, 2020)
  Casio Computer Co., Ltd. Group companies in Japan Total
Men 29 (69%) 11 40
Women 13 (31%) 2 15
Total 42 13 55
Average years of service in Japan (As of end of March 2020)
  Casio Computer Co., Ltd. Group companies in Japan Total
Men 19.6 18.3 19.3
Women 14.9 22.8 17.4
Total 18.8 19.3 18.9
Average employee age in Japan (As of end of March 2020)
  Casio Computer Co., Ltd. Group companies in Japan Total
Men 47.8 48.7 48.0
Women 41.8 48.0 43.7
Total 46.8 48.4 47.2

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.

Introduction of staggered commuting times

Casio has introduced staggered commuting times to improve employees’ work-life balance. This is intended to ensure that employees can concentrate on their work and maximize their performance.

Helping employees balance work and parenting

Casio has introduced programs that enable employees under restrictions caused by parenting to feel at ease and to demonstrate their full potential on the job. The company has developed programs that help employees balance work and parenting, such as a shorter working hours system for childcare.

Childcare and leave programs (Casio Computer Co., Ltd.)
Figure: Childcare and leave programs (Casio Computer Co., Ltd.)

Helping employees balance work and family nursing care

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 work and family nursing care and employees can provide family nursing care without their work performance suffering, thereby avoiding leaving the company due to family nursing care.
One such program is the Nursing Concierge Desk. This consultation desk assists people who require nursing care and offers a place where employees that do not know who to talk to or where to find the information they need can go for consults and to find solutions. Many nursing issues cannot be solved with a single consult and require a long-term response. This service is used by about 50 employees every year.

Primary subjects

  • Proxies for nursing care insurance applications
  • Referrals to care managers, setting up meetings
  • Support for nursing care for parents of employees stationed overseas
  • Referrals to nursing service businesses, setting up visits
  • Referrals to nursing facilities, arrangements for visits
  • Referrals to out-of-pocket services (not covered by nursing insurance)

In addition, Casio has prepared a nursing information site with information both those providing and receiving nursing care need to live in comfort. The site also lists key points about nursing that are useful to know.

Family nursing care programs (Casio Computer Co., Ltd.)
Figure: Family nursing care programs (Casio Computer Co., Ltd.)
Number of employees taking leave related to childcare and family nursing care and uptake rates (Casio Computer Co., Ltd.)
Number of employees taking leave (figure in parentheses is men)
FY2016 FY2017 FY2018 FY2019 FY2020
Childcare leave and return program 46(0) 55(0) 69(2) 67(7) 68(10)
Percentage of employees that return to work after taking childcare leave 100% 100% 100% 100% 100%
Childcare leave and return program 3(1) 3(2) 5(2) 4(3) 1(1)
Shorter working hours system for childcare and nursing care 77(0) 78(1) 85(0) 92(2) 101(1)
Child nursing care leave 13(1) 15(2) 23(4) 21(2) 20(1)
Nursing care leave 3(2) 4(4) 8(5) 6(5) 9(5)
  • Childcare leave return-to-work percentage does not include temporary workers
Vacation and leave programs
Program Description
Vacation Day Accumulation The annual paid vacation expires in two years. However, employees can accumulate a maximum of 30 unused vacation days to carry over up to four days per year. The leave days can be used if the employee gets sick or injured, in order to care for a family member, safe motherhood measures, or volunteering
Refresh Leave This program grants five days of leave at the 10-year, 20-year, and 30-year milestones of work.
Leave to accommodate spouse’s overseas assignment This system allows employees to take a leave of up to three years when the individual will accompany his or her spouse on a posting outside Japan.
Infertility treatment leave This system enables employees to take a one-year leave of absence in order to undergo infertility treatment.
Hourly paid leave This system permits employees to take annual paid vacation in hourly increments.
Time off in lieu In the case of overtime or holiday work, this system allows employees to reduce working hours in the days that follow, in 1 minute increments (Extra allowance, such as overtime pay, is also provided accordingly).
Rate of taking paid vacation (Casio Computer Co., Ltd.)
  FY2016 FY2017 FY2018 FY2019 FY2020
Rate of taking paid vacation 71.1% 72.2% 69.7% 70.4% 73.1%
  • The FY2018 and FY2019 figures above have been revised since the last year report due to the discovery of errors.

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.

Overtime work and total annual working hours (Casio Computer Co., Ltd.)

  FY2016 FY2017 FY2018 FY2019 FY2020
Overtime hours (monthly average) 19.3 18.6 18.5 17.9 17.2
Total annual working hours 1,931 1,917 1,905 1,891 1,869

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 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.

Changes in the proportion of labor union members (Casio Computer Co., Ltd.)

  FY2016 FY2017 FY2018 FY2019 FY2020
Percentage of all employees 64% 64% 65% 65% 64%
Percentage excluding managerial positions 98% 98% 98% 97% 96%