Olympus Corporation
Company Presentation
April 2024 Ver. 2

Disclaimer:▪ Any content or information (“Content”) presented herein is illustrative in nature and does not guarantee or
represent specific information, outcomes or results.
▪ Under no circumstances shall Olympus or its employees, consultants, agents or representatives be liable forany costs, expenses, losses, claims, liabilities, or other damages (whether direct, indirect, special, incidental,
consequential, or otherwise) that may arise from, or be incurred in connection with, the Content or any use
thereof.
▪ Some of the products and/or technology shown herein are future technology concepts that are underdevelopment and are not presently available in all countries, including not being available in the United States.
There is no time period established as to when or if these products and/or technologies will be available insuch markets, including the United States. The safety and effectiveness of these products and technologies
and/or the use of these products and technologies have not yet been established in the United States market.

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”True to Life” is our global brand message that
expresses Olympus's commitment to Our Purpose.
At Olympus, we believe everyone should have theopportunity to live life to the full. Every day we areadvancing medical technology solutions to help
people everywhere fulfill their desires, their curiosity,
their dreams, their ambitions, and their lives.
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01

As a Globally Leading MedTech Company

06

Company Information

02

Our Business Field

07

Appendix: Olympus History

03

Company Strategy

04

For a Sustainable Society

05

Fostering a Healthy Organization

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01
As a Globally Leading MedTech
companyWe will continue to makepeople’s lives healthier, safer,and more fulfilling.

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Corporate Philosophy

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Olympus Corporation No data copy / No data transfer permitted / April 2024 Ver. 2

Our Contribution to Patients Care

1.9 million

48 million

New Incidents ofColon Cancer

Colonoscopies Performed
Worldwide

Source: : GLOBOCAN 2022
https://gco.iarc.who.int/media/globocan/factsheets/populations/
900-world-fact-sheet.pdf

Page 8Olympus Corporation No data copy / No data transfer permitted / April 2024 Ver. 2*Numbers of US, Canada, Poland, South Korea, Australia,
India, and Russia (as of 2022); Japan, Germany, France, Italy,
Spain, and UK (as of 2021) ); China (as of 2019)

Our Contribution to Patients Care

100

TOP 3

Diseases or Conditions Treated

Cancers Treated

At Olympus we have versatile medical
devices with the ability to treat approximately
100* diseases or conditions

Olympus provides products/solutions forlung, colorectum and stomach- Three cancers from the top 5* highest
incidence of cancers

Source: Based on the Company’s research, as of April 2024

Page 9Olympus Corporation No data copy / No data transfer permitted / April 2024 Ver. 2*Top 3 highest incidence of cancers excluding breast and prostate cancer
Source: GLOBOCAN 2022
https://gco.iarc.who.int/media/globocan/factsheets/populations/900-world-fact-sheet.pdf

Making people’s lives healthier, safer and more fulfilling

28,838
Employees Worldwide** As of March 2024

37
Countries or Regions** As of March 2024

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Making people’s lives healthier, safer and more fulfilling

TOP 100

294

15,000CO2 “0”Global InnovatorAwardsPatents

Emissions by 2030

across our product portfolio*

We set as a target of achieving
net zero CO2 emissions by 2030
from our site operations

Since 2012 to 2020, and in 2022 and 2023, Since 1966, Olympus has been consistently
Olympus has been awarded
honored with national and international
as one of the top 100 mostdesign awards for its innovative productinnovative companies in the world.
designs*
https://clarivate.com/top-100-innovators/

Page 11*As of March 2024

Olympus Corporation No data copy / No data transfer permitted / April 2024 Ver. 2*As of March 2024

02
Our Business Field

Revenue by Business Divisions¥ 12.3 bn 1.3%
Other

¥ 936.2bn¥ 337.3 bn 36.0%

March 2024

Therapeutic Solutions

Page 13Olympus Corporation No data copy / No data transfer permitted / April 2024 Ver. 2¥ 586.6 bn 62.7%
Endoscopic Solutions

Revenue by Region¥ 936.2 bn
March 2024 *Approx.

13%

38%

26%

11%

9%

3%

Japan

North
America

Europe

China

Asia,
OceaniaOther¥121.5bn¥351.3bn¥242.8bn¥106.3bn¥88.1bn¥26.1bn

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Revenue and Operating Profit
Billions of Yen

Revenue

Medical Service
35%*

Profit1,000

ESD¥586.6B

900

Endoscopic
Solutions
63%

800
700
600

GI Endoscopy
55%*

Surgical Endoscopy
10%*

500
400

Other Therapeutic
Areas 20%*300

GI EndoTherapy
30%*

200
100
0

FY2020*

FY2021

FY2022

FY2023

FY2024

Therapeutic
Solutions
36%Note) We split off the imaging business to a special purpose company established by Japan Industrial Partners, Inc. on January 1, 2021.
In this regard, imaging division is categorized as a discontinued operation, effective Q2 of FY2021 and figures of FY2020 is restated.
*Due to rounding, the total may not add up to 100%

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TSD¥337.3B
Respiratory
15%*

Urology35%*

Endoscopic Solutions
Gastrointestinal
Endoscopy System

SurgicalEndoscopy System

Customer Solutions (Digital Healthcare Solutions)Intelligent ecosystem operating
software platform

AI insights and computer-aided
detection/diagnosis

Reprocessing

Integrated Procedure room
Solutions

Medical Services

Surgical endoscopy system
Video endoscopy system

Endoscope reprocessor

Ultrasound system

Surgical microscope

Chemicals, accessories, and peripherals

Repair center

Note: Products or devices presented include future technology which may be pending regional regulatory approval and are not available for sale in all regions.
The Digital Healthcare Solution Products and Technology shown on this slide are Concepts and Solutions Under Development – These products have not been
submitted to the FDA and are Not available for Sale in the U.S.A.
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Therapeutic Solutions
GI Endotherapy

Urology

CRC devices

Visualization

Respiratory

Bronchoscopy
systems

Bronchoscopic
devices

Surgical Devices

Advanced Energy devices

Ear, Nose, and Throat
HPB devices

Stone Management
Lung cancer

Hemostasis

BPH

BPH + Bladder cancer
Rhino-laryngoscopy
systems

COPD
Note: Products or devices presented include future technology which may be pending regional regulatory approval and are not available for sale in all regions.
The Digital Healthcare Solution Products and Technology shown on this slide are Concepts and Solutions Under Development – These products have not been
submitted to the FDA and are Not available for Sale in the U.S.A.
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03Company Strategy

Guiding Principles
Patient safety andsustainability

1

Resolve pending commitments to the FDA,
build a foundation of trust through measurable
actions and data with regulatory bodies andwith our customers.

2 Lead in organization health and ESG
Innovation forgrowththe Olympus® brand; elevate the
3 Strengthen
experience of our customers
our business through purposeful
4 Grow
innovation and acquisitions

Productivity

a high performing organization focused
5 Build
on patient safety and product quality

6

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Support simplicity and operational
efficiency

Olympus Corporation No data copy / No data transfer permitted / April 2024 Ver. 2

Making people’s
lives healthier,safer, and more
fulfilling.

Olympus aims to grow by focusing on three therapeutic areas
Targeted Therapeutic Areas

Care Elevation
potential

Core
Capabilities

Clinical need toelevate thestandard of care

Olympus has theability to innovate

TargetAreas

Market Demand
Increasing patient volumes

01

GASTROENTEROLOGY

02

UROLOGY

03

RESPIRATORY

We target three therapeutic areas which are a strategic fit with our mission to elevate the standard of care, forwhich we can provide differentiated value through our core capabilities, and for which there is growing demand.

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FY2025 transition:
Strong rebound based on value pools

BUSINESS AND GLOBALEXPANSION

1
2
3

Expected Growth momentum across
GI portfolio in North America

CARE PATHWAY
ENHANCEMENT

4

Regulatory clearance of our
first single-use ureteroscope

Positive Feedback about EVIS X1™
Endoscopy System
Growth opportunities inemerging markets

STRATEGIC M&A

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INTELLIGENT ENDOSCOPYECOSYSTEM

5

Successful roadshow, firstreleases planned in Europe
for 2H of FY2025

Activities to enable investments and innovation▪ QARA – functionaltransformation globally▪ R&D – investments toaccelerate innovation▪ Execute transformation with the aimof a single global quality systemand fully harmonize processes▪ Apply an unmet need-oriented
innovation approach▪ Enhance Global Quality andCompliance functions to supportconsistent execution▪ Resolve compliance issues andcomplete remediation▪ Invest for future by furthering an
innovation engine▪ Pro-actively seek out strategic
partnerships▪ Mfg & SCM – opportunity
for COGS improvements▪ Global TOM* – efficiencies
by an improved operations▪ Improve efficiency and cost to
apply a fit-for-purpose
organization and processes▪ Further fine-tune our global
governance and operation toestablish a high-performing
organization of a global medical
company that unlocks capital todrive innovation▪ Actions include site and resource
streamlining, fast-trackefficiencies, procurement andsupply chain best-practices, anduncover benefits from digitization▪ Work to accelerate time-tomarket

Support patient safety according to the highest industry standards

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Olympus Corporation No data copy / No data transfer permitted / April 2024 Ver. 2▪ Enable cross-functional andeffective decision-making, withefficient resource allocation andrigorous execution to fund & deliver
key projects *TOM = target operating modelFY24-26 Financials
Competitive growth along with steady value creation
Endoscopic Solutions Division

Revenue Growth*

ESD 5%~ 5%

Therapeutic Solutions Division

CAGR from FY2023

EPS Growth**

TSD >5%~ 8%

CAGR from FY2023

OP margin**~ 20 %*constant currency basis **Adjusted for extraordinary Items- Exclude “Other income / expenses” - No adjustment will be made for the impact of exchange rate fluctuations; actual exchange rate will be used

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04
For a Sustainable Society

Common Topics in ESG*

Environment▪ Climate Change／Carbon Neutrality▪ Circular Economy▪ GHG Emissions▪ Water & waste management

Social▪ Human Rights▪ Diversity, equality and inclusion▪ Workplace safety▪ Healthcare Access & Outcome*Major examples only / not limited

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Governance▪ Corporate Risk Management▪ Management Structure▪ Board Structure and Diversity▪ Reporting Transparency

ESG six focus areas and materiality topics for contributing tosolutions to social issues

Healthcare
Accessand Outcome

Compliance,
Product Quality
and Safety

Contribution to healthequity and accessQuality and safety
in product, service andsolution

Responsible
Supply Chain

Healthy
Organization

Supply chain risk
mitigation andresilience

Diversity, equity andinclusion

Carbon Neutral
Society andCircular
EconomyCircularity throughproduct stewardship,
carbon emissions(Scope 1, 2 and 3)

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Corporate
GovernanceCorporate governanceand reportingtransparency

Focus Area 1 : Healthcare Access and Outcome
Materiality Topics
Top Priority◼ Contribution to health equity and access▪ Contribution to health equity▪ HCP training and enablement▪ Strategy to improve accessibility to product

KPI

CRC* related training in target emerging countries and regions:+20％
CRC* related online/hybrid training provided with HCPs globally:+20％
Olympus recognizes the healthcare business as aHigh Priority◼ Innovation to improve healthcare outcomes◼ Public awareness building on early detection and treatment

Others◼ Corporate citizenship and philanthropy

domain conducive to our efforts in contributing tosociety by exercising our prowess in the areas inwhich we most excel. We will aim to contribute tosociety by delivering innovative products that facilitate

Contribution to SDGs

improved healthcare outcomes and training
opportunities for HCPs.

Page 27*CRC: Colorectal cancer

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Focus Area 2 : Compliance, Product Quality and Safety
Materiality Topics
Top Priority◼ Quality and safety in product, service, and solution

KPI

Timely ESG disclosures according to SASB* Standards*SASB: Sustainability Accounting Standards Board

High Priority ◼ Business ethics and compliance◼ Privacy, information, and cyber security

As a company providing medical devices, Olympus’

Othersforemost priority should be the safety of patients. We
are endeavoring to observe anti-corruption and othercompliance measures and our accordance with thelaws and regulations of respective countries to

Tax transparency
Ethical marketing practice
Risks and crisis management, and risk culture
Innovation to improve manufacturing process

Contribution to SDGsprioritize the quality and safety of our products.

Page 28◼
◼
◼
◼

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Focus Area 3 : Responsible Supply Chain
Materiality Topics
Top Priority◼ Supply chain risk mitigation and resilience

KPI

Annual assessment/monitoring for multi-tiersupply chain risks

High Priority◼ Human rights commitment in supply chain management

Contribution to SDGs
The stable provision of medical devices is
indispensable to provide stable availability ofhealthcare in society. In addition to fulfilling our
responsibility to deliver a stable supply of our
products, we will actively work together with our
suppliers to address social issues, such as those
involving the environment and human rights.

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Focus Area 4 : Healthy Organization
Materiality Topics
Top Priority

KPI◼ Diversity, equity, and inclusion

Management positions held by women
by FY2028 globally: 30％
Eligible male employees in Japan* taking parental leave
by FY2026：100％ *Olympus Corporation

High Priority
Olympus defines a healthy organizational culture as◼ Employee development and engagement◼ Workplace safety and human rights

one in which each and every employee can perform
at their best, and is engaged in a variety of initiatives
towards its aim of becoming such an organization.

Page 30

Contribution to SDGs

Olympus Corporation No data copy / No data transfer permitted / April 2024 Ver. 2

Focus Area 5 : Carbon Neutral Society and Circular Economy
Materiality Topics
Top Priority◼ Scope 1 and 2 carbon emissions◼ Scope 3 emissions◼ Circularity through product stewardship

Net-zero:
KPI

Net-zero GHG emissions across Scope 1, 2, and 3 by 2040

Carbon Neutral:
In our site operations across Scope 1 and 2 by 2030

High Priority◼ Water and waste management◼ Climate risk resilience

Others◼ Environmental reporting transparency

Olympus recognizes climate change as a serious
issue that endangers the integrity of the global
environment, as well as being an issue which
affects our business activities. We will continue topromote a variety of ongoing initiatives toward theContribution to SDGs

achievement of carbon neutrality into the future.

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Focus Area 6 : Corporate GovernanceMateriality Topics
Top Priority

KPI

OthersOlympus has, over the course of many years,

Enterprise Risk Management:
Applied consistently across the globe◼ Involvement of other stakeholders◼ Diversity in Board of Directors

Contribution to SDGs

focused on strengthening our corporate governanceso that we remain a company that is trusted by our
stakeholders. We recognize that doing so is of vital
importance for the sustainability of our company andwill continue to strive to enhance corporate
governance into the future.

Page 32◼ Corporate governance and reporting transparency

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05
Fostering a Healthy Organization

An Evolution in Corporate Culture

Healthy Organization

A Healthy Organization
Committed to delivering Olympus’ Purpose by creating a working culture
where everyone is empowered to perform their best

Purpose-driven

1

2

Inspirational
Leadership

Collaboration

Leaders present
clear strategies
and guide
Olympus’ future

Collaboration
across company
departments andgeographicalregions, andrealization ofopen and
constructive
discussions

People-centric3
External,
Customer
Orientation
Identify
customer andmarket trends
and respond to
future businessneeds by valuing
new ideas

45

Empowerment

Encouraged to
Challenge

Work-life
Balance

Fostering aculture thatvalues diverse
ideas, andencourages
taking on new
challenges

Creating
attractive work
environments
and valuing
employee wellbeing

Anyone making
decisions is
recognized as
bearing
responsibility
and charts theirown career path

Our Core Values (Guidelines for Day-to-Day Activities)

The six dimensions necessary to achievea Healthy Organization and Our Core Values
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6

We define our aim for a Healthy
Organization as “Committed todelivering Olympus’ Purpose bycreating a working culture where
everyone is empowered to performtheir best” and we consider there
to be six dimensions which isnecessary to bring it to fruition. We
are currently advancing initiatives
at the global level to further
improve those six dimensions.

Helpful Tools and Practices to Support Our Journey
HealthInitiatives

A Healthy Organization

1

Committed to delivering Olympus’ Purpose by creating a working culture
where everyone is empowered to perform their best

2

Purpose-driven
Inspirational
Leadership

Collaboration

1

Empowerment

Onboarding

Content enables new joiners for better crosscollaboration, and content enables firstexperience in global projects or environment

Community
building

Enable colleagues to develop communities
to increase cross-collaboration & networking

Olympus
Exchange

Work-life
Balance3

4 Micro habits 5

Meetingnorms

4

Micro-habits to Encourages failure learning mindset throughencourage
adopting micro-habits and sharing best
challenge
practices5

Meeting norms Approach and tools intended to improvemeeting efficiency and decrease
unnecessary meetings

6

Community
building

7

1 on 18

5-minute feedback

Team build

The six dimensions necessary to achievea Healthy Organization and Our Core Values
Note: Some other initiatives are ongoing in parallel.

Olympus Corporation No data copy / No data transfer permitted / April 2024 Ver. 2

Team Build

Approach involves learning and reflection to
improve understanding and create acomfortable environment within team7

1 on 1

Support for managers and members toregularly interact, support growth ofmembers and raise performance as result

85-minute
feedback

A short and timely casual session
to encourage two-way feedback

6

Our Core Values (Guidelines for Day-to-Day Activities)

Page 35

Cross-functional exchange of knowledge;
improves understanding in areas out of own
organization, and Olympus‘ business etc.

Encouraged to
Challenge

2 On-boarding
3

Olympusexchange

People-centric

External,
Customer
Orientation

Description■Key issues
addressed

Core Values Survey

The Olympus Core Values Survey
represents an important employee
engagement tool that supports our aim
to create a Healthy Organization.
And we conduct employee pulse checkevery year and aimed to track the impact
and progress of the actions we derived
from last year’s Global Core Values
Survey (GCVS), to check if we are righton track to further improve enablement,
engagement, and to support retention of
our employees.

86% 78% 67%
Response Rate
About 27,000
employees responded
to the survey

Understandingof Core Values
9% increased from2018

Engagement
3% improvementcompared with2018 survey

As of Nov. 2022

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Follow-up Measures for Our Core Values Survey

Gemba Visit
Management visit Factory and
R&D to close the gap between
management and staff.
Management members gain
insight into the current situationthat is useful for making
decisions and a collaborator inleading the company.

6,000*

4,300*

Global Program

Global Communication
Skill Strengthening Program

We are providing training to all employees
worldwide to strengthen their business andexecution since we believe this is a key
factor for ensuring organizational change.

In Japan, we are undertaking the Global
Communication Skill Strengthening
Program to improve English proficiency andsupport cross-cultural understanding.

No. of participants*

No. of participants**2020-2022 As of Nov 2022

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06
Company Information

Company Outline
Company Name

Olympus Corporation

MarketTokyo Stock Exchange,
Prime Market (7733)

Established

October 12, 1919

Head Office2951 Ishikawa-machi, Hachioji-shi,
Tokyo 192-8507, Japan

Share Capital

124.643 billion yen (As of March 31, 2024)

Consolidated Revenue

Consolidated HeadcountPage 39936.2 billion yen(Fiscal year ended March 31, 2024)

28,838 (As of March 31, 2024)

Olympus Corporation No data copy / No data transfer permitted / April 2024 Ver. 2

Executive Officers

Yasuo Takeuchi

John de Csepel

Frank Drewalowski

Tatsuya Izumi

Gabriela Kaynor

Tetsuo Kobayashi

Director, Representative
Executive Officer, Executive
Chairperson and ESG Officer

Executive Officer andChief Medical Officer

Executive Officer andEndoscopic Solutions
Division Head

Executive Officer andChief Financial Officer

Executive Officer andChief Strategy Officer

Executive Officer andChief Manufacturing
and Supply Officer

Seiji Kuramoto

Shigeto Ohtsuki

André Roggan

Boris Shkolnik

Neil Boyden Tanner

Executive Officer andTherapeutic Solutions
Division Head

Executive Officer andChief Human Resources Officer

Executive Officer andChief Technology Officer

Executive Officer andChief Quality Officer

Executive Officer andGlobal General Counsel

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Olympus Locations
Olympus Europa SE &Co. KG(Hamburg, Germany)

Olympus (Beijing) Sales& Service Co.,Ltd(Beijing, China)

Olympus Corporation of
the Americas(Center Valley, PA)

Olympus
Corporation(Tokyo, Japan)
Olympus Corporation ofAsia Pacific Limited(Hong Kong)

Global Headquarters,
Regional Headquarters
Sales and marketing
Manufacturing,
Repair and Logistics
As of January 2024
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07
Appendix: Olympus History

Olympus History
Renaming ofcompany toSaleslaunch of Asahi
microscope.

Launch of Showa
GK immersion
microscope.

Olympus
Optical Co.,Ltd.

Launch of the GT-I
gastrocamera.

1920

1927

1949

1952

1919

1921

1936

1950

1959

Founding of Olympus by
Takeshi Yamashita under
the company nameTakachiho Seisakusho;
established in Tokyo, Japan,
for domestic production of
microscopes.

Registrationof Olympus
name as atrademark.

Launch of first Olympus
camera, the Semi-Olympus I,
after development of Zuiko
photographic lenses.

Development ofworld’s firstpractical
gastrocamera.

Launch of Olympus
PEN, an innovativehalf-frame film camera.

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Olympus History

Launch of GTF™
gastrocamera withfiberscope.

Establishment of Olympus
Corporation of America as asales subsidiary for microscopes
and medical equipment in the
United States.

Launch of OM-1,
a compact, lightweight,
SLR camera, which
was initially named M-1.

Establishment of
Olympus Camera
Corporation asa sales base in the
United States.

1964

1968

1972

1977

1964

1966

1969

1975

1979

Start up of Olympus
Optical Co. in Hamburg,
Germany, as Olympus’
European headquarters.

Launch of GFS
gastrofiberscope, which didn’t
have a camera mechanism on
the tip.

Introduction of ZUIKOPEARLCORDER™
recorder,the world’s firstmicrocassette taperecorder.

Collaboration with Winter& Ibe GmbH to produce
surgical rigid medical
endoscopes, with
Olympus supplying theoptical systems.

Opening of the
National Service
Center in San Jose,
California, for U.S.based Olympus
equipment repairs.

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Olympus History

Launch of BH2
microscope
series.

Development of OES(Olympus Endoscopy
System).

Merger of two U.S.
sales units to form theNorth American
subsidiary,
Olympus Corporation.

1980

1983

1983

Acquisition of British
company
KeyMed Ltd.
as an Olympus
subsidiary.

Launchof EVIS™100 (1989)
and 200 (1990)
endoscopic video
information systems.

1987

1990

1979

1980

1983

1985

1987

1991

Acquired Winter & Ibe
GmbH to establish Olympus
Winter & Ibe for the production
and supply of surgicalendoscopes and instruments.

Developmentof an Olympus
ultrasoundendoscopesystem.

Launch of AH2
microscope
series, the world’s firstmicroscope with autofocus
functionality.

Introductionof Olympus’
endoscopic video
information system.

Establishment of
the Beijing office
to market
microscopes andendoscopes in
China.

Launch offirst µ [mju:] /Infinity
Stylus camera.

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Olympus History
Launch of BX series of
biological microscopesand UIS series of object
lenses, which improved
product appeal in the AX,
BX, CX, and IX series of
microscopes.

Launch of C-800L/D-300L
and C-400L/D-200L,
Olympus’ first consumer
digital cameras.

Launchof MX50 semiconductor
inspection microscope.

Introduction of
IPLEX™ industrial
videoscope system.

1993

1996

1996

2001

Page 46

1995

1996

2000

2002

Establishment of
Olympus Endo-Repair
Europa GmbH,endoscope repair service
center for the European
market, in Hamburg,
Germany.

Launchof FLUOVIEW™
confocal laser
scanning
biologicalmicroscope.

Introduction of
EVIS EXERA™
series endoscopic
video system.

Launch of
VISERA™
series, anintegrated
video system
for surgery.

Olympus Corporation No data copy / No data transfer permitted / April 2024 Ver. 2

Olympus History

Launch ofelectrosurgical
Itknife™
device.

Renaming ofcompany toOlympus
Corporation.

Launch of FLUOVIEW™
FV1000 system, the world’s firstlaser scanning microscopewith two independent scanners.

Opening of Shirakawa
Medical Equipment Service
Operation Center (SORC
Shirakawa) in Japan.

2002

2003

2004

2005

2002

2003

2004

Launch of
EVIS LUCERA™
system,the world’s firsthigh-definition
endoscopic video
system.

Launch of E-1 digital SLR
camera withinterchangeable lenses.

Launch of LEXT™
OLS3000 microscope, the firstin the LEXT 3D confocal laser
microscope series.

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2005
Acquisition of R/D Tech
Inc. to expand thenondestructive testing
device business.

Olympus History
Launch of EVISEXERA
II™ and EVIS
LUCERA
SPECTRUM
endoscopic video
systems.

Merger with
Gyrus PLC to deliver
additional technology andsales/marketing knowhow
to the Olympus surgicalbusiness.

Launch of
EPOCH1000 series
ultrasonic flaw
detectors.

Launchof BX3 system
biologicalmicroscope.

Acquisition of
Innov-X Systems,
Inc. to expand
Olympus’ presence
in nondestructive
testing.

2006

2008

2009

2010

2010

Page 48

2006

2008

2009

2010

Opening of Shanghai
Medical Equipment
Service Operation
Center (SORC
Shanghai) in China.

Establishment of
Olympus Vietnam Co.,
Ltd. manufacturing
facility for cameras andmedical equipment.

Launch of
Olympus PEN
E-P1 mirrorless camera.

Formation of
OSTE,
Olympus
SurgicalTechnologies
Europe.

Olympus Corporation No data copy / No data transfer permitted / April 2024 Ver. 2

Olympus History

Launch of VISERAELITE™ integrated
surgical video
endoscope system.

Formation of OSTA,
Olympus SurgicalTechnologies
America.

Launch of
THUNDERBEAT™
integrated surgicalenergy device.

Launch of EVIS LUCERAELITE™ system and EVISEXERA™ III system.

2011

2012

2012

2012

2011

2012

2012

2012

2013

Launchof OmniScan™
MX2, phasedarray flaw
detector.

Formation of a thirdparty committee by
Olympus toinvestigate
prior concealmentof company losses.

Launch of
OM-D
E-M5 mirrorlesscamera.

Announcement of
Olympus’medium-term vision,
designed to realize a“New Olympus” andtake the Company“Back to Basics.”

Launch of OM-D
E- M1 mirrorlesscamera.

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Olympus Corporation No data copy / No data transfer permitted / April 2024 Ver. 2

Olympus History

Launch of
OM-D E-M1 Mark II.

Launch of ORBEYE™
Surgical microscope,
incorporating the latest
advances in 4K 3D video
technology.

Celebration of
Olympusth
100 Anniversary.

Transfer of
Imaging
Business

Transfer of
Scientific
Business

2016

2017

2019

2021

2023

2015

2016

2018

2020

2022

Introduction of asurgical endoscope systemwith 4K resolution based ontechnology developed bySony Olympus Medical
Solutions Inc.

Launch of VANTA™
series, a range ofhandheld XRF
analyzers.

Introduction ofnew
Corporate
Philosophy.

Launch of
EVIS X1™
System for
EMEA andsome Asian
countries/
regions*

Launch of
VISERA
ELITE™ III
SurgicalVisualization
Platform for
EMEA andsome Asian
countries/
regions**Not Available for Sale in the United States

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Olympus Corporation No data copy / No data transfer permitted / April 2024 Ver. 2

Olympus is a registered trademark of Olympus Corporation, Olympus America Inc., and/or their affiliates.