Olympus CSR Report 2017

The Olympus Group’s Corporate Philosophy and CSR

Toward the Realization of a Better
Livelihood and Happiness

The Olympus Group strives to realize better health and happiness for people by being integral
members of society, sharing common values, and proposing new values through its business activities.

経営理念◎ Olympus Group Corporate Philosophy

INtegrity

Integrity in Society

INnovation

INvolvement

Creating Innovative Value

Social Involvement

We aim towards establishing firm ties withsociety through the three IN’s
Since 1994, the Olympus Group has regarded the “Social IN” corporate philosophy as thestarting point for management thought. The Olympus Group strives to realize better healthand happiness for people by being integral members of society, sharing common values, andproposing new values through its business activities. This is “Social IN” and it describes thebasic Olympus philosophy underlying all our activities. Social IN comes from Social Value IN
the Company, a concept of incorporating social values into the Company’s activities.

Approach to CSR* Local communities and the international community include
general citizens, NGOs, NPOs, the government, andinternational organizations.

Duties andresponsibilities
to society

CSR = Development of both society and Olympus

Through its CSR activities, the Olympus Group
responds to the needs and expectations of society
and fulfills its obligations and responsibilities.
We believe that to justify the continuing existenceof Olympus as a company and help people toenjoy healthier and happier lives, we must fulfill our
responsibilities through dialogue with all stakeholders(persons and organizations with which we interact
through our business activities), including customers,
suppliers, shareholders and investors, as well as
employees and their families, local communities*, andthe international community*.

Social demands and expectations◎ CSR Concept of the Olympus Group

Contribution toSociety throughBusiness:

Contribution to Society
through Other
Voluntary Activities:

By providing needed value
to society and producing
profits through business

By investing in society andestablishing a meaningful
relationship with it

Business
partners

Customers

Localcommunities

1

Employees
and theirfamilies

International
communities

Fulfilling all obligations through compliance withlaws, regulations and business ethics
EconomyOLYMPUS CSR REPORT 2017

Shareholders

SocietyThe
environment

About the Editing Process¢¢
Publication Date

Annual publication (Japanese and English editions)llJapanese edition: August 31, 2017
(The previous edition was published on August 31, 2016. The
publication of the next edition is scheduled for August 2018.)
ll
English edition: September 29, 2017
(The previous edition was published on September 30, 2016. The
publication of the next edition is scheduled for September 2018.)

The Olympus CSR Report 2017 has been published to informstakeholders about the Group’s CSR-related basic policies,
management structure, and CSR-related activity results in fiscal
2016.
The reporting format used in this report is in line with the standard
disclosure items of the Global Reporting Initiative (GRI) Sustainability
Reporting Guidelines Ver. 4.0, the international standard for CSR
reporting. The report also contains details of the Group’s corporate
governance structure and policies as well as wide-ranging activities
from each of the social and environmental perspectives.

¢¢
Information Disclosure/Distribution MediaThe Olympus Group is ramping up efforts to disclose and distributeinformation in a bid to provide stakeholders with a deeper
understanding of its activities. The principal tools used to discloseand communicate this information are as follows:llPrincipal corporate information disclosure and distribution
media
http://www.olympus-global.com/en/• The Olympus Group websitellFinancial information disclosure and distribution media
http://www.olympus-global.com/en/ir/data/• Financial Results• Medium-Term Management Plan
• Corporate Disclosure• Securities Reports• Annual Reports and other materialsllNon-financial information disclosure and distribution media
http://www.olympus-global.com/en/csr/• CSR activity website
http://www.olympus-global.com/en/csr/download/• CSR Report and other materials

Reference Guidelines

ll
GRI, Sustainability Reporting Guidelines Ver. 4.0
The report does not, however, address all of the requirements of
the “comprehensive” and “core” level options of the guidelines.
llEnvironmental Reporting Guidelines (2012) of the Ministry of theEnvironment, JapanThe ISO 26000 guidelines and the 10 Principles of the United
Nations Global Compact were also used as reference whenselecting items for inclusion in the report.

Period Covered by the Report
Organizations Covered by the Report

This report covers the activities of the Olympus Group, which forreporting purposes covers Olympus Corporation as well as its 107
consolidated subsidiaries and two affiliated companies as of March
31, 2017.
In principle, the organizations covered by the report are as follows(any change in the reporting organizations covered with respect to a
specific matter is identified separately).
llCorporate governance: The Olympus Groupll
Social aspects: Olympus Corporation and Olympus Medical
Systems CorporationllEnvironmental aspects: Olympus Corporation, Olympus Medical
Systems Corporation, and their main domestic and overseas
business enterprises. (However, small businesses are excluded.)
Note: A s the environmental performance data has been revised due to expansionof the coverage of information to be disclosed, the data values may differ
from past disclosed environmental performance.

Period Covered by the Report [April 1, 2016–March 31, 2017]
The report contains some information outside this period.

Disclaimer

External AssuranceThis report includes past and present performance details of the
Olympus Group, and outlines the Group’s plans and outlook as ofthe date of publication, along with forecasts based on management
plans and policies. These forecasts represent assumptions anddeterminations based on information available to management asof the date of the report. Accordingly, the actual results of future
activities and events may differ materially from forecasts due to avariety of factors.

Scope of external assurance: The amounts of CO2 emissions andenergy consumption
Scope 1, Scope 2, and Category 4 (emissions from upstream
transportation and distribution) of Scope 3
External Assurance Organization: Lloyd’s Register Quality
Assurance Limited (LRQA)

CONTENTSThe Olympus Group’s Corporate Philosophy and CSR 

1

About the Editing Process 2

Message from the President 

3Special Feature 1 Supporting Endoscopic Surgeon Training
Program in Emerging Countries Society

5

Special Feature 2 Development and Use of Human Resources
at Olympus 
11ProfileProfile 

13

Business Overview and Markets Served 

14

Communication with Stakeholders 

17

Corporate Governance 

18
20

CSR Management 

25

29
31

Training and Education 

36

Diversity and Equal Opportunity 

39

Human Rights 41

Fair Business Practices 43

Product Responsibility 

49Social Contribution Activities 

54

Environment

GovernanceCompliance 

Employment and Labor Relations 
Occupational Safety and Health Environmental Management 

56

Environmental Performance 60

GRI Guideline Reference Chart 

69

Assurance Statement related to GHG Emissions 

79

OLYMPUS CSR REPORT 20172

Message from the
President

Special Feature

ProfileGovernanceSociety

Environment

Message from the President

Working toward sustainablegrowth together with society,under our “Social IN” philosophy

Hiroyuki Sasa

President and Representative Director

Message from the
President

Special Feature

ProfileGovernanceSociety

Environment

Our management philosophy and corporate vision
The Olympus Group strives to realize better health and happiness for people by being integral
members of society, sharing common values, and proposing new values. This “Social IN”
management philosophy underpins every facet of the Group’s business activities. As an
overarching vision, we also look to contribute to society by making people’s lives healthier,safer, and more fulfilling around the world.

Striving for sustainable growth with our stakeholders
Olympus contributes to society through its corporate citizenship activities that utilize thetechnologies and expertise gained in its Medical, Scientific Solutions and Imaging Businesses.
In the emerging economies of Asia, for example, the demand for advanced medical care is
growing alongside economic growth. We provide support in training medical professionals
capable of meeting this need. This activity requires the cooperation of a wide range ofstakeholders, including persons in the medical care industry, both in Japan and in thedeveloping countries. We tap into the bonds of trust it cultivated in the Medical Business for
activities in this area.
In achieving sustainable growth, it is also necessary to foster employee growth. In
fiscal 2016, Olympus embarked on upgrading work efficiency and making changes in work
styles under the Business Process Re-engineering Project. Especially in Japan, support for
employees to enrich their lives and work began under the name "Work-Life Integration." We
believe that betterment in both work and personal life will lead to growth for our employees
and will ultimately create synergy and advances in our competitiveness.
I am convinced that these activities will build the driving force to realize our management
philosophy.

Initiatives toward the sustainable development of society
As a global company, Olympus continues to engage in activities that are geared toward
the sustainable development of society. We are making earnest efforts in the area of social
responsibility, including the environment and governance, as designated in ISO 26000, theinternational standard on social responsibility. We also joined the UN Global Compact in 2004
and remain committed to observing and promoting the 10 basic principles that cover a wide
range of issues including human rights, labor, and anti-corruption. Additionally, we formulated
the Basic Policy for Corporate Governance, and are taking steps to reinforce our governancestructure and systems.
Moreover, we are working to build a compliance structure that will enable us to fulfill our
global aspirations.
Moving forward, Olympus will meet the expectations of all its stakeholders on an
advanced level and act as a good corporate citizen. At the same time, we will work to achievesustainable growth in concert with society.

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SpecialFeature1

Special Feature

ProfileGovernanceSociety

Environment

Supporting Endoscopic
Surgeon Training
Program in Emerging Countries

Thailand

Rapid economic growth in Asian emerging countries has produced an unexpectedbyproduct—increasing lifestyle-related diseases, such as cancer and diabetes.
Together with international cooperation organizations and medical associations inJapan, Olympus supports training opportunities as a part of our corporate citizenshipactivities that make the best of our strengths.
Endoscopic surgery is less invasive compared to open surgery and is an advanced
medical treatment that can shorten the recovery time. It is expected that the Quality ofLife (QoL) of patients will be increased as the number of endoscopic surgeons increases.
Our intention is to contribute to improving healthcare standards in emerging
countries by spreading Japan’s advanced medical technologies and services, which isrelated to “SDG 3: Ensure healthy lives and promote well-being for all at all ages,” which
is one of the 17 Sustainable Development Goals (SDGs) suggested by the United Nations
to transform the world towards a sustainable future.
This Special Feature introduces Olympus Corporate
Citizenship Activities and international support focusing
on the medical training activities that we have conducted
over two years in Thailand since fiscal 2015, and includes
comments from the people involved in these activities.
OLYMPUS CSR REPORT 2017

5

VietnamIndonesia

Message from the
President

Special Feature

ProfileGovernanceSociety

Environment

Message from the CSR Division Manager

Contributing to healthcare development inemerging countries by offering our expertise
gained through medical business
contribution unique to us thatutilizes the know-how we have
Masahito Kitamura
gained through our medical
business.
Division Manager of CSR Division,
Executive Officer,
The training is a result of
Olympus Corporation
collaboration between industry,
government, and academia with help from individual
physicians, medical associations, and international
cooperation organizations, such as the Japan International
Cooperation Agency (JICA) and the National Center for
Global Health and Medicine (NCGM). We believe that it isalso unique to us to build such specialized partnerships.
We hope to help increase the number of endoscopic
surgeons in emerging countries, so that they can provide
operations in a less invasive and more accessible mannerin the treatment of increasing diseases, such as cancer.
We also hope that our efforts will contribute to healthy andhappy lives in these countries.

Olympus has been running medical businesses for over
60 years, since we developed the world’s first practical
gastrocamera in 1950. Since its birth, our endoscope
has been developed and improved based on advice
from doctors and medical professionals. We believe that
our expertise concerning medical needs and regional
conditions across the world accumulated over a long periodof time is deep and wide-ranging.
Our Corporate Citizenship Policy gives priority
to three areas: “Contributing to the solution of global
social issues, realizing our responsibility as a global
company”; “Contributing to effective solutions to social
problems through activities relevant to our business”; and“Conducting awareness-raising activities and providing
education and training support to new generations ofleaders by leveraging our technologies and know-how.”
Our Endoscopic Surgeon Training Program in emerging
countries is based on this policy and we believe this is a

Message from the Japan International Cooperation Agency (JICA)

We expect Olympus to be a drive for development of innovative solutions toaddress major health challenges in emerging countries
Export of Japanese medical technology and system to emerging
countries, such as, advanced treatment, disease prevention, lessinvasive treatment, staff training program, and public healthcare
insurance, seems to be effective and crucial not only to improvemedical service level in those countries but also to support the
Growth Strategy under the Japanese government.
The Japan International Cooperation Agency (JICA) isa sole organization to provide Japan’s Official Development
Assistance (ODA) to developing countries. My department,
Private Sector Partnership and Finance Department has strategic
partnerships and collaborations with Japanese private sector
to support dissemination of Japanese goods and services todeveloping countries to address unmet local needs. Whenforming a partnership, we value the following three points. First,
the business should address local needs. Second, the businessshould align with Japan’s Growth Strategy. Finally, the businessshould be sustainable. The endoscope project under which weare collaborating with Olympus, satisfied these three criteria in
Thailand and Indonesia;• Olympus products meet with needs of those nations which arefacing increasing non-communicable diseases, such as cancer;• Olympus products are competitive to provide the safest andmost patient-friendly treatment;• Olympus has a marketing and after-sales network in bothcountries that ensure high quality service to healthcare
professionals.
JICA expects that collaboration program with Olympus
will promote better understanding about good quality of suchproducts as well as importance of proper usage of endoscopeamong local physicians, and then will contribute to improvementof patients’ QOL as well as to more efficient medical economy

Takashi Baba

Director, Private Sector Partnership Division
Private Sector Partnership and Finance
Department, JICA

through decrease of hospitalization period.
In addition, JICA expects that this program will increase
corporate value because it includes professional education andtraining for local medical associations, which will contribute toimprove local medical level. Such contribution will be recognized
by a wide-range of stakeholders, including shareholders,
employees, business partners, and customers. In accordancewith recent trend where the integration of environmental, socialand governance (ESG) factors into corporate management
is growing momentum, such recognition will lead better
understanding and evaluation about Olympus, delivering betterbusiness. I hope that Olympus continues this program to bringabout win-win relationship between the emerging countries andOlympus itself.
* Titles are as of the time when the interview was held.

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President

Special Feature

ProfileGovernanceSociety

Environment

Project in Thailand
Endoscopic surgery can be a new treatment to tackle
the rise in cancer patients in Thailand

Training in endoscopic surgery

In light of this medical background, Olympus has
been providing the Endoscopic Surgeon Training Programfor colorectal cancer since fiscal 2015, under the auspices
of JICA. The program is provided in collaboration
with Siriraj Hospital of Mahidol University and King
Chulalongkorn Memorial Hospital, under the instruction ofJapanese experts recommended by the Japan Society for
Endoscopic Surgery. The two-year program has trained
approximately 100 physicians, of which six were also
specially trained to work as local instructors.

Thailand is now experiencing the rapid growth of its
economy. It is also becoming an aging society where 10%of the total 67 million population are aged 65 or older, afigure expected to reach 14% by 2030. At the same time,
the second cause of death in Thailand is cancer at 17%,and colorectal cancer is particularly increasing due topopulation aging and changes in diet as in other advanced
countries.*1 Colorectal cancer treatment has a 95% orhigher success rate if the disease is detected and treatedat an early stage.*2 Endoscopic surgery is one of the mostcommon modalities of treatment for early-stage coloncancer in advanced countries (see Illustration). Compared
to conventional open surgery, endoscopic surgery isless invasive and thereby could improve the QoL for
patients and help the medical economy by shortening the
hospitalization period. However, endoscopic surgery is
still not a major treatment in Thailand and other emerging
countries.
◎ Collaboration among industry, government, and academia
in Japan to endoscopic surgeon training program inemerging countries
Emerging
countries

Academia
Medicalassociations& medical
professionals

Improvement of
medical standards
Improvement ofpatients’ QoLl Teachinglatest medical
techniquesl Establishing
training system

Industry
OlympuslP roviding training opportunitieslO
 rganizing training environment*1 Source: WHO 2012 and 2014*2 S
 ource: Cancer Statistics 2013; Foundation for the Promotion ofCancer ResearchCommissioner: Collaborating
hospitals: Project period: Japan International Cooperation Agency (JICA)
Oita University Faculty of Medicine, Graduate
School of Medicine; Siriraj Hospital, Mahidol
University; and King Chulalongkorn Memorial
HospitalJune 2015 to May 2017 (2 years)◎ Example of Endoscopic Surgery
Endoscopic surgery is a medical operation
whereby a laparoscope, forceps, and other tools
are inserted through small holes made in thepatient’s abdominal wall. The operation iscarried out by observing
Laparoscopea monitor displaying
specialized
an image from thefor surgery
endoscope. It offers anumber of advantages,
such as small
incisions, shorteningof hospitalization
period, and an earlier
return to normal life
when compared toForcepsa conventional open
surgery.
Surgical endoscopy system

Government
Japanesegovernment &international
cooperation
organizationsl Funding training
subsidyl Collaboratingwith local
governmentorganizations

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President

Special Feature

ProfileGovernanceSociety

Environment

Collaboration among industry, government, and academia is indispensable forendoscopic surgeon training in emerging countries
I have been working as the course director in the Japan-Thailand Collaboration Program(JTCP) for Advanced Endoscopic Surgery Training Course hosted by JICA for over two years,
and have trained approximately 100 Thai physicians, of which six have themselves become
local instructors. The keys to success in training endoscopic surgeons in emerging countries
are having programs that are designed to suit both the physicians and the medical conditionsin the target country, the quality of the trainers, and a support structure and environment
to provide the programs. These have been realized by a collaboration among industry,
Masafumi Inomata
government, and academia. We have gradually refined the program contents by tailoring themto the experience and skills of the trainees, which we gained through providing lectures andProfessor, Department of
Gastroenterological and Pediatrichands-on training sessions. The quality of trainers is maintained at a high level by assigning
Surgery, Oita University Faculty
experts that have been board certified by the Japan Society for Endoscopic Surgery andof Medicine
those selected by the Thai medical association. It is often the case that high costs can be an
obstacle when a physician studies a new medical technique. However, this issue was alleviated by a Japanese subsidy
through JICA. Further, the locations and equipment necessary for the training were supported by Siriraj Hospital andKing Chulalongkorn Memorial Hospital in Thailand, and by Olympus. Hands-on training, in particular, requires both local
staff members who have substantial knowledge about the conditions of medical operations in the target country andare capable of handling smooth communications with local physicians, and Japanese staff members who support theJapanese trainers and liaise with local staff members. Olympus took this role under the commission of JICA, and this wascertainly a great help to us.
This is a large scale project that crosses a number of countries, and I enjoy my responsibilities and the challenges I
face in my role. Physicians who have received our training will gain more experience in the future and this experience will
enable them to train other physicians. There will then be more endoscopic surgeons in Thailand, and patients can havemore opportunities to receive less invasive operations. I think this is truly a beneficial project for everyone.

Comments by Thai instructors and trainees
I studied laparoscopic and endoscopic surgery in Japan. I have also attended this JTCP Training Course as a
trainee several times in the past. I learned a lot every time I participated in this program, from basic knowledge
to advanced skills and techniques, and I am honored to be part of the program this time as an instructor for
the first time. I am devoting myself to contributing to the dissemination of advanced endoscopic surgery and I
hope that the procedures we learned will become a global standard in the future.

Pawit Sutharat, MD

Department of Surgery, Faculty of Medicine, Chiangmai University
Assistant Professor

I have attended this training courses five times. In the field of laparoscopic colorectal surgery, Japan is the top
in the world. The program is very useful, starting from the very basic lectures on anatomy, instruments and soon, and then covering hands-on training. In these training courses, I received answers to questions I have inthe field.

Teeranut Boonpittanapong, MD

Faculty of Medicine, Prince of Songkla, Department of Surgery
Assistant Professor in Colorectal Surgery

I found this training course very useful and fruitful. It starts from lectures on anatomy and techniques totraining for laparoscopic surgery. This is my second time and I think my skills are progressing. Next time I wantto provide a clinical case report so that I can discuss the techniques with the instructors and other trainees.

Ekkarin Supatrakul, MD

Department of Surgery, Faculty of Medicine, Chiangmai University

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Message from the
President

Special Feature

ProfileGovernanceSociety

Environment

Olympus staff members who support endoscopic surgeon training program
I contribute to improving patients’ QoL by liaising between Japan and Thailand
After working in endoscope sales in Japan, I have managed medical sales in Olympus(Thailand) Co., Ltd. for seven years. Thai staff members are lively and keen, and proud of their
medical work. When Japanese experts teach medical techniques correctly to Thai surgeons, itis critical to have an understanding of the languages and the differences in medical practices.
Our Thai staff members liaise between the two parties to fill in any gaps in an appropriatemanner. Thai surgeons now have complete trust in them.
Olympus has been working on spreading safe and secure endoscopic treatment
over many years and I feel that our devoted approach has been inherited by our overseas
staff members. It is our honor to be given this challenging role being deeply involved indisseminating endoscopic surgery through collaborative power of industry, government,
and academia to contribute to medical improvements in emerging countries. It is also a role
where Olympus can utilize its real strengths. Through its forte and working together with local
staff members, we aim to continue to pursue our contribution to the improvement of medical
services in emerging countries other than Thailand and to a better QoL for all patients.

Takaharu Yamada
Head of GIR Business,
Asia Pacific Medical Sales Division,
Oympus Corporation of Asia
Pacific Limited

I am proud of contributing to medical development in Thailand
Since joining Olympus (Thailand) Co., Ltd. in 2004, I have always been involved in the medical
business. My current job is promoting correct usage of Olympus products through planningand operating training programs, workshops, and events targeted at medical professionals.
Olympus products are developed utilizing the latest technologies through collaborations
with medical professionals across the world. However, training in handling the products is
indispensable for safe usage. It is very exciting to contribute to the technical improvementof young Thai physicians through providing such training programs. As there are insufficientnumbers of endoscopic surgeons in Thailand, open surgery is still a common method of
operation. Our training programs should increase the number of endoscopic surgeons andthereby improve Thai patients’ QoL. It is not an easy job to meet all the demands of theJapanese experts, including preparing equipment for training, but I always do my sincere best
to offer attentive support so that both instructors and trainees are satisfied with the outcome of
the training.

Patcharee
Boonmee
Medical Affairs Manager
Olympus (Thailand) Co., Ltd.

I believe that our activities lead to improvements in medical standards in emerging
countries
While I was studying economics at university, I visited several emerging countries in Asia andsaw the economic disparities when compared with advanced countries with my own eyes.
I joined Olympus hoping to work on social and economic development in such emerging
countries. After experiencing overseas sales and planning and administration for our medical
business, I was appointed to a position to promote international contributions in Thailand andIndonesia in 2015. For this role, it is indispensable to have communication skills to be able toliaise between people in Japan and in the local areas, and the ability to make decisions as
local situations require. It is often the case that things do not proceed quite as you expect inforeign countries, however, the enthusiasm of local staff members and the Japanese doctors
always drives me forward. I am also inspired by the highly motivated local staff members fromday to day—it is truly exciting to work in these lively emerging countries. I hope that our twoyear efforts will lead to raising quality of healthcare and patients’ QoL in these countries, and I
will continue to focus on my work thinking of the words of an economist I admire in my mind:“Cool heads but warm hearts.”
OLYMPUS CSR REPORT 20179

Daisuke Miyamoto
CSR Department
Olympus Corporation

Message from the
President

Special Feature

ProfileGovernanceInitiatives in different emerging countries
Indonesia, where the population of thecountry has reached 255 million,*1 the fourthhighest in the world, is maintaining constant economic growth. At thesame time, the country is experiencing rising demand for more advanced
medical services. Cancer is the second highest cause of death (13%)
among the Indonesian population, and among men, urological cancer(prostate, bladder, and kidney) is the second leading cause of death*2 withan incidence rate higher than that in neighboring countries.
In response to this medical situation in Indonesia, Olympus
started the Japan–Indonesia Collaboration Program for Urological
Laparoscopic Surgery Training Course, under the commission of JICA
and in collaboration with the Japanese Society of Endourology and theIndonesian Urological Association. We hope that this initiative will be a
trigger to spread endoscopic surgery, which can improve patients’ QoL
and shorten the hospitalization period, thereby contributing to improving
the overall medical environment in the country.

Indonesia*1 Source: Statistics Indonesia 2015
*2 Source: WHO 2012 and 2014
Commissioner: Collaborating medical
associations: Collaborating hospital: Project period: Japan International Cooperation Agency (JICA)
Japanese Society of Endourology and Indonesian Urological
Association
Cipto Mangunkusumo National General Hospital (Jakarta)
November 2015 to October 2017 (2 years)

As lifestyles in Vietnam change along with
its economic growth, the most common
diseases are changing from infections caused by parasites and bacteria
to non-infectious diseases, such as cancer and myocardial infarction.
Cancer is the second highest cause of death in Vietnam (18%), and 14%of these are stomach cancers, which represent the third highest cause ofcancer death.*3
To address this medical situation in Vietnam, Olympus conducted
the Endoscopic Surgeon Training Program particularly for gastriccancers under a commission from the National Center for Global Healthand Medicine (NCGM) and in collaboration with the Japan Society for
Endoscopic Surgery and the Vietnam Association of Gastrointestinal
Endoscopy. We hope that this initiative will help spread endoscopic
surgery, which can shorten the hospitalization period and reduce thequantity of medicine to be administered, and contribute to improving the
medical environment in Vietnam.

Vietnam*3 Source: WHO 2012 and 2014
Commissioner: Collaborating medical
associations: Collaborating hospital: Project period: National Center for Global Health and Medicine (NCGM)
Japan Society for Endoscopic Surgery and the Vietnam
Association of Gastrointestinal Endoscopy
Viet Duc University Hospital (Hanoi) and University Medical
Center (Ho Chi Minh)
August to December 2016 (5 months)

OLYMPUS CSR REPORT 201710Society

Environment

Message from the
President

SpecialFeature2

Special Feature

ProfileGovernanceSociety

Environment

Development andUse of Human
Resources
at Olympus

social experiences andparticipation in business
operations as distinctive
and attractive individuals,
in line with Goal 8* and Goal
5* of the United Nations’Sustainable Development Goals.

Olympus recognizes that its employees are its mostvaluable assets. We respect diversity, character,personality and the human rights of all our employees,
and provide them with equal opportunities to fulfill
their potential and improve their abilities as well as
opportunities to work, develop their skills and gain
promotion according to their level of competency.
We promote a wide range of measures to encouragecontinuing growth for each person through diverse* Goal 8: Promote sustained, inclusive and sustainable economic growth,
full and productive employment and decent work for all* Goal 5: A chieve gender equality and empower all women and girls

Synergy that leads to fulfillment in both work and life:
Work-Life Integration (WLI)
As part of its activities in Japan, Olympus is organizing
various measures in the development and use of humanresources under the slogan "Work-Life Integration (WLI)."
Work-Life Integration
In comparison to the frequently-heard term "work-life
NursingChildWorkbalance" aimed at achieving a balance in-time between
Care
care
work and life, WLI aims to create a synergistic effect that
leads to fulfillment in both work and life. If, for example,
Kiichi Hirata
enhanced work efficiency helps to achieve the same
Chief Administrative Officer
results
inashorter
periodoftime,
reducedworking
times
Civil
Voluntary
House(CAO & Executive Managing
Activities
Activities
work
will lead to greater involvement with the family, more time
Officer, Human Resources &General Affairs)
for community activities and self-enlightenment andultimately to personal growth through learning. Growthof each individual is expected to generate a synergy that leads ultimately to increased
competitiveness for the entire company. Also, career support that pays attention to
Sustainable
Growththe life events of each individual is an important WLI program. Leading examples
are uninterrupted career support with use of the work-at-home system, and career
Enhancingdevelopment support training with attention given to life events such as childbirth.
Productivity
Support focuses, not on how to maintain one's career at the points in life where
attention to childcare or nursing care is important, but to advanced planning
Personal Growthof life events and systematic planning to accelerate career development withattention given to these events. Recognizing compliance with social norms
Workstyle Reform & Diversity
and appropriate social contribution as prerequisites in our activities, we are
Creating an environment where all
moving forward in creating workplaces with dynamic energy, tapping on
are able to realize their abilities
the potential of each individual to contribute to the Company's growth,Compliance
Expectations of Society
working in unity and with respect for and an understanding of diversity
Cutting down on long working
Building a better
hours and promoting paid leave
work environment
in human resources.
OLYMPUS CSR REPORT 201711

Message from the
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Promoting workstyle reform
productivity and employee work incentives throughchanges in workstyles and awareness. We are
implementing this project as a two-sided program
consisting of reforms in action, aimed at building a betterworking environment, and reforms in awareness aimed
at improving workplace productivity and changes inworkstyles for each employee.

To strengthen the foundation of its business andmanagement and to make best use of its organizational
strengths, Olympus embarked on the Business Process
Re-engineering (BPR) Project in July 2016. Changes are
initiated by the BPR Division, formed as an organization
dedicated to implementing reform, collaborating with the
Human Resources Division to upgrade organizational◎ Effects Anticipated by Workstyle Reform

Organizational
productivity

Company

Employeesl Enhancing productivity
l Employing excellent
human resourcesl Response to social
needs

l Promoting good healthl Fulfillment in both workand lifel Expectations of company
and workplacel Career development

Contribution
SupportWork
incentive

Promoting diversity◎ Concept of Feedforward

GrowthAs the first step in promoting diversity, Olympus has set its focus on
women, and in 2016 established its Employer Action Plan based on
the Act on the Promotion of Women’s Participation and Advancementin the Workplace. The principal items on the agenda are expanding thescope of employees qualified for the work-at-home system, Work-LifeIntegration (WLI) training for managers focusing on systematic careerdevelopment for women, training of managerial candidates to encourage
the appointment of female managers and establishment of the Diversity
and Inclusion group, working exclusively to strengthen diversity.
Support is also provided for career development for women, basedon anticipating life events and applying the concept of feedforward toprovide experience and work opportunities at an earlier stage.

If there is no
childcare event
Feedforward
Current status

Shorter hours
Maternity leave/
childcare leave

Accelerate
Accelerate

Age

Development of global human resources
training-by-layer system consists of stratified training for
all employees and functional training by job family. By
organically linking them, we are trying to nurture humanresources who have not only language skills but also basic
business skills and expertise, more effectively. We willcontinue to invest in human resources development withthe aim of optimally utilizing human resources throughout
the group, including actively accepting talents fromoverseas to Japan.

With roughly 80% of our revenue coming from overseas,
the number of Japanese expatriates has exceeded
300 people in 2016 , creating more opportunities
for young employees to work overseas. Education& Training Department, established in April 2016, isplanning strategies and systematic programs for careerdevelopment of domestic employees. In April 2017, weare also working to strengthen global human resources
who can play an active role internationally as we reform
our company-wide training system in Japan. The new

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Environment

ProfileCompany Outline
Company Name

Olympus Corporation

Established

October 12, 1919

Head Office

Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome, Shinjuku-ku, Tokyo 163-0914, Japan

Business Lines

Manufacture and sales of precision machineries and instruments

Capital124.52 billion yen (As of March 31, 2017)

Consolidated headcount34,687 (As of March 31, 2017)

http://www.olympus-global.com/en/corc/o_top/

Financial Highlights◎ Net Sales/Operating Income (Consolidated) (billion yen)
Net Sales

Operating Income

1,200

900

120

104.5
91
743.9

764.7
713.3
73.4

804.6

600

35.1

2012

90
60

748.1

300
0

76.5

30

2013

2014

2015

2016 (FY)0◎ Share of Net Sales by Business Segment (Consolidated) (billion yen)

◎ Net Sales by Region (Consolidated) (billion yen)Other
14（1.9%）Other
14.4（1.9%）

Medical575.3（76.9%）

Imaging65.6（8.8%）
Scientific
Solutions93.2（12.5%）
Endotherapy
69.7

748.1
billion(FY2016)Japan
159.6（21.3%）

Asia and Oceania
143.5（19.2%）

748.1

Endoscope
322.9

billionEurope174.9（23.4%）(FY2016)

North America
255.7（34.2%）

Surgical
182.6

Business Areas
The Olympus Group has continued to expand its global business activities since its foundation in 1919.
Please refer to the following website for details regarding specific locations, names and profiles of Group companies.
https://www.olympus-global.com/company/base/

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Business Overview and Markets Served
The Olympus Group works diligently to both create and provide new value as a part of efforts to contribute to society
through its Medical, Scientific Solutions, and Imaging businesses.

Medical BusinessBusiness Overview
At Olympus, we work with health care professionals every day, matching our innovative capabilities in medical technology
and precision manufacturing with their skills to provide the best possible outcomes for patients and society. As thehealthcare industry focuses on early detection of diseases and minimally invasive procedures, Olympus is there to deliver
the diagnostic and therapeutic technologies they need to treat their patients.
Social Responsibility and Expectations
Medical Progress
Olympus engages in activities that aid in the progress of medicine through its R&D endeavors and efforts to provide
medical devices while paying close attention to the opinions of medical professionals.
Improving Patients’ QOL
Olympus is making every effort to help improve the quality of life (QOL) of patients both during and after treatment by
providing medical devices that are used in the early diagnosis of diseases and in minimally invasive therapy.
Reducing Medical Costs
The early diagnosis of disease as well as minimally invasive therapy help to shorten the periods that patients are
hospitalized and require treatment. Olympus is in turn helping to reduce medical expenses by supplying mainly
endoscopes and other medical devices.
Markets Served
GI&R (gastrointestinal and respiratory) Business Unit
Gastrointestinal endoscopes, bronchoscopes, ultrasound endoscopes, endoscope reprocessors, endotherapy devices,
capsule endoscopy systems, endoscopic information systems
GS (general surgery) Business Unit
Surgical videoscope systems, surgical endoscopes, surgical energy devices, ultrasonically activated devices,
electrosurgical generators
Uro/Gyn (urology/gynecology) Business Unit
Bladder, renal pelvis, and ureter endoscopes, hysteroscopes, resectoscopes, urinary stone treatment devices
ENT (ear, nose, and throat) Business Unit
Rhino-laryngo endoscopes, Multidebriders, bipolar electrosurgical units
MS (medical service) Business Unit
Repair and maintenance of Olympus-manufactured products, single- and multi-year repair and maintenance contracts

Video endoscope systems

Surgical energy devices

Resectoscopes

OLYMPUS CSR REPORT 201714

Multidebriders

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Environment

Scientific Solutions BusinessBusiness Overview
Olympus globally contributes to the health and safety of society in numerous ways through R&D in healthcare, life scienceand industrial fields. Other services provided by Olympus include production site quality control and inspections of social
infrastructure, such as large industrial plants and aircraft.
Social Responsibility and Expectations
Advancing Life Science Research
By supplying biological microscopes and bioimaging systems, Olympus supports basic life science research that leads
to new medical knowledge, including iPS cell research and research into brain functions and diseases.
Providing Safety
Olympus is helping to make the world we live in safer by supplying equipment used to maintain and inspect social
infrastructure and lifelines, such as the body and engine of aircraft, roads, bridges, overpasses, power generation
facilities, chemical plants, pipelines, and water supply and wastewater systems.
Contributing to Industrial Progress
Olympus contributes to industrial efficiency and progress by supplying industrial inspection equipment used in researchand quality control in such areas as mechanical and electronic parts and raw materials.
Markets Served
Biological Microscope Systems
System biological microscopes, inverted biological microscopes, stereo microscopes, confocal laser scanningmicroscopes, single-molecule fluorescence detection systems, microscope system equipment, and peripherals
Industrial microscope systems
Metallurgical microscopes, semiconductor inspection microscopes, flat-panel display inspection systems, laser
microscopes, measuring microscopes, digital microscopes, and peripherals
Remote visual inspection products and non-destructive testing products
Industrial videoscopes, industrial fiberscopes, industrial rigidscopes, peripherals, ultrasonic flaw detectors, eddy current
flaw detectors, phased array flaw detectors, X-ray fluorescence analyzers

Biological microscopes

Industrial microscopes

Industrial videoscopes

OLYMPUS CSR REPORT 201715Ultrasonic flaw detectors

Handheld X-ray
fluorescence analyzers

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Imaging BusinessBusiness Overview
Olympus creates innovative digital cameras that include a mirrorless interchangeable lens camera, the OM-D series which
incorporates a built-in electronic viewfinder, the compact and lightweight PEN series, and the TOUGH series of compact
digital cameras.
These products offer sophisticated and innovative features and have established a new style of photography that
opens up new possibilities for digital cameras.
Social Responsibility and Expectations
Enriching Lives
Olympus contributes to enriching people’s lives by offering them the “joy of photography and expression by pushing theenvelope of photography,” delivering high resolution, high performance and highly mobile mirrorless interchangeablelens cameras, high optical performance interchangeable lenses, dust, water, freeze and shock proof compact digital
cameras, and the “joy of living with voice and sound” through audio recorders capable of high-quality recording in all
recording environments.
Building a Barrier-Free World
Olympus provides audio recorders equipped with audio guide functions designed for optimal ease of use. Both IC
recorders and digital cameras employ a logical and intuitive user interface design and Color Universal Design to enhance
visibility for people with different vision characteristics.
Markets Served
CamerasInterchangeable lens camera body and lenses, compact digital cameras, accessories
Other
Audio recorders, linear PCM audio recorders, binoculars

Interchangeable Lens Camera OM-D E-M1 Mark II TG-5

Compact Digital Camera TG-5

OLYMPUS CSR REPORT 201716

Linear PCM Audio Recorder LS-P2

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Environment

Communication with Stakeholders
Olympus sees the reflection of public input in its management policies to share values with society as vital to the realizationof the “Social IN” corporate philosophy. We continually listen to the views of stakeholders in the context of our day-to-day
activities.
We also engage experts in dialogue and are currently working on identifying medium- and long-term CSR issues.

Examples of Communication with Stakeholders

Customers

Shareholders and Investors

The Olympus Group actively promotes dialogue with
its customers through each of its Medical, Scientific
Solutions, and Imaging businesses. In doing so, theGroup strives to better understand a wide range ofdiverse latent needs and to propose and provide
products and services in a timely manner.
To solve customers’ issues, Olympus has set up
customer call centers for each business in Japan andoverseas and is expanding opportunities to interact
with its customers through seminars and otherinitiatives.

Olympus is committed to the fair, timely and accurate
disclosure of corporate information, including
management policies, financial data, and information
about business activities and CSR activities.
When announcing our financial results, we hold IR
meetings to explain the results and publish financial
data. In addition, we use our website to distributepresentation materials and stream video images of IR
meetings, including Q&A sessions.

Suppliers

Employees and Their Families

Once a year, the Procurement Policy Meeting is heldwith key domestic suppliers for each business for the
purpose of sharing with them the business strategies
and procurement policy of the Olympus Group.
In addition, suppliers can access ourCompliance Helpline, which is used to reportcompliance issues or seek advice on compliancerelated matters.

In addition to drawing out the opinions of employees
and workplace issues, Olympus actively holds
town meetings that provide opportunities for direct
exchanges of views between the senior management
and employees.
Furthermore, we conduct employeequestionnaire surveys for continual verification andimprovement of the Group’s corporate culture. The
results of these surveys are reflected in various
initiatives including Group-wide events that include
the participation of employees and their families.

Communities

International Community, Civil Society

We actively participate in various community
activities as part of our efforts to inform a wide rangeof stakeholders, including communities, schools andbusinesses located near our business facilities, about
the activities of the Olympus Group.
We also organize facility tours and work
experience opportunities based on thecharacteristics of each business site. Other initiatives
include the provision of instructors to schools, andparticipation in and support for community events.

Since 2012 we have studied human rights issues
in cooperation with NGOs and NPOs through ourparticipation in the Human Rights Due Diligence
Workshops run by the Nippon CSR Consortium. We
are also working with various organizations, including
NGOs, NPOs, student groups, international agencies
and government agencies, to help in achieving
the Millennium Development Goals (MDGs). We
also undertake a wide range of social contribution
activities.

Investor Information https://www.olympus-global.com/ir/

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Corporate Governance
Basic Approach and Policy
Basic Approach
The Olympus Group strives to realize better health and happiness for people by being an integral member of society,sharing common values, and proposing new values through its business activities. This is “Social IN” and it describes thebasic Olympus philosophy underlying all our activities.
Based on this, we have designed a corporate governance structure to secure the efficiency and efficacy of the Group
as well as the integrity and credibility of our financial reports, and we are continually working to improve this framework.
Basic Idea Regarding Corporate GovernanceOlympus has formulated its Basic Policy for Corporate Governance, in accordance with the principles of the Corporate
Governance Code.
Based on our fiduciary responsibility to shareholders and our responsibility to stakeholders including clients,
employees and local communities, etc. as well as the above corporate philosophy, our company has implemented all
the principles of the Corporate Governance Code and developed this policy with the aim of realizing effective corporate
governance. The content of this policy has been approved by the Board of Directors.
Basic Policy for Corporate Governancehttp://www.olympus-global.com/en/common/pdf/basic_policy_for_corporate_governance_2016.pdf

Promotion Structure
Corporate Governance Structure
The Board of Directors consists of 11 members, a majority (six) of whom are outside directors. In principle, the Board of
Directors meets once per month and approves important management proposals made by the president, the highest
authority for executive management, while exercising appropriate oversight of business execution. Olympus fills the
position of chairman of the Board of Directors with a director that does not have business execution responsibilities.
Olympus expects the six outside directors to apply their specialized expertise in management by engaging in decision
making and oversight of the Board of Directors from an independent perspective. Furthermore, the Board of Directors
requests reports on matters that are decided by the Executive Management Committee or by the president. In this manner,
we are strengthening governance from the perspectives of sharing information and monitoring, thereby creating systems
for better ensuring the soundness of management.
Olympus employs an executive officer system, which segregates the decision-making function and supervisory
function of the Board of Directors from the business execution function of the executive officers. In addition, we have set a
maximum tenure period for the president and a maximum age for directors and executive officers. These restraints are inplace to prevent inappropriate activities from occurring due to extended tenures of corporate officers.

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Environment◎ Overview of the Corporate Governance Structure (As of 28 June 28, 2017)
FormatBoard of Company Auditors system

Adoption of executive officer
systemYes

Directors

11

Of whom, outside directors

6

Term of directors

1 yearAudit & supervisory board members

4

Of whom, outside audit &supervisory board members

2

Independent officers

8Participation of outside directors indetermination of remuneration

Yes

Board of Directors convened (2016)

23 times

Results-linked remuneration

Yes◎ Corporate Governance Structure
General Meeting of Shareholders
Appointment / Dismissal

Appointment / Dismissal

Appointment / Dismissal

Audit

Audit & Supervisory
Board

Cooperation

Cooperation

Office of Audit &Supervisory Board

Internal Audit Office

Board of Directors
Audit

5 directors and 6 outside directors

Discussions /Proposals

Chairman: Non-executive director
Audit

Accounting
AuditorCooperation 2 standing and 2 outside audit &supervisory board members

Discussions /Proposals

ReportReports /Suggestions

ReportAssistance with decision
making

Audit

Compensation Committee
Compliance Committee

Election /Supervision

President and Representative Director

Audit

Nominating Committee

Executive Management Committee
Chairperson: President
Observers: Auditors, etc.

CSR Committee

Functional divisions, business units, corporate divisions, and Group companies

For more details on Olympus’ corporate governance, please refer to the 2017 annual report, One Olympus Report 2017.
http://www.olympus-global.com/en/ir/data/annualreport/2017/index.jsp

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Compliance
Basic Stance & Policy
Olympus Group Corporate Conduct Charter◎ Olympus Group’s Corporate Philosophy
Applying our “Social IN” management philosophy to
our day-to-day business activities, we adopted the
Olympus Group Corporate Conduct Charter and Codeof Ethics in September 2004 as the basis of all Group
employee actions in order to fulfill our corporate social
responsibilities. As the Olympus Group Corporate
Conduct Charter and Code of Ethics are a comprehensive
declaration of Olympus’ stance on CSR, we formulate
various CSR-related policies based on these codes.
INtegrity
INnovation
INvolvement
In response to a series of problems concerning false
Integrity in Society
Creating Innovative Value
Social Involvement
statements for the purpose of deferring record of losses
We aim towards establishing firm ties
in the Annual Securities Reports uncovered in 2011, wewith society through the three IN’srevised the Olympus Group Corporate Conduct Charterand Code of Ethics in June 2012 to promote thoroughcompliance by reflecting discussions among workplace leaders as well as the opinions of domestic and overseas Group
employees. These revisions reflect our basic philosophy on social responsibility required by ISO 26000, UN Global
Compact, OECD Guidelines for Multinational Enterprises 2011, and other international guidelines.
Olympus works to raise awareness of the Olympus Group Corporate Conduct Charter and Code of Ethics throughvarious employee-oriented materials, training for new hires, during promotions, and at all levels, and e-learning programs.

Social IN◎ Olympus Group Corporate Conduct Charter
Guided by the fundamental concept of “Social IN” and a keen awareness of our responsibilities as a corporate member of society,and as a company on which diverse people with different cultures and value systems depend, the Olympus Group continues toprovide value to society by enhancing people’s lives through the products and solutions that we design and deliver.
At the Olympus Group, we are committed to conducting our affairs with a strong sense of ethics, and accordingly, will strictly
comply with all relevant laws and regulations. We have revised the Olympus Group Corporate Conduct Charter to serve as thebasis for making appropriate decisions and taking responsible actions. All members of the management team and all employees of
the Olympus Group hereby pledge to act in accordance with the new Corporate Conduct Charter in their global corporate activities.
<INtegrity> Integrity in Society<INnovation> Creating Innovative Value<INvolvement> Social Involvement

1. Adherence to High Ethical Standards
We will prioritize the spirit of compliance under
any circumstances and will never tolerate
any action that violates laws and regulations,social norms or internal rules. We will create
an environment within the organization where
no concern pertaining to compliance will beignored.
Moreover, we will implement training andprovide guidance to all parties concerned.
We will consistently oppose any antisocial force
or organization posing a threat to the order andsafety of civil society and completely dissociateourselves from any relation with them.
2. Respect for Human Rights
In all corporate activities, the Olympus Groupwill respect all internationally recognized humanrights and will prohibit forced labor, childlabor or discrimination based on race, beliefs,
gender, age, social position, family lineage,
nationality, ethnicity, religion or disability.

3. Delivering Innovative Value
Olympus strives to play an integral role inhelping people around the world lead healthierand more fulfilling lives. To enhance people’s
lives, the Olympus Group will continue to offer
innovative value. To that aim, we constantly
seek to provide safe, high quality products andservices that engender loyalty and affection forour brand and that are meaningful to society,while taking sufficiently stringent measures toprotect customers’ information.
4. Working Environments with Vitality
The Olympus Group will provide a safe andhealthy working environment where individualityand diversity are respected and personal
development is fostered. This environment willallow employees to strive for the highest level ofskill and knowledge, and enable the innovative
creation of value sought by society.
We will aim to create working environmentswith a high level of transparency inmanagement, to share information without
seeking to hide or obfuscate unfavorable truths,
and an atmosphere in which free and vigorous
discussion is encouraged

5. Harmony with the Environment
Respecting the importance of people’s safety
and health and the essential role of naturein supporting their lives, the Olympus Groupwill contribute to a healthy environment andpursue sustainable development of society
through business activities and technologicaldevelopments that are in harmony with nature.
6. Contribution to Society
The Olympus Group is always mindful of the
impact our decisions have on stakeholders
and society, and we will actively seek out thevoices of stakeholders, including customers,
business partners, shareholders, employees
and communities, and sincerely respond totheir questions, concerns and needs. The
Olympus Group regards itself as a citizen ineach of the communities where employees live
and work, and we recognize the importance of
supporting community organizations, programs
and activities.
Additionally, we will always respect the culture
and practices of the countries and regions
where the Group engages in business.

Olympus Group Code of Ethics https://www.olympus-global.com/csr/effort/principle.html

OLYMPUS CSR REPORT 201720

Adopted on June 20, 2012

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President

Special Feature

ProfileGovernance◎ Linkage between Corporate Conduct Charter and CSR Policies
The Olympus Group Corporate Conduct Charter

INtegrity

Integrity in Society

INnovation(1) Adherence to High
Ethical Standards(2) Respect for Human
Rights(3) Delivering Innovative
Value

Creating Innovative(4) Working Environments
Valuewith Vitality

INvolvement

Social Involvement(5) Harmony with theEnvironment(6) Contribution to Society

Society

Environment◎ From Corporate Philosophy to Policies/Plans/Actions
Corporate philosophy,
Social IN

CSR-Related Basic Policies
Information Disclosure Policy
Information Security Policy
Risk Management and Crisis
Response Policy
Procurement Policy
Personal Information Protection
PolicyHuman Rights and Labor Policy

CorporatevisionQuality Policy
Personal Information Protection
PolicyHuman Rights and Labor PolicyGroup Corporate
Conduct Charter

CSR-related policies

Group Code of Ethics

Medium-term business plan
Company
rules
Annual business plan

Environmental Policy
Charitable Donations and Grants
PolicyCorporate Citizenship Policy

Laws,
regulations
and social
norms

Daily business activities

CSR-Related Basic Policies
http://www.olympus-global.com/en/csr/olycsr/socialin/activity/

Promotion System
Compliance Promotion System
In order to clarify who is responsible for compliance-related issues, Olympus has appointed a Chief Compliance Officer(CCO) as a global compliance supervisor. (A deputy CCO was also appointed in fiscal 2016)
Moreover, we have also established a Compliance Committee, which is composed of outside directors, the CCO,
and an external member (external lawyer in fiscal 2016), which serves as an advisory body to the Board of Directors. The
chair is elected by mutual vote from outside directors. Meeting on a quarterly basis in principle, Compliance Committee
members oversee and improve compliance systems, report compliance-related matters to the Board of Directors, andupgrade related systems to prevent compliance infractions.
We have also established the Global Compliance Committee (GCC), which is composed of the CCO and Regional
Compliance Officers (RCOs), in order to implement compliance-related policies and measures globally, understandregional situations and challenges, and carry out necessary corrective measures. The GCC has meetings on a quarterly
basis in principle. Policies and measures directed and confirmed by the GCC are applied to each region by RCOs. In
addition, compliance circumstances and issues throughout the Olympus Group identified by the GCC and RCOs arereported by the CCO on a regular basis to the Compliance Committee and are discussed at Board of Directors’ meetings
as needed.
◎ Compliance Promotion Structure
General Meeting of Shareholders
Reports/Proposals

Compliance Committee

Instructions/Advice

Members: Outside Directors, Non-Olympus Members, CCO

Reports

Executive Management
Committee
CSR Committee

Global Compliance Committees

Members: CCO, Regional Compliance Officers

Americas

President

Reports/Proposals

Requests

CCO

EuropeBoard of Directors

Asia/Oceania

Japan

Actions undertaken by the compliance organization in each region

Compliance Promotion Committee

OLYMPUS CSR REPORT 201721

Each Organization

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Systems and Mechanisms
Compliance Hotline Systems
In an effort to maintain compliance, Olympus has established compliance hotline systems for each regional headquarterin accordance with the laws of individual countries. For its compliance hotline system in Japan, Olympus has established
the Compliance Helpline based on the Whistleblower Protection Act and operates two contact points, an internal one aswell as an external one managed by an independent attorney. Regarding the external contact point, the attorney providing
the service will not, without the approval of the whistle-blower, reveal any information that could be used to identify theindividual to staff within the company of the internal contact point, thereby providing greater assurance of anonymity. In
keeping with the laws on subcontractors and on the prevention of unfair competition, this system receives reports not only
from executives and employees, but also from suppliers that have direct business relationships with domestic Olympus
Group companies.
Regional headquarters have established internal/external contact points (hotline) in Europe and the Americas as well
as external reporting lines in Asia/Oceania. Internal contact points in the United States are overseen by employees who are
certified lawyers.
In cases that reports are received by contact points across various regions in Japan and overseas, we address theseissues in coordination with each RCO.
■■Facilitating an Atmosphere That Encourages the Use of Compliance Helpline
In Japan, we maintain an atmosphere that encourages employees to use the Compliance Helpline by enhancing internalreporting systems through appropriate revisions of various operating regulations, while raising awareness of this systemthrough e-learning programs, compliance handbooks, and intranet bulletin boards. In addition, we explain how to use theCompliance Helpline to suppliers at supplier briefings held at the beginning of the fiscal year.
Overseas, Olympus promotes the use of internal reporting systems through enhancements and raising awareness,both of which are the responsibility of RCOs.
■■Training of Internal Reporting System Supervisors
With the aim of enhancing the internal reporting system and increasing its trustworthiness, we conduct systematic trainingof internal reporting system supervisors in Japan. Beyond supervisors providing guidance to their replacements, we areworking to systematically and continuously improve supervisor responsiveness by requiring them to obtain a management
ethics certification authorized by the Association of Certified Business Ethics Experts Japan and receive training
conducted by an external specialist agency.
◎ Number of Compliance Hotline Reports and Inquiries in Japan
External contact point

50

Internal contact point

47

45

50

50

38

39

12

11

2015

2016

40
30

29

0

39
22

20
10

32

16
2012

10

8

2013

2014

(FY)

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Environment

Self-Assessment on ComplianceOlympus conducts a self-assessment survey of the maintenance/operational status of the compliance management
systems of 77 consolidated subsidiaries and four regional headquarters in Japan and overseas as part of Compliance
Month every October. The self-assessment surveys involve Group company Compliance Promotion Committee members
answering questions in 15 categories. Assessment results are provided as feedback to Group companies via the GCC
and Compliance Promotion Committee as well as play a useful role in improving and strengthening Olympus’ complianceactivities. In addition, we undertake compliance assessment monitoring at all Group companies in Japan.
The self-assessment response rate was 100% in fiscal 2016. An analysis of the assessment results reveals that all
surveyed companies generally have compliance structures and mechanisms in place.
Compliance Education
In order to raise compliance awareness and promote an understanding of important laws and internal rules, as well as
to ensure consistent compliance with them, Olympus is enhancing its compliance education. In Japan, the Compliance
Promotion Department conducts education programs for various individuals using optimal tools. In addition, departments
responsible for ensuring compliance to important laws conduct education programs by selecting course participants andtraining methods in accordance with the characteristics of applicable laws. Overseas, we undertake compliance education
in a systematic manner at each regional headquarters according to the education curriculum used in Japan.
◎ Major Results in Compliance Education
Category

Target

MethodDescription

Executive
officers

Group training

Outside instructors conduct lectures on management compliance.
After lectures are completed, all attendees sign a pledge.

All employees

E-learning andgroup training

General compliance education

All domestic
employees

Distribute compliance handbooks containing explanations of the management philosophy
and corporate code of ethics as well as a Q&A summary

Education in Important
Laws and Regulations

All employees

E-learning andgroup training

Education on strengthening compliance with key laws and regulations
Provide more comprehensive education programs to departments
and supervisors that are deeply involved with key laws andregulations related to management

Rank-SpecificEducation

People at
specific ranksGroup training

Educational programs required for management and executive
personnel, employees who have been promoted, and new employees

Messages from Senior
Management

All employees

Intranet

Messages distributed from the President, executives, and the CCO
CCO messages are sent out during, Compliance Month (October).

Management Dialog
Opportunities

Managers andemployees

Town meetings

At town meetings, Group company top management explains theimportance of compliance.
Town meetings held on an ongoing basis (include affiliates and local
corporations)

GeneralOLYMPUS CSR REPORT 201723

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Environment◎ Strengthening Compliance with Key Laws and Regulations
Jurisdiction

Name of Law/Regulation, etc.
Laws and regulations relating to anti-bribery such as Unfair Competition Prevention Act, etc.
National Public Service Ethics Act/rules of ethics
Agreements relating to fair competition

Laws, regulations andguidelines in Japan

Transparency guidelines for the medical device industry in relation to medical institutions, etc. (formulated by theJapan Federation of Medical Devices Associations)
Act on Prohibition of Private Monopolization and Maintenance of Fair Trade (Antimonopoly Act)Act against Delay in Payment of Subcontract Proceeds, etc. to Subcontractors (Subcontract Act)

Laws and regulations relating to labor such as Labor Standards Act/Industrial Safety and Health Act, etc.
Laws and regulations relating to insider trading

Personal information protection laws/My Number ID Act

Laws and guidelines relating to measures against antisocial forces
Foreign Corrupt Practices Act (FCPA, United States)
U.K. Bribery Act 2010 (United Kingdom)
Anti-Kickback Statute (United States)
Laws, regulations andguidelines in othercountries

OECD agreements concerning the prevention of the bribery of foreign public officials in international commercial
transactions
United Nations agreements concerning the prevention of corruption

Other laws and regulations relating to the prevention of unfair competition
Physician Payment Sunshine Provision (United States)
Laws and regulations relating to anti-monopoly

Laws and regulations relating to measures against antisocial forces

Compliance Awareness Survey
We conduct a survey of Olympus Group employees during Compliance Month held every October to monitor the level of
their compliance awareness and identify any related issues. Survey questions consist of 10 common global categories,
while results are reflected in the activities of regional headquarters’ compliance departments and reported to management.
In Japan, we conduct compliance awareness surveys using in-house e-learning systems. In fiscal 2016, we surveyed
12,878 employees, with 98.9% of those surveyed responding (fiscal 2015: 99.4%). Survey results revealed that complianceawareness at workplaces and among employees has increased, but this awareness has not filtered down to the level ofindividual employees’ actual actions. As a result, we plan to enhance compliance education even further.

Status of Legal Compliance
Settlement on Lawsuits for Damages against Former Auditors of the Company (May 2016 and November 2016)
Olympus filed a lawsuit for damages against its five former auditors. Olympus reached a settlement with the four former
auditors on May 12, 2016. A settlement with the remaining one former auditor was reached on November 28, 2016,concluding the lawsuit for damages against the former auditors.
Settlement of Lawsuit for Damages by Foreign Institutional Investors and Others (December 2016)
On December 26, 2016, Olympus reached a court settlement in the Tokyo District Court with regard to the civil actions
for damages filed by foreign institutional investors and others (72 entities in total) alleging that the Company made false
statements in its Annual Securities Reports, etc. for the purpose of deferring record of losses.
For latest updates, please see Olympus Investor News:https://www.olympus-global.com/ir/data/announcement/2017.html

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Message from the
President

Special Feature

ProfileGovernanceSociety

Environment

CSR Management
CSR Promotion Structure and Risk Management
CSR Promotion Structure
To realize “Social IN,” our CSR-enhanced corporate philosophy, Olympus established the CSR Committee in fiscal 2010.
Under the umbrella of this CSR Committee, Olympus has set up a number of promotion committees to plan and advanceindividual CSR-related initiatives.
The CSR Committee meets at least twice a year and is chaired by the CSR Division Manager and members include
managers from functional organization. Olympus aims to spread and entrench CSR throughout the Group by having the
CSR Committee support the decisions made by the president, who is ultimately responsible for CSR, and overseeing thepromotion and progress of important matters.
◎ CSR Committee and Promotion Committees (Fiscal 2016)
CSR Committee
Risk Management Promotion Committee...... Deliberates on and advances activities related to risk management and BCP
shares information and responds in the event of a crisis

Information Security Promotion Committee ...... Deliberates on and advances activities related to information security
CSR Procurement Promotion Committee...... Advances CSR procurement

Safety & Health Promotion Committee...... Advances activities related to safety and health management

Social Contribution Promotion Committee ...... Advances activities that contribute to society
Environmental Promotion Committee...... Advances environmental activities

Grants Committee...... Advances grants program activities

Risk Management System
Olympus has established a global risk management◎ Risk Management System (As of April 2017)
system to prevent risks from occurring and to mitigate
President
CRT (activated in the event
Responsible for Group Riskof a crisis)risks, based on its Risk Management and Crisis Response
Management
Policy and its Rules on Risk Management and Crisis
CSR Committee
Response.
Global Chief Risk
Specifically, Olympus has established the Risk
Management Officer
Risk Management
Management Promotion Committee as a promotion
Promotion Committee
function of the CSR Committee. The Risk Management
Promotion Committee promotes risk-reduction activities at
Internal Control
Each Department andManagement Dept.
Worksitedepartments and worksites based on risk assessments,and management periodically monitors the situation. In
the event a crisis arises and severely impacts the Olympus
Group, the Crisis Response Team (CRT) is activated to properly respond to the crisis and rapidly report information to thepresident and management. During the Kumamoto Earthquake, the CRT was set up to minimize damages in the Group.
In risk reduction activities conducted throughout the year, working groups were organized under the Risk Management
Promotion Committee, responsible for addressing large-scale earthquake risks and risks related to the Social Security and
Tax Number system. In activities conducted to address risks from major earthquakes, drills were carried out to prepare forthe occurrence of the Nankai Trough Mega-Earthquake, implementing initial response activities ranging from the setting up
of CRT to action to prevent secondary damages and status reporting, through coordination among local CRTs, worksite
CRTs and the central CRT. The drill included verification of measures implemented to correct issues that surfaced in the
Kumamoto Earthquake in April. In addition, Olympus has developed the global security structure and has carried out drills tostrengthen coordinated action in case of a large-scale terrorist act.

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President

Special Feature

ProfileGovernanceSociety

Environment

CSR in Procurement Activities (Supply Chain)
Basic Policy on Procurement
The Olympus Group aims to strengthen supply chain management (SCM) within the context of business continuity andsustainable value creation in its three business segments: the Medical Business, the Scientific Solutions Business and the
Imaging Business.
In 2005, Olympus formulated the Olympus Group Procurement Policy based on its “Social IN” corporate philosophy.
Since then, Olympus has disclosed its basic stance on procurement both internally and externally through its website andtraining sessions, while strengthening compliance with laws, regulations and social norms. We have also drawn up the“Request to Suppliers” as a guideline for complying with laws, regulations and social norms, including respect for humanrights and the elimination of antisocial forces, prohibiting corruption and bribes, promoting fair and just transactions, andtaking the environment into consideration.
Based on these two principles for procurement activities, Olympus strives to create and strengthen good relationships
with its suppliers through fair, just and transparent transactions.
Olympus Group Procurement Policy
1. Compliance with Laws, Regulations, and Social Norms
Olympus complies with applicable laws, regulations, and social norms including those concerning the respect for humanrights, including the prohibition of child labor and forced labor, and anti-corruption and, carries out our corporate activities
in a sound and fair manner. We ask the suppliers of the materials and services used in manufacturing our products to do
the same.
2. Green Procurement and Consideration for the Environment
In establishing green procurement standards in line with our Environmental Policy, and in its procurement activities, we
endeavor to build a society that has a sound environment and that is capable of supporting sustainable development.
3. Promotion of Fair and Impartial Trade
We open our doors wide to current suppliers and future suppliers all over the world. We conduct fair and impartial tradewith its suppliers according to the policies and procedures disclosed to suppliers.
4. Selection of Suppliers
Olympus selects suppliers based on a comprehensive decision on key elements for the appropriate procurement, including
the management of compliance with laws, regulations, and social norms, environmental considerations, quality andsafety assurance and a stable supply, management stability, technical capabilities, security of information, respect for theintellectual property of other parties, compliance with the designated delivery date and appropriate pricing.
5. Reinforcement of Partnership with Suppliers
Olympus endeavors to establish and maintain a relationship of trust with our suppliers based on mutual understanding.
6. Prohibition on Accepting Personal Interests
Olympus prohibits its employees from accepting any improper personal gifts, benefits or entertainment from suppliers.

System and Framework■■Initiatives with Suppliers●●Share business strategies and procurement policy

Once a year, the Procurement Policy Meeting is held with key domestic suppliers for each business for the purpose of
sharing with them the business strategies and procurement policy of the Olympus Group.
In fiscal 2016, 819 representatives from 505 suppliers participated. We explained compliance matters that all suppliers
should know, such as conflict minerals and human rights issues, and asked for their cooperation in tackling these
problems.

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Special Feature

Profile●●Supplier Survey and Improvement Activities

GovernanceSociety

Environment◎ Key Evaluation Items in Supplier Survey for Initiatives with Suppliers

Once a year, Olympus conducts a web-based surveyof its main suppliers in Japan and overseas with which
it has ongoing business transactions. The survey
covers 121 questions, of which 24 are related to CSR,
related to management information, CSR initiatives,and delivery deadlines.
In fiscal 2016, survey was conducted on roughly
1,000 companies, including overseas suppliers.
Responses were received from approximately 95%.
We have put in place a system that encourages
suppliers to make improvements to prevent incidents
on their own initiative, and we consult privately with
suppliers on remedies if we believe they have room for
improvement. We conduct studies for risk assessment
in collaboration with specialized divisions within theGroup companies.

Evaluation Criteria
Management
information

Details
Corporate information
Financial condition

CSR

Compliance with laws, regulations and social norms
Protection of human rights (child labor, forced labor, inappropriate
low-wage labor)
Protection of worker rights (labor standards, occupational safety
and hygiene)
Protection of the environment (CO2 emissions, waste discharged,
water usage, environment-related chemical substances)

BCP

Business continuity strategy
Manufacturing site information
Contact information during emergencies and disasters
Confirmation of supply chain
Confirmation of employee safety

Environment andqualityAcquisition of ISO 9000 and ISO 14000
Procurement and process management (5Ms (materials, methods,
measurement, machinery, manpower), change information, noncompliant treatments)

Delivery

Production plans
Progress and distribution management

Information
protection

Personal and confidential information
Intellectual property
Computer security●●Response to Conflict Minerals

The Olympus Group upholds international efforts to resolve the problem of conflict minerals*. On behalf of the Olympus
Group, the Olympus Corporation participates in a committee established by the Responsible Minerals Trade Working
Group of the Japan Electronics and Information Technology Industries Association (JEITA). Working together with suppliers,
such as by discussing the conflict minerals at procurement policy meetings, we ensure transparency in our supply chainsand continue the procurement of parts and materials that does not cause human rights violations.
* Conflict minerals
The Democratic Republic of the Congo (DRC) and surrounding countries produce minerals such as tantalum, tin, tungsten, and gold. Armed groups
in the DRC, where the civil war continues, use these minerals to raise funds, causing human rights violations (child labor and sexual violence), as
well as environmental damage. These four minerals are defined as conflict minerals in the United States and Europe, and actions are executed inearnest to cut off the supply of funds to armed groups. Other moves by international organizations, governments, NGOs and industry organizations
to solve this problem include the publication of the Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected andHigh-Risk Areas by the Organization for Economic Cooperation and Development (OECD).

■■Education for Adhering to Subcontract Act
Olympus promotes compliance with laws and regulations with the awareness that the Act against Delay in Payment of
Subcontract Proceeds, Etc. to Subcontractors (the Subcontract Act) is a key piece of legislation. In fiscal 2016, e-learning
programs were organized for all employees, including those at the Group companies in Japan.
We will continue to review our training content and methods to further enhance the process of adhering to the
Subcontract Act.
■■Expansion of Scope of Compliance Helpline
Since June 2012, suppliers have had access to the Compliance Helpline, the internal reporting system at Olympus. In
conjunction with guidance provided on our website, we proactively engage with suppliers, such as through procurement
policy meetings.

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ProfileGovernanceSociety

Commitment to External Initiatives
In October 2004, Olympus joined the U.N. Global Compact, agreeing to uphold its 10 principles.
The Global Compact (GC) is a voluntary initiative to create a global framework within which
companies can contribute to good corporate citizenship and sustainable growth throughresponsible and creative leadership. The 10 principles of the Global Compact are incorporated
into our Corporate Conduct Charter and related policies, and are reflected in our businessactivities.
Olympus also supports initiatives concerning climate change under the Global Compact“Caring for Climate” initiative, of which it has been a signatory since 2009.

External Evaluation of CSR Management (Fiscal 2016)
FTSE4Good Global Index Series
Olympus has been selected as a stock for inclusion in the FTSE4Good Global Index Series, aninvestment index consisting of the best companies in the world in terms of social responsibility.
FTSE Blossom Japan Index
Olympus has been selected to FTSE Blossom Japan Index, designed to measure theperformance of Japanese business enterprises showing excellence in the environmental, socialand governance (ESG) criteria.
MS-SRI
Olympus has been selected as a stock for inclusion in the Morningstar Socially Responsible
Investment (MS-SRI) Index.

OLYMPUS CSR REPORT 201728

Environment

Message from the
President

Special Feature

ProfileGovernanceSociety

Environment

Labor Practices and Decent Work

Employment and Labor Relations
Basic Approach and Policy
Basic Approach
The Provision of Fair Opportunities section of the Olympus Human Rights and Labor Policy (see page 41) clearly statesthat “Employees are our most valuable assets. We respect diversity, character, personality and the human rights ofall employees, and provide them with equal opportunities to fulfill their potential and improve their abilities as well as
opportunities to work, develop their abilities and gain promotion according to their level of competency.” We endeavor toreflect this stance.
We employ people on the assumption that employment will be long-term. Our salary system is based on job-related
qualifications and performance, and we have in place human resource systems aimed at cultivating employee growth overthe long term.

Promotion Structure
Employment and Labor Management Systems
In the Olympus Group, the president is ultimately responsible for personnel and labor issues such as human resource
strategy, human resource development and labor management, while the director in charge of personnel and labor issues
supervises individual activities. As multiple subsidiaries and in-house companies are sometimes located in one facility,each facility has its own facility general manager to ensure the comprehensive implementation of policies and measuresconcerning personnel and labor issues.
◎ Organization of Personnel and Labor Issues
President
Human Resources Committee
Director in charge of personnel
and labor issues
Human Resources Subcommittee
Personnel Department

Activities include providing advice...... on systems related to Group humanresource strategies and human resource
development, as well as the deliberation ofpromotions...... Proposes and implements human resource strategies and systems

Facility General Manager

Facility General Manager

Facility General Manager

Facility General Manager

L abor management...... and other activities atindividual facilities

Managers of business divisions such as affiliates and business groups

Systems and Mechanisms
Employment of People with Disabilities
Olympus works proactively to employ people with disabilities. In April 2009, we established Olympus-Supportmate
Corp. as a special-purpose subsidiary*. This company creates working environments and working conditions that areappropriate both for the nature of each individual’s disabilities and for operational requirements and strives to ensureongoing employment.
* Special-purpose subsidiary
A subsidiary approved by the Minister of Health, Labour and Welfare under the provisions of Article 44 of the Act on Employment Promotion, etc., of
Persons with Disabilities as an organization that gives special consideration to the employment of people with disabilities and is deemed as one of
the business offices of its parent company
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ProfileGovernanceSociety

Environment

Employment of the Elderly
In Japan, Olympus has a system to continue employing employees who want to work for the Company after reaching theretirement age of 60 until they become 65 years old.
Welfare System
In Japan, we provide employees with a welfare system to share the medical, childcare/nursing care and self-enlightenment
expenses they have to pay. Specifically, we give priority to implementing measures to support employees who are in needof support or strongly committed to self development, including employees who pay for home nursing care and homebathing services, babysitting, childcare facilities and language learning.
Labor-Management Consultation
The Olympus management team provides regular opportunities to engage in labor-management consultations, both
centrally and at individual facilities, such as during its twice-annual Central Labor-Management Council with the Olympus
Labor Union. Such councils serve as a forum for discussing improvements in labor conditions and corporate culture
reforms.
In fiscal 2016, during labor-management consultations we discussed issues such as improvement of working
conditions for expatriate employees, and the regulations have been revised accordingly.
As of April 15, 2017, 75% of the 5,708 employees not in management positions were members of the labor union.
Minimum Notice Period Regarding Operational Changes
Olympus recognizes that personnel transfers and other changes have the potential to affect employees’ lifestyles.
Accordingly, in principle our collective agreement sets one month as the preparatory notice period.
◎ Employment-Related Data
Indicators

Fiscal 2016

BreakdownMen

By gender
Employees*1 (people)

7,059

6,047
20s and younger

By age866

By gender
New employees (people)

523
By ageLeaving the Company*2(people)100

By gender

Retention rate following
childbirth, childcare leave (%)

93.4

By gender

Percentage of employees withdisabilities*3 (%)

2.04

2,279

2,195

50s and older
1,719
Women

406

117
30s

40s

50s and older

329

166

25

3

Men

Women

147

23

Rate of return to work following
childbirth, childcare leave (%)

40s

Men

20s and younger

By age1,012
30s

20s and younger

By gender
189

Women

42
30s

40s

43

21

50s and older
102

Men

Women

100

100

Men

Women

100

92.7

Totals for Olympus Corporation and Olympus Medical Systems Corporation*1 P ermanent and contract employees as of March 31, 2017
*2 Includes 92 people retiring*3 A
 s of March 31, 2017. Overall Olympus Group in Japan: Olympus, Olympus Medical Systems, Olympus Medical Science Sales, Olympus Software
Technology, Nagano Olympus, Olympus-Supportmate

OLYMPUS CSR REPORT 201730

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ProfileGovernanceSociety

Environment

Labor Practices and Decent Work

Occupational Safety and HealthOccupational Safety and Health
Basic Approach and Policy
In order to prevent industrial accidents and maintain healthy working environments with vitality, Olympus has set forth“Ensuring Occupational Safety and Health ” in the “Olympus Group Code of Ethics” (see page 20) and established the“Occupational Safety and Health Basic Policy.”
Olympus Group Code of Ethics
http://www.olympus-global.com/en/csr/olycsr/socialin/principle/policy.jsp

Basic Policy on Group-wide Occupational Safety and Health
1. T he Olympus Group will support the mental and physical health of all employees while working diligently to promote a
workplace environment in which employees can carry out their duties in comfort and with peace of mind.
2. The Olympus Group will observe the Industrial Safety and Health Law as well as all related regulatory requirements. The
Group will fulfill its responsibilities in ensuring the proper management of employees’ health while addressing all safetyconcerns.
3. The Olympus Group will implement and support activities aimed at preventing accidents in the workplace as a part ofefforts to eliminate any and all industrial incidents.

Occupational Safety and Health Promotion Structure◎ Safety & Health Promotion Committee
In order to implement the “Occupational Safety and
Health Basic Policy,” Olympus has established the “Safety
Chairman
Personnel Department Manager& Health Promotion Committee,” which is chaired inJapan by the general manager of the Human Resources
Personnel Department
Secretariat
Safety & Health Group
Division. The members who make up the committee are
the representatives of the Safety & Health Committee
established in each business of our headquarters and inaffiliated companies, the labor union, and the industrial
doctors of each site.
The Safety & Health Promotion Committee tracks
Olympus businesses’ and affiliated companies’
Safety & Health Committees
general safety and health and health management
activities at each site and shares the causes,
countermeasures, and preventive measures for occupational accidents with the aim of improving overall Group activities bypresenting remedial guidelines and information about legal amendments to all sites.
Overseas, we are pursuing activities based on compliance with laws and regulations in each country.

Safety & Health Promotion Activities
At the beginning of every year, Olympus establishes the “Activity Policy” for occupational safety and health and healthmanagement in accordance with the “Occupational Safety and Health Basic Policy,” and promotes activities utilizing the
PDCA cycle.
Elimination of industrial accidents is a theme that requires continuous action, and the number as of fiscal 2016 was
26. We have promoted various measures to reduce industrial accidents without fail. In fiscal 2017, we will reinforce theorganizational structure to promote safety and health. Members responsible for promoting Occupational Safety and Healthhave been selected even from organizations with less than 50 workers. Participation in the companywide Occupational
Safety and Health committee strengthens action in the entire Group. For the system of chemical substance control, we
continue to strengthen risk assessment and education activities started last year at each site.

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ProfileGovernance◎ Number of Industrial Accidents(work time lost/no work time lost)(Incidents)

Work time lost

30

20
15
10
5
0

Environment◎ Incidence Ratio of Industrial Accidents(Frequency rate)

No work time lost

26

25

Society

0.8

0.65

26

0.6

20

17

16

12

15

17

4

3

2012

2013

0.4

21

10
9
2014

0.29
0.22

0.2

5

5

2015

2016

0
(FY)

2012

2013

0.35

0.34

2014

2015

2016

(FY)

* Scope: Olympus Corporation only
Number of workers, incl. temporary workers (average total) × 1,920 … (1)Industrial accidents (work time lost) ÷ (1) × 1,000,000 = Incidence ratio◎ Number of Fatal Accidents
Number of fatal accidents

FY2012FY2013

FY2014FY2015FY2016

0

0

0

0

0

Health Management
Basic Approach and Policy
In addition to health management activities as industrial healthcare, in cooperation with the Health Insurance Association,
we support health promotion activities for employees. In fiscal 2015, we began the “Mind and Body Vitality Project,” which
promotes activities with an emphasis on (1) prevention of lifestyle-related diseases, (2) early detection of cancer, and (3)prevention of mental health disorders.
■■Basic Policy for Activities
We will promote the creation of a healthy and vibrantcorporate culture for both mind and body with oursights set on the “Realization of a Better Livelihood andHappiness” for each and every individual.
■■Priority Activities◎ Realization of a Better Livelihood and Happiness
You and your family

Realization of a high levelof health awareness andproper lifestyle
Invest in health
Increase vibrancy andproductivity(1) Prevention of lifestyle diseases(2) Early detection of cancer(3) Prevention of mental health disorders

Realization of a Better
Livelihood and HappinessGroup company

Collaboration

Realize healthy working
environments with vitality (Collaborative health)

OLYMPUS CSR REPORT 201732

Health promotion
activities
Appropriate medical
expenses

Health insurance

Promote the health of
employees and theirfamilies

Message from the
President

Special Feature

ProfileGovernanceSociety

Environment

Activities in Fiscal 2016
To foster greater awareness and provide support in activities related to health management among employees, we
introduced the portal site Wellness Port Navi under the initiative of the health insurance union to promote healthmanagement by individual employees.
We have actively organized health campaigns, including promotion on walking, year-end weight control program,quitting smoking, dental health, etc.
■■Recognized under White 500, the 2017 Certified Health and Productivity Management Organization Recognition
Program
Olympus's activities in employee health management, implemented strategically from the management point of view, won
recognition in White 500, the 2017 Certified Health and Productivity Management Organization Recognition Program.
The Program organized jointly by the Ministry of Economy, Trade and Industry and Nippon Kenko Kaigi, is acertification program bestowing recognition to large enterprises with outstanding health management practices organizedin cooperation with health insurance society, etc.
We uphold in our Group management philosophy "Social IN" the ideal of “Realization of a Better Livelihood andHappiness” and emphasizes the development of a healthy and vibrant working environment for employees’ mind andbody. We upgrade the system of our industrial health activities and build an environment for better working conditions,
including support of various health examinations, prevention of lifestyle-related diseases, implementation of cancer
screening tests using endoscopes, and improvement in mental health service, etc.
We plan to continue to work in cooperation with the Health Insurance Association, for continuing effort in building abetter working environment and good health for boththe employees and their families. We plan to work
actively in promoting health among employees of theGroup companies and to contribute to society throughpromotion of health among its customers through ourbusiness activities.
Health Management Support System
Olympus is developing and strengthening Systematic Health Management by allocating industrial doctors, health workers,
and nurses depending on the size of the facility.
In the Health Insurance Association, we actively support the implementation of cancer screening tests, prevention oflifestyle-related diseases, and individual health promotion activities.
◎ Number of Medical Staff and their Role
Headquarter Facilities

Headquarters Branch/
Sales Offices

Affiliates/Sales
Companies

Supervising industrial
doctors○○○

Industrial doctors: 7

○

○

○

Health workers/nurses: 25

○
(12)

○
(4)

○
(9)

Counselors/Psychiatrists(Contracted: 3)○―○
Workers in headquarters
facilities● Collaboration with industrial
doctors/medical care
workers

Contracted industrial
doctors: 9―○ (Partial)○ (Core factories)● Cooperation with industrial
doctors/medical care
workers

OLYMPUS CSR REPORT 2017

33

Roles
● Hiring decision/Interview● Overwork/Mental support● Contracted industrial doctor
follow-up● Subsequent measures● Specific health guidance● Health support seminar

Message from the
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ProfileGovernanceSociety

Environment■■Health Examinations and Health Counseling
In cooperation with the Health Insurance Association, we are enhancing our routine health examination offering. In optional
screening, we have introduced endoscopic tests.
We are also holding events such as seminars on physical exercise for the prevention of lifestyle-related diseases andnon-smoking seminars to provide employees with more opportunities to receive advice on their health, including mental
health.
We require routine health examinations for expatriate employees sent to work abroad and we follow up on the healthmanagement of employees and their families. We deploy industrial doctors, health workers and nurses and we interview
them when they are appointed and when they return from assignment, and also conduct daily health counseling. In
addition, industrial doctors make routine site visits and we have enhanced our health management activities for expatriates.
■■Cancer Screening Tests
Health examinations offer enhanced cancer screening tests using endoscope and support the early detection of cancer.
●●Most of the cost of cancer screening tests is paid by the Health Insurance Association. (For lung and brain cancer
screening, however, employees pay half the cost.)●●Employees aged 35 or older can choose to have stomach and colon cancer screening using endoscopes.
●●Gynecological (breast cancer and cervical cancer) screening can be received without age restrictions.
●●Dependent family members aged 30 or older are also eligible for cancer screening provided by the Association.
◎ Cancer Screening Test Support System
Examination Item

Target

Health Insurance Cost Subsidy

Years Consultation Encouraged*

Gastric cancer (endoscope)

35 years and older

100% coverage

Once every two years

Gastric cancer (pepsinogenexamination)

35 years and older

100% coverage

Year that gastroendoscope exam is
not undertaken

Bowel cancer (endoscope)

35 years and older

100% coverage

Once every three years (40 years
and older)

Bowel cancer (fecal occult
blood test)

35 years and older

100% coverage

Year that large bowel endoscopeexam is not undertaken

Breast cancer/Cervical cancer

Women of all ages

100% coverage

Once every two years

Prostate cancer (PSA marker)

Men 50 years andolder

100% coverage

Once every two years

Abdominal ultrasonography

40 years and older

100% coverage

Once every two years

Lung cancer (lung helical CT)

40 years and older

50% (Limit of ¥5,000 including tax)

Individual decides whether toreceive health exam*Consultation encouraged: For those who have not yet taken the exam from the target age to retirement (depending on item) (call/recall)

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Environment■■Mental Health
Combining with the four types of care listed below, we support everything from preventive action to treatment for thementally ill, and those returning to work after an absence due to mental illness.
●●Education on mental health using e-learning tools and other methods●●Consultation and daily care service provided by industrial doctors and other health staff●●Consultation service and seminars provided by external psychologists
We started preparations for the statutory stress checks in the second half of fiscal 2015 and implemented them forthe entire group in Japan in October 2016. The participation rate was 95%, with interviews and personalized follow-up
provided according to results. The program was completed satisfactorily. We continue to review its effective application, as
part of our mental health program.
◎ Occupational Safety and Health Initiatives
Priority Topics

Promotion ofindustrial accident
prevention activities

Strict legal
compliance

Promotion of healthmanagement
measures

Promotion of mental
health measures

Overseas healthmanagement

Priority Initiatives
FY2016

Next Fiscal Year

● Clarification of division of responsibility in the eventof an industrial accident● Report to management in the event of a serious
work-related injury or an equivalent industrial
accident and horizontally expand recurrence
prevention● Risk prevention training and activities to return to thebasics of risk assessment● Rigorous recurrence prevention measures in theevent of a disaster● Promotion of educational activities for disasterprevention● Promotion of inspection and educational activities
for the workplace environment to prevent falling
down injuries (the Ministry of Health, Labour, andWelfare’s promotion of the “STOP! Falling-Down
Injuries Project”)● Report to management in the event of a serious workrelated injury or an equivalent industrial accident andhorizontally expand recurrence prevention● Risk prevention training and improvement in risk
assessment● Rigorous recurrence prevention measures in the eventof a disaster● Establishment of priority issues in preventing disasters
and review into corrective measures: Implementation of
improvement measures● Promotion of inspection and educational activities forthe workplace environment to prevent falling down
injuries (the Ministry of Health, Labour, and Welfare’s
promotion of the “STOP! Falling-Down Injuries Project”)● Promotion of inspection and educational activities forthe workplace environment to prevent heatstrokes andpromotion of awareness (promotion of the Ministry of
Health, Labour and Welfare’s “Stop! Heatstrokes, CoolWork Campaign”● Support for chemical substance risk assessment● Respond to new revisions based on notification from
the Ministry of Health, Labour, and Welfare● Develop management system (OIS, etc.) for
Occupational Safety and Health● Respond to new revisions based on notification from
the Ministry of Health, Labour, and Welfare● Reorganization of chemical substances control system(In areas related to the environment, export trade, andOccupational Safety and Health)

Promotion of health management activities● Full support for health examinations (routine/special/
specific procedures, etc.) and subsequent measures● Thoroughly conduct doctor interviews to understandthe overworked people being studied (including
managers)● Promotion of employee educational programs tostrengthen health management activities● Standardization of health management and mental
health measures

Promotion of health management activities● Full support for health examinations (routine/special/
specific procedures, etc.) and subsequent measures● Thoroughly conduct doctor interviews to understandthe overworked people being studied (including
managers)● Proposal and implementation of companywide healthmanagement measures in cooperation with the Health
Insurance Association● Study into measures to prevent greater disease severity
and promotion of measures related to cancer

Promotion of mental health measures● Introduction of mental health stress check support
system● E xpand mental health education (review educationfor each level of the organization)

Promotion of mental health measures● Entrenchment and application of the mental healthstress check program● E xpand mental health education (rank-specific training,support of young workers, etc.)● Industrial physician conduct of on-site inspection
and seminars● Understand expatriates’ health examination results
and create a follow-up system● On-site inspection by corporate physicians andorganization of seminars● Confirmation and follow-up of health examination
results for overseas assignees and reinforcement ofdaily healthcare

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Labor Practices and Decent Work

Training and Education
Basic Approach and Policy
Basic Stance on Personnel Systems
Olympus regards “people” as its most important management resource and respects individuals. At the same time, we
strive to be an organization that responds swiftly and systematically to changes in the management environment. Toward
this end, we believe that it is important for each employee to transform themselves into a self-reliant professional with amature character and to acquire the ability to respond to changes in society.
It is also important to trust the motivation and vitality of employees, make a fair evaluation of the results they achievethrough their individual abilities, and treat them fairly.
To achieve this, our personnel system sets out the outcomes and capabilities called for in individual employees as
capacity development guidelines. We have also introduced a goal management/evaluation system, MBO-S*, to support thedevelopment of employees’ abilities.

Promotion Structure
Promotion Structure of Training and Education
In April 2016, Olympus established the Education & Training Department which charts strategies related to the training andcareer development of Group employees in Japan, and plans and implements systematic education programs.
The Education & Training Department has revamped our training system after a year of discussion, and clarified
the training contents and promotion structure. The new training system consists of “stratified training,” which is thefundamental training given to all employees throughout the company in Japan, and “functional training,” which includes
professional skills training and training programs appropriate to individual circumstances, implemented mainly by thefunctional departments on the basis of the stratified training.
The stratified training aims to give employees effective practical training from the medium- to long-term perspective.
Over the next five years, we will be consistently planning and systematically developing new programs in sequence that wewill shift to from existing training.
[Functional Training] Education focusing on professional skills based on business needs
R&D

Manufacturing

Sales andMarketing

Quality andRegulatory

Other indirect
departments[Company-wide Stratified Training] Compulsory fundamental education at themilestones of growth of each person

Systems and Mechanisms
MBO-S* Goal Management /Evaluation System
Olympus manages its own goal management and evaluation system, called MBO-S, to allow employees to proactively
pursue their business themes and develop their abilities to grow towards their goals. Employees have individual interviews
with their superiors every six months to confirm the degree to which they have achieved their quantitative and qualitative
targets and to set goals for the next half year.
Repeatedly attending interviews and improving their abilities not only allows employees to make temporary
improvements in performance, but also allows them and their company to pursue mid- to long-term growth.
* MBO-S
Acronym for “management by objectives and self-control.” MBO-S applies to regular employees of Olympus Corporation including about 6,000
non-managers overseas.

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The “Olympus College” Capability Development System
Olympus conducts more than 250 courses per year, consisting of management training, business training, technicaltraining, global training, and so on, in the “Olympus College” Capability Development System.
In 2016, we rebuilt these programs into “Company-wide Stratified Training” and “Functional Training” based on theconcept of a “new training system” aimed at effective training from the medium- to long-term perspective. Company-wide
Stratified Training is positioned as the fundamental training scheme that is conducted throughout the entire company. It
is essential training that all employees receive from the simultaneous hiring of new graduates. With Functional Training, inaddition to the training programs offered by functional departments focusing on professional skills development, we alsooffer training programs that can be selected depending on the needs and circumstances of each employee. We haveworked on improving the effectiveness and efficiency of in-house training, including preparations for integrating Olympus
College and e-learning, which were previously managed separately, to strengthen capability development.
◎ Overview of New Training System
Company-wide Stratified Training
Role-specific Training

Management training

Qualification-specific Training

Young employee training

Mid-level
career training

Management training

Innovative mind
Leadership facilitation, etc.

Establishing a professional mind

(5th year)

Contributing to organization andproblem solving in action

(4th year)

Practical communications, andapplication of problem solving(3rd year)

Role awareness and basic
problem solving(2nd year)

Basics of work andorganizational activities

(1st year)

Writing skill andlanguagesNew director training
Existing group leader training
New group leader training
Existing team leader training
New team leader training

Age-specificTraining

Functional
Training

Pre-retirement
training
Training for
those in their
50s
Training for
those in their
40s
Professionalskill
developmenttraining

Mentor training(Prospective employees)◎ Skill level of ‘advanced technician development system’
in Olympus

Manufacturing Technicians Training Program
Olympus regards its manufacturing technicians as animportant source of added value, and classifies them into
6 stages, aiming at a planned level-up. Level 1 to 3 new
employees are “general technicians,” Level 4 and above
are certified as “advanced technicians” with high technicalskills. Level 4 employees are referred to as Manufacturing
Advisors (MA), Level 5 as Manufacturing Supervisors (MS),and the highest level 6 as Manufacturing Masters (MM).
From new recruits to MMs, we nurture our employees in aplanned manner according to their level.

Level 6
MM
Level 5MS

Advanced Technicians
Entry to the National
Skills Grand Prix,
instructing in externalorganizations and Skill
Dojo (Skill School)

Level 4
MA
Level 3
Level 2
Level 1OLYMPUS CSR REPORT 201737

General Technicians
Training in OTS and Skill
Dojo, taking external
qualification exams

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Developing Human Resources Overseas to Become Manufacturing Workers
Olympus is proactive in promoting human resources development at its overseas manufacturing bases. For example,
the Shenzhen Factory in China, which manufactures digital cameras and microscope products, has an in-house skills
qualification system for the lens polishing and coating processes that is based on the Japanese National Skill Test. Our
Shenzhen and Vietnam factories have also introduced qualification systems for bonding and soldering work based onJapanese certification programs. For initiatives such as these, experts from Japan visit local factories, offer guidance andhold certification exams.

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Labor Practices and Decent Work

Diversity and Equal Opportunity
Basic Approach and Policy
Basic Policy
To continue creating new value as its business grows increasingly global, Olympus believes in the importance of providing
opportunities for people of diverse capabilities, resolve and lifestyles to play an active role. The Olympus Group Code of
Ethics (see page 20) clearly states our focus on “respect for diversity” in human resources. In accordance with this policy,
Olympus does not discriminate based on race, beliefs, gender, age, social position, family lineage, nationality, ethnicity,religion or disability in carrying out every facet of its business activities.
Olympus Group Code of Ethics
https://www.olympus-global.com/csr/effort/principle.html

Promotion Structure
System for Promoting an Active Role for Diverse Human Resources
At Olympus, the human resources department serves as the locus for dialogue with employees and the labor union,
providing systems to support an active role for diverse human resources and appropriately drafting and implementing
measures. In fiscal 2017, we established the Diversity Promotion Group as a specific organization to reinforce our
promotion structure.

Systems and Mechanisms
Diversity of Human Resources
Olympus excludes any gender discrimination in terms of employment, promotion, and salary increases, and actively
promotes human resources who are equipped with highly specialized skills and an ethical approach. As of the end of
April 2017, the number of female managers stands at 29, and 146 are registered as managerial candidates. Each year, thepercentage of women continues to increase.
We make proactive use of excellent human resources regardless of their nationality by putting the right person in theright place.
Work-Life Integration
Olympus began promoting work-life integration activities at Group companies in Japan in 2011 to help employees
maximize their capabilities and proactively continue their careers in periods when they need to take care of children orother family members. To help employees achieve a work-life balance and generate work-life synergies, we are formulating
and introducing systems under four themes: (1) promoting diversity, (2) supporting the cultivation of the next generation, (3)enhancing labor productivity and (4) promoting health.
In April 2016, we expanded the scope of application of the work-at-home system so that it could be used by more
employees. We expanded the system from workplaces with discretionary working hours to include other workplaces,
and revised our employment regulations and labor agreements accordingly. In 2017, we further expanded the scope of
applicable staff and this lead to some 1,000 users of the system as of April 2017.
We also started Work-Life Integration training for managers on a regular basis in 2015 in order to disseminate anunderstanding of the importance of a management approach that will empower a diverse range of human resources.
The leaflet concerning balancing work and child/elderly caring that we published in 2016 was distributed to full-time
Olympus employees to promote further understanding of work-life integration.
Promoting Work-Life Integration
https://www.olympus-global.com/csr/effort/support.html

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Action Plan Based on the Next-Generation Act
Olympus has formulated a general business operator action plan based on the Act on Advancement of Measures to
Support Raising Next-Generation Children (Next-Generation Act).
General Business Operator Action Plan Based on the Act on Advancement of Measures to Support Raising Next-Generation Children (Only in Japanese)
http://www.olympus.co.jp/jp/csr/innovation/lively/actionplan/

Receiving the Kurumin MarkOf the companies that formulate action plans under the Act on Advancement of Measures to Support
Raising Next-Generation Children (Next-Generation Act), those that achieve the targets specified inthose action plans and meet certain standards may apply to be recognized as companies that support
the raising of children and receive Kurumin accreditation from the Minister of Health, Labour andWelfare.
Olympus received Kurumin accreditation from the Minister of Health, Labour and Welfare in March
2016.
Action Plan Based on the Act on the Promotion and Advancement of Women
Olympus has formulated a general business operator action plan based on the Act on the Promotion of Women’sParticipation and Advancement in the Workplace (Act on the Promotion and Advancement of Women), which was adopted
in August 2015.
General Business Operator Action Plan Based on the Act on the Promotion and Advancement of Women (Only in Japanese)
http://www.olympus.co.jp/jp/csr/innovation/lively/woman/

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Human Rights
Basic Approach and Policy
Basic Policy

Olympus supports the United Nations Declaration of Human Rights and Global Compact. To put international initiatives
into practice in our business activities, we have also clearly spelled out the respect for human rights in the Olympus Group
Corporate Conduct Charter and the Olympus Group Code of Ethics (see page 20). In addition, we have formulated the
Olympus Group Human Rights and Labor Policy and strive to respect human rights in the management of our businesses.
We also urge our business partners to comply with the protection of human rights.
Olympus Group Human Rights and Labor Policy
The Olympus Group upholds the concept of Social IN as its management philosophy for all corporate activities and abides
by its Corporate Conduct Charter. Based on these norms, we support the Universal Declaration of Human Rights, which
was adopted by the United Nations in 1948 and the international norms on human rights, including the United Nations
Global Compact's principles on human rights and labor.
Accordingly, we are committed to respecting human rights in our business management and also expect our business
partners to respect the protection of human rights.
1. Provision of Fair Opportunities
Employees are our most valuable assets. We respect diversity, character, personality and the human rights of all
employees, and provide them with equal opportunities to fulfill their potential and improve their abilities as well as
opportunities to work, develop their abilities and gain promotion according to their level of competency.
2. Safe and Comfortable Working Environment
We strive to create workplaces where employees can work in a safe and healthy setting both physically and mentally, andto provide all our employees with an environment that will help them work with enthusiasm.
3. Respect for Human Rights
We support and respect the protection of internationally proclaimed human rights within our sphere of influence, andensure that we are not complicit in human rights abuses.
4. Respect for the Rights of Workers
We respect the rights of workers to organize labor unions and bargain collectively in line with local laws and establishedpractice.
5. Elimination of Forced Labor
We pledge not to use any forced or bonded labor in the production of our products or services.
6. Elimination of Child Labor
We comply with local minimum age laws and requirements and do not employ child labor.
7. Elimination of Discrimination
We strive to eliminate discrimination based on race, belief, gender, age, social status, family lineage, nationality, ethnicity,religion, disability, or of any other type in all our business activities.

Systems and Mechanisms
Initiatives with Suppliers

Olympus has adopted the “Request to Suppliers,” a document defining its expectations toward suppliers in such areas
as respect for human rights, compliance with laws, regulations and social norms, including the laws concerning theexclusion of antisocial elements, the prohibition of corruption, bribery and similar behavior, the promotion of fair andequitable trading, and consideration for the environment. Once each year, we use a Web-based system to conduct a
corporate survey in this regard targeting major suppliers in Japan and overseas, and the survey results are utilized for work
procedure improvement to avoid problematic incidents (see page 26).
Request to Suppliers
https://www.olympus-global.com/csr/procurement/pdf/procurement_request.pdf

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Human Rights Due Diligence

Olympus strives to verify and further strengthen initiatives targeting human rights issues within the Company. To this end,
since 2012 we have taken part in Human Rights Due Diligence Workshops, a stakeholder engagement program organizedby the Caux Round Table Japan, thereby clarifying some of the critical issues in each business sector. In 2014, we took
part in the 2014 Global Conference on CSR and Risk Management (co-hosted by Caux Round Table Japan and the
UN Working Group on the Issue of Human Rights and Transnational Corporations and Other Business Enterprises andsupported deliberations concerning “business and human rights.” In fiscal 2016, we continued to participate in the Human
Rights Due Diligence Workshop, determining key human rights issues in the manufacturing sector along the value chain.
Reports and related materials of Caux Round Table Japan
http://crt-japan.jp/en/portfolio/human-rights-due-WEB diligence-workshop/

Preventing Harassing Behavior

Olympus makes every effort to prevent workplace harassment by declaring in the Olympus Corporate Code of Ethics its
determination to eliminate any form of harassing behavior that injures human dignity, and further by itemizing concrete
prohibitions on sexual and other types of harassment in the employment regulations.
We have also established a Harassment Hotline in each business site and subsidiary as a preventive means and toprovide a prompt and pertinent solution if a problem arises. Our Hotline officers are trained with the skills and knowledge tohandle complaints appropriately, which include the protection of the privacy of the consulter or harassment victim, ensuringconsultation confidentiality, and preventing any adverse consequences from the consultation.
We also hold regular harassment prevention training programs for managers, who are responsible for creating a
respectful culture in the workplace and to promote further understanding to achieve harassment-free offices.

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Fair Business Practices
Systems and Mechanisms
Prevention of Bribery
Olympus will never engage in actions that could be deemed to be bribery in its dealings with any of its business partners,
such as government officials, both nationally and internationally, and employees of government agencies (includinginternational agencies), or any other parties. In addition to having established our own rules based on key laws andregulations and thoroughly educating our employees on those rules, we are working on the prevention of actions that
could be interpreted as bribery by tightening the rules governing external dealings and internal consensus decision-making
as well as by implementing process controls.
Having formulated guidelines covering the prevention of bribery and in addition to “Requesting Your Support for the
Olympus Group Guideline and Your Cooperation in Fighting Corruption” set out below, the Olympus Group has been
disclosing its guidelines on its website since April 2015.
Olympus Group guidelines covering the prevention of bribery
https://www.olympus-global.com/csr/effort/anti-bribery.html

Requesting Your Support for the Olympus Group Guideline and Your Cooperation in Fighting Corruption
In line with the Corporate Conduct Charter, the Olympus Group insists that each director and employee of the Group will
resolutely uphold legal compliance under any circumstances and will not tolerate any act or behave in such a manner whichis contrary to any laws, social norms or Olympus internal rules or policies. Olympus has made a strong commitment to
conduct all aspects of its business in an honest and highly ethical manner throughout the world.
Corruption and unfair competition are two ethical issues at the heart of Olympus’ Social IN initiatives. These issues areunder review by all global stakeholders. In light of our culture as an ethical company, and in the spirit of global citizenship,
Olympus has adopted stricter policies and established an effective preventative mechanism.
I am writing to inform you once again of Olympus’ basic approach to the prevention of bribery and corruption. We have
prepared a guideline that summarizes what actions you will need to take in order to support Olympus’ initiatives. We believethat our (Olympus’) efforts alone will not be sufficient to achieve full compliance. We need your support and action toachieve this vitally important social and ethical contribution to our society.
Thank you in advance for reading through the Guideline and for your continued cooperation and support.

Exclusion of Antisocial Forces
Olympus will have no involvement with organized crime syndicates, or any other antisocial forces that threaten the order ofsociety, and will never engage in actions that could support their activities.
We will respond resolutely and in accordance with the law to any fraudulent demands from antisocial forces. In July
2012, “Regulations for the Elimination of Antisocial Forces” covering the Company and domestic Group companies were
formulated and, in principle, we conclude contracts or memorandums of understanding incorporating provisions relating to
the exclusion of antisocial forces with all new business partners (including clients and suppliers as well as partners in joint
research).
We have also been asking the parties with which we have done business since before the formulation of theregulations to sign the same memorandum of understanding requiring the exclusion of antisocial forces at the time of theircontract renewals.
Prevention of Insider Trading
Olympus is determined to ensure the fairness and soundness of security markets and earn the trust of shareholders andinvestors by working to prevent insider trading. Formulated in June 2012, the Insider Trading Prohibition Regulations clearly
forbid use of undisclosed information gained through activities related to trading in stocks, and continuous education andtraining about these regulations is provided to all employees.

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We have adopted rules, such as those concerning the buying and selling of our own shares by directors andemployees, and we consistently comply with those requirements, including the submission of notices concerning suchtransactions.
In fiscal 2016, in addition to twice holding training sessions, for which lecturers from the Tokyo Stock Exchange wereinvited, designed for employees from corporate divisions who have ample opportunity to come into contact with insider
information, we held training on insider trading prevention for new employees.
Security Export Control and Appropriate Import Declaration
Olympus works in compliance with security export control regulations in Japan and other countries concerned. Since
2007, as a result of having set up an export control system that conforms to the Compliance Programs designated by
the Ministry of Economy, Trade and Industry, we received certification as an Authorized Economic Operator (AEO)* by
Japan Customs and received preferential treatment as a company with superior export controls. To maintain and improve
this system, we provide training programs including executive training given by outside lecturers, specialized training for
employees involved frequently in export/import business and basic e-learning programs to cover nearly all executives
and employees in Japan. In fiscal 2016, we reconstructed the organization, its business operations and the IT system forsecurity trade control in Japan. To enable screening of export projects by Trade Compliance Department, the work stylethat was heavily dependent on manual work has been revised to highly systematic one that prevents human error.
We are also establishing a global system in cooperation with the regional headquarters to respond to extraterritoriallyapplied regulations and enhancements in export regulations in countries concerned. We share with them regulatory
information and classification data for products. As part of this effort, we adopted the Rules on Security Export Control in
Olympus Group group-wide to maintain optimal trade in fiscal 2016. At the same time, we defined medium-range issues
with trade control in cooperation with various regional headquarters in the Americas, Europe, and Asia/Oceania to resolvethese issues.
On the other side, paying the appropriate tax for imported goods is an important area of responsibility as a company.
Therefore, as a general rule with respect to products and parts procured from overseas, it is assumed that the Trade
Compliance Department will have verified the import declaration price, which forms the basis of the tax payment, prior to
the placement of the order. We work to declare price correctly by having the verification of import declarations performed
centrally by the Trade Compliance Department that possesses the specialized knowledge.
* AEO (Authorized Economic Operator)
A program that offers relaxed or simplified custom processes to operators certified as having sufficient security and legal compliance systems inplace for managing shipments, in order to ensure both security and smooth operations in international distribution. In Japan, the program is certified
by Japan Customs.

◎ Implementation Status of Training Designed to Maintain Security Export Control and Appropriate Import Declaration(Japan/Fiscal 2016)
TargetAim/Description of Training

Directors

Security export control (overview)

Employees with ample opportunity for involvement
in import-export duties

Point to be aware of business practice for security export
control•E xport: customer classification/item classification/transaction screening• Import: declaration priceDirectors and employees working in Japan(including affiliated companies)

Basic awareness of import-export controls (e-learning
program)

OLYMPUS CSR REPORT 201744

Number of Attendees
21
Export/Import training:
268

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Disclosure of Medical Business Information■■Ethical Committee
Developing and manufacturing medical equipment such as endoscopes, Olympus held an Ethical Committee meeting
and assessed propriety from the points of view of ethics, science and reliability as well as conflicts of interest in its medical
research to respond to the “Ethical Guidelines for Medical and Health Research Involving Human Subjects” that cameinto effect in April 2015. We ensured the independence of the Committee by having it comprise internal and external
experts not directly involved in the research. The scope of the assessment was all of the medical research conducted by
the Company and Group companies in Japan to which the ethical guidelines apply. We disclose the Committee’s rules,
register and summary of proceedings by registration on the Ethical Review Committee Reporting System of the Japan
Agency for Medical Research and Development (AMED).
■■Transparency Guidelines
With the advances in medical technology in recent years, medical equipment is being used in the diagnosis and treatmentof a growing number of patients and has become a major contributor to the health and welfare of people in Japan.
On the other hand, efforts to develop new technologies, launch products on the market and optimize their use after
launch require coordinated efforts with various people in the medical industry. In paying the expenses incurred, it isessential not only to comply with the relevant laws and regulations, the Olympus Group Corporate Conduct Charter andregulations in the medical equipment industry, but also to increase the transparency of these transactions.
Olympus has established Transparency Guidelines for Relations between Corporate Activities and Medical Institutions
and Other Organizations described below and is working to assure and increase transparency based on full disclosure of
information on payments made to medical institutions and personnel in accordance with the Guidelines.
Olympus Group “Transparency Guideline for the Relation between Corporate Activities and Medical Institutions and Other Organizations”
1. Basic Policy
In accordance with its “Social IN” philosophy, Olympus* is keenly aware of the fact that business corporations are also
members of society, and it will continue to provide the value sought by society by bringing health and happiness to human
lives through its role as an entity that is seen as essential by people with diverse values throughout the world. In addition,
Olympus has adopted the Olympus Group Corporate Conduct Charter, which requires every employee and management
executive to pledge not only to comply with laws and regulations, but also to maintain high ethical standards and act
responsibly, after determining the correct course of action. Under all circumstances, Olympus will consistently apply
the spirit of compliance and will never tolerate any actions that contravene laws, regulations, social norms or internal
corporate rules. To ensure that society at large is aware that it conducts its corporate activities in accordance with these
ethical values in the context of its relationships with medical institutions, etc., Olympus has adopted these guidelines anddiscloses information about payments to medical institutions, etc., in accordance with the “Transparency Guidelines for the
Medical Device Industry and its Relationships with Medical Institutions and Other Organizations,” as compiled by the Japan
Federation of Medical Devices Associations (JFMDA), of which it is a corporate member.
*These guidelines apply to Olympus Corporation and Olympus Group companies in Japan that are members of JFMDA.

2. Scope of Application■ Olympus
Olympus Corporation and Olympus Group companies in Japan that are members of the Japan Federation of Medical
Devices Associations (JFMDA)■ Medical institutions and other organizations
Scientific societies, university medical departments (affiliated hospitals), hospitals and clinics, associations oftechnologists, research institutes, research groups, other facilities that provide medical care or conduct research,development or clinical trials, and persons employed in the medical sector
3. Disclosure Methods
Related information for the previous fiscal year will be disclosed on the Olympus website.
4. Timing of Disclosure
Information about payments to medical institutions and other organizations in each fiscal year will be disclosed after theannouncement of financial results for that fiscal year.
5. Scope of Disclosure
The information disclosed by Olympus will apply to payments made by Olympus to medical institutions and otherorganizations, in the categories of research and development expenses, academic research support expenses, manuscript
writing fees, etc., expenses related to information provision, and other expenses.
For more details on the “Scope of Disclosure” please visit the website of the Japan Federation of Medical Devices Associations (JFMDA)
http://www.jfmda.gr.jp/e/
JFMDA Transparency Guidelines for the Medical Device Industry and its Relationships with Medical Institutions and Other Organizations
http://www.jfmda.gr.jp/wp-content/uploads/2016/10/120524_clear_02_e.pdf
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Proactive Information Disclosure
In line with its “Information Disclosure Policy,” Olympus strives to gain the understanding and trust of all stakeholders,
including shareholders and customers, through fair, timely, appropriate and proactive disclosure of corporate information,
including management policies, financial status, information about business activities and CSR activities.
We restructured our corporate website in fiscal 2016 to provide greater accessibility. Specifically, we introduced
responsive web design that will automatically optimize the screen size not only on desktop and laptop computers but
also on smartphones and tablets to make viewing easier. We also updated the design of the website to make it easier tonavigate and understand for senior citizens and users with disabilities, to contribute to narrowing the information divide.
Olympus Information Disclosure Policy
The Olympus Group (hereinafter “Olympus”) works in all its corporate activities through a fundamental philosophy called
the “Social IN” management philosophy. The Social IN management philosophy expresses our commitment to help all
people achieve health and happiness in their lives by working as an integral member of society, by sharing our values andby offering new values to society through our business activities.
In accordance with this philosophy, Olympus strives to gain the understanding and confidence of all stakeholders,
including shareholders and customers, through fair, timely, appropriate and proactive disclosure of corporate information,
including management policies, financial status, information about business activities and CSR activities.
1. Information Disclosure Standards
Olympus is committed to the disclosure of information in accordance with all laws, as well as the rules of the financial
instruments exchange where the Company is listed, and to the disclosure of all information required by laws, regulations
and rules. In accordance with its internal disclosure standards, Olympus will also proactively disclose all information that
could have a significant impact on its corporate value, as well as all information deemed as useful to all stakeholders,regardless of whether such disclosure is required under laws, regulations or rules.
2. Method of Information Disclosure
Disclosure information, as required by the Timely Disclosure Rules of the Tokyo Stock Exchange, will be disclosed
through the Timely Disclosure network (TDnet) of the Tokyo Stock Exchange. Such information will then immediately beposted on our website. Furthermore, any information not subject to disclosure under laws, regulations or rules will be
disclosed by using the most appropriate methods, including the TDnet, our website, explanatory meetings or printed
publications.
3. Disclosing Information with Due Consideration
When disclosing information, Olympus will take care to protect personal information and avoid infringements of the rights
of any party.
Olympus will establish corporate rules concerning procedures for the disclosure of information using the aforementioned
methods and all information disclosure will be implemented in accordance with those rules.
(Applicable Scope)
The Information Disclosure Policy of Olympus is applicable to all Olympus group companies.

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Information Security
In recognition of the proper handling and protection of information as a social responsibility, the Olympus Group formulated
the “Olympus Group Information Security Policy” in March 2011 and works to protect information security.
In specific terms, we established an Information Security Promotion Committee as a subordinate organization of
the CSR Committee and implemented the action plans made by the Committee across Group companies in Japan. In
addition, we have placed managers responsible for information security management at our regional headquarters in
Europe, the Americas, and Asia/Oceania while engaging in activities that are tailored to the circumstances of each region.
We continue to conduct employee education and training sessions. As the risk of cyberattack has been growing inrecent years, we are focusing on education and awareness activities. While providing employees in Japan with the skills
to address mail-based cyberattacks, we also provide e-learning programs that cover case studies of actual internal andexternal incidents and distribute mail magazines. The e-learning program was held twice in fiscal 2016, and the attendance
rate on both occasions was 100%.

Olympus Group Information Security Policy
The Olympus Group considers all the information we handle and our information systems (“information assets”) to be a
critical management resource based on the Corporate Conduct Charter as well as on our “Social IN” corporate philosophy,
which provides the basis for all our corporate activities. We will appropriately protect and manage our information assets
while making proactive use of them, and will continuously review and improve these activities.
1. Compliance with Laws and Regulations
We will comply with the laws, regulations, and contractual duties related to information security in all countries andregions where we operate.
2. Management and Protection of Information
We will manage and protect the information assets appropriately in our business activities. We will also implement
measures to prevent the inappropriate use of these assets detrimental to Olympus and any acts that might decrease thevalue of the assets, such as falsification, destruction, leakage and abuse.
3. Establishment of an Information Security Organization Structure
To ensure the appropriate management and protection of our information assets, we will establish an information security
organization structure and clarify the related responsibilities.
4. Establishment of Rules
We will establish the in-house rules to clarify the measures to be implemented to ensure information security. We will also
revise these rules, processes and controls continuously.
5. Education
We will increase information security awareness among all who handle the information assets and provide them withnecessary education and training on information security.
6. Emergency Responses
We will work to prevent information security-related incidents. If an information security incident occurs, we will makeprompt responses to it and implement measures to prevent the reoccurrence of similar problems.

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Personal Information Protection■■Basic Approach and Policy
Olympus protects personal information concerning all its stakeholders, including its customers, using appropriate methods
and, in order for proper handling to be performed, clarifies its policies relating to information protection in the Olympus
Group Code of Ethics. In Japan, we have stipulated The Olympus Group Personal Information Protection Policy and works
to adhere to that policy.
The Olympus Group Personal Information Protection Policy (translation)
Note: This Personal Information Protection Policy is based on Japanese law, and thus is applicable only to Olympus Group
Companies in Japan (excluding companies with their own personal information protection policy in place).
The Olympus Group (the “Olympus Group”) recognizes the importance of protecting personal information in the
network society and believes that it is the Olympus Group's social responsibility to properly handle and protect personal
information. Accordingly, the Olympus Group shall implement the following measures.
1. Implementation of an Internal System
The Olympus Group shall implement its internal system for the protection of personal information and educate all of its
Directors, Auditors and employees to enable proper handling of personal information. In addition, in order to ensure that
initiatives to protect personal information are being accurately implemented, the Olympus Group shall periodically holdaudits.
2. Proper Handling of Information
The collection of personal information shall be limited to the appropriate scope and amount and may only occur after
the person who provides his or her personal information (the “Information Provider”) has been clearly informed of theintended purpose and use of such information. In addition, the Olympus Group shall not handle any personal information
outside the appropriate scope and shall accommodate an Information Provider’s requests for disclosure, correction,
deletion or discontinued of use of his or her personal information within a reasonable period following such request.
Furthermore, the Olympus Group shall handle specific personal information only within the scope of purpose of useprescribed by law.
3. Limitation of Provision and Disclosure of Personal Information to Third Parties
Unless consent of the relevant Information Provider is obtained or otherwise required by law, the Olympus Group shallnot disclose or otherwise provide personal information to third parties.
Furthermore, unless required by law, the Olympus Group shall not disclose or provide any specific personal
information the Olympus Group hold to any third party, regardless of whether the relevant Information Provider consents
to the disclosure.
If the Olympus Group engages a third party on a matter that involves disclosure of personal information (maintainedby the Olympus Group) to the third party, the Olympus Group shall cause such third party to enter into a contract thatobligates such party to properly maintain and manage personal information.
Further, in such situations, the Olympus Group shall supervise and provide directions to such third party in connection
to the protection of personal information.
4. Ensuring of Accuracy and Safety
The Olympus Group shall make efforts to maintain accurate and up-to-date personal information, and take appropriate
security measures against risks such as unauthorized access to personal information, loss, destruction and falsificationof personal information, and unauthorized disclosure of personal information.
5. Compliance with Laws and Regulations, and Continuous Improvements
The Olympus Group shall comply with laws, regulations and standards applicable to the protection of personal
information and review and make continuous improvements to the above-mentioned measures.

■■System
In Japan, Olympus has in place supervisory personal information protection administrators and promotes personal
information protection activities across the Group in Japan while providing direction and supervision.
■■Personal Information Protection Measures
With regard to the creation of a personal information database in Japan, in addition to incorporating a system for obtaining
the prior approval of the administrator in each department, we utilize a personal information management register andworks to improve the register’s accuracy. In addition, we inspect the register on a regular basis to better understand theactual situation with regard to the management of personal information. Requests for the disclosure, correction or deletionof personal information provided by customers are accepted at a predetermined point of contact.
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Product Responsibility
Quality Assurance
Basic Approach and Policy
Olympus has formulated the Olympus Group Quality Policy based on its Corporate Philosophy and the Olympus Group
Corporate Conduct Charter.
Olympus Group Quality Policy
The Olympus Group will listen to the voices of our customers based on our “Social IN” corporate philosophy, which
provides the basis for all corporate activities, and will constantly pursues true value to continue to provide customers withhigh-quality products and services.
1. W
 e will take actions always from the viewpoint of our customers.
2. We will listen to the requests from our customers and look for their true needs and provide them with high-quality
products that are useful for society.
3. We will comply with the related laws, regulations, social norms, and the in-house criteria to ensure the safety andsecurity of our products and services for our customers.
4. W
 e will establish a quality management system to pursue higher quality in all our business processes and makecontinual improvements, thereby winning more trust of our customers and increasing their satisfaction.
5. W
 e will provide information about the quality and safety of our products and services to our customers in a prompt andappropriate manner.

The Olympus Group listens to the voices of its customers based on its “Social IN” corporate philosophy, which provides
the basis for all corporate activities, and constantly pursues true values to continue to provide customers with high-quality
products and services.
The fiscal 2016 was the initial year of our medium-term management plan, and we reorganized the quality assurance
management system to build the structures necessary to ensure quality control and legal compliance with product-related
laws suitable for a global corporation. The focuses of the second year of the medium-term management plan in fiscal 2017,
which will span all our business, are reinforcement of the compliance system, and enhancement of our control systems
over global product quality and legal compliance.
■■Quality Management System

Each business unit and group company in the Olympus Group actively seek certification under an international quality control
standard—either ISO 9001 or ISO13485. They also build individual quality management systems that comply with the legal
requirements in each country, while accurately understanding the quality demands of our markets, maintaining and improving
the quality of existing products, and aiming to enhance customer satisfaction toward further global business expansion.
■■Quality Improvement Activities

Our medical, scientific solutions, and imaging business units are improving their quality management system across theglobe. They gather data concerning customer inquiries and quality-related issues and utilize the data analysis results inmaking quality improvements.
The Olympus Group also vigorously invests in human resource development through quality management seminars
focused on ISO9001, ISO13485, and the relevant laws and regulations of each country, as well as utilization of ane-learning system. We also utilize external consultants aiming at better quality management through their assessments andreviews.
■■Improvement in Product Usability and Safe UsageThe Olympus Group manages risks concerning product safety, providing information for customers on using our products
safely and effectively through instruction manuals and product labeling, in conformance with the laws and regulationsof each country. We also have our own medical product usage training centers in Tokyo, Germany, China (Shanghai,
Beijing, and Guangzhou), and Thailand. These provide training on endoscope knowledge and handling for medical staff
so that they can use our medical equipment safely. The training center in Thailand commenced operations in July 2016 tocontribute to reinforcing the medical platform in Southeast Asian countries through offering medical equipment training for
medical staff across the entire region.

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Environment

Example of Quality Evaluation at the Development Stage
Olympus places particular importance on quality evaluation at the development stage, which is the starting point for
manufacturing. Conducted at the in-house Test and Analysis Center (an organization that performs tests that have been
quality system-audited by a third-party accreditation body), the measures that form part of quality evaluation at this stage
include calibration, EMC and safety testing, usability assessment, mechanical and environmental testing, and materials
analysis.
■■Calibration

Calibration is a process used to maintain the accuracy of measuring instruments by ensuring that all components
are functioning correctly. The precision of measuring instruments can vary from day to day in response to changes inenvironmental conditions. Olympus is accredited as an ILAC-MRA*1 member and carefully monitors errors caused by thesechanges and applies approved calibration methods to its measuring equipments.
■■Electromagnetic Compatibility (EMC)

Electromagnetic compatibility (EMC) testing is carried out to ensure that electrical and electronic equipment will not emit
electromagnetic noise that exceeds acceptable levels and could affect other equipment, and that it will not malfunction
when exposed to such emissions. The significance of EMC is being recognized more widely in recent years, andrelated regulations were enforced in various countries. We test our products in a 10 m anechoic chamber*2 and anelectromagnetic field immunity test chamber*3.
■■Product Safety Testing

For medical equipment, it is particularly important to conduct product safety tests. Olympus conducts safety tests,
including a conformity assessment test (compliant with IEC 60601-1), as a third-party testing laboratory.
■■Mechanical and Environmental Testing

Taking account of various conditions of usage, storage, and transportation, mechanical tests assess product strengthand life expectancy. Tests include a vibration test, drop test, and environmental tests, including operational humidity andtemperature, to confirm that products will maintain their performance and have sufficient strength and life.
■■Materials Analysis

Olympus not only analyzes and assesses parts and materials, but also uses various analytical systems to identify defects
and other issues through detailed analyses carried out after products have been brought to market. Findings from theseanalyses are used to eliminate the causes of problems and prevent recurrences.
*1 ILAC-MRA International Laboratory Accreditation Cooperation—Mutual Recognition Agreement*2 1
 0 m anechoic chamber
Olympus’s 10 m anechoic chamber is one of the most advanced facilities of its type in the world and has been certified for use in electromagnetic
testing under the National Voluntary Laboratory Accreditation Program (NVLAP) of the United States.
*3 Electromagnetic field immunity test chamberThis chamber is used to confirm that electrical and electronic devices do not malfunction by exposing them to specific electromagnetic fields.
With the dissemination of wireless communication devices, action is underway to expand the test frequency range and upgrade testing levels. The
chamber at Olympus is capable of testing at frequency ranges of 80 MHz–6 GHz and a maximum test level of 30 V/m.

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Environment

Improvement of Sales/After-Sales Service Quality (Responses to Inquiries/Repairs)
Olympus has systems in place to respond to customer inquiries and repairs in Japan and overseas for different productfields and in different regions. As regards points of contact for inquiries, information relating to after-sales services ingeneral is provided via a Customer Support link on our website. Important information concerning safety or consumer
protection is made known via Important Announcements for Customers on our website.
We have developed a repair service network to meet user needs in each region and product category.
Outlines of customer response activities in each business field and of the efforts of the repair service network are set
out below.

◎ Calls Received at Customer Support Centers(in Japan)
Imaging

Medical Systems

219,189 214,926 213,255
200,000

Scientific Solutions(Number of calls)

176,115

100,000 128,083◎ Percentage of Repairs Completed within the
Allotted Time (in Japan)

100

Digital SLR cameras
Audio

Compact digital cameras（%）

142,050

146,120 142,638 142,279 138,878

18,09918,70018,292

18,127

17,733

2012

2013

2014

2015

2016 (FY)

90

80

2012

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2013

2014

2015

2016

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Environment◎ Customer Response Structures in Each BusinessBusiness Field

Outline of Activities[Japan]● Olympus has developed service systems designed to ensure the safety and reliability of healthcare environment.

Medical Systems● Establishment of Medical Customer Information Center, a call center dedicated to providing an information service
for medical specialists.
● Formation of a team for specialist services offering information on how to handle medical treatment devices,troubleshooting, etc.
● Immediate response system based on coordination and interaction among call centers and Olympus sales/service
personnel or authorized vendors in various regions.
● Medical Town, a special website that offers up-to-date information on medical endoscopes and related medical
treatment for medical specialists.

[Overseas]● Olympus has established call centers in major cities.
● Call centers have also been set up in major cities in the USA, China, and Europe for localized and extensive services.
[Japan]● Customer satisfaction improvement activities at customer support centers● At customer support centers, assisted customer problem-solving covering all products from the Scientific Solutions
field.
● Customer inquiries are fed back to all divisions to provide the best solutions to customers.
● Improving quality of responses through regular customer satisfaction surveys● Set up help desks to assist retailers Technical assistance● Technical assistance● Held “Olympus Microscope Classroom” seminars for customers to learn the proper and effective ways to use
microscopes. Held on-site classroom courses in response to customer requests
Scientific Solutions[USA]● TAC customer service● Assigned to local subsidiaries, TACs (Technical Assistance Specialists for microscopes) respond to customer
inquiries via telephone.
● Technical assistance● As sponsor, Olympus supports microscope training courses held at the world-renowned Woods Hole Marine
Biological Laboratory and Cold Spring Harbor Laboratory.
[Europe]● Olympus Academy activities● Manned by specialist staff, the Olympus Academy provides training in products and applications for subsidiaries andsales agents in various countries. Product and application seminars are then held for customers by the subsidiaries
and sales agents that have undergone such training themselves.

Imaging[Japan]● Call center staffed seven days a week, including national holidays(Note: Excluding system maintenance days and year-end/New Year holidays)● Enhanced telephone and e-mail support per product category● Enhancing responses at call center● Enhancing the quality of telephone responses by various means, including improving the communication skills
and product knowledge of call center staff members, through “mystery shopper” surveys undertaken by externalorganizations and by e-mailing customer questionnaires● From August 2015, lines into the call center changed to a nationwide call-handling service● Q&A and other information made public via our website● Supervision and management of global response results[Overseas]● Olympus has established call centers in major cities.
● Call centers have also been set up in major cities in the USA, China, and Europe to provide detailed responses
tailored to the areas they cover.

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Environment◎ Repair System per Business Field and Improvement Efforts
Business Field

Outline of Activities
Minimizing downtime of endoscope
To minimize endoscope downtime during malfunction or repair work, both Shirakawa and Nagano service centers(Domestic Repair Division) collectively control and carry out repair operations as well as handling of loaners.

Medical Systems

Endoscope service networks
Major repairs (Repairs in need of overhaul)
Japan: Medical Equipment Service Operation Centers located in Shirakawa and Nagano
Overseas: Service centers in the United States, Germany, France, Czech Republic, United Kingdom, China, India, etc.
Simple repairs (to endoscopes and peripherals):Available through a worldwide network of approx. 200 repair bases
Providing repair services to the same high level at service bases across the world
The following services are provided at domestic and overseas manufacturing sites, sales subsidiaries and contracted
agents● Microscopes: Back-to-base repairs, on-site repair services, function inspections, precision calibration, service
contracts, delivery installation● Industrial endoscopes: Back-to-base repairs, function inspections, service contracts● Non-destructive testing devices: Back-to-base repairs, on-site repair services, function inspections, precisioncalibration● X-ray analytical systems: Back-to-base repairs, function inspections

Scientific Solutions

Back-to-base repair services
Portable devices and those that may require extensive repairs are collected and repaired in an environment equivalent
to the production line. Devices that are collected for repair are normally returned within one month of receipt.
On-site repair services
For installation-type products, technical staff is dispatched to provide on-site services, including repairs, calibrationand maintenance inspections.
Service contracts
Depending on the product, Olympus offers a number of maintenance service contracts.

Imaging

Greater repair service convenience with a variety of services and schemes
In Japan, the following services are provided by the Hachioji Repair Center, Olympus Plaza Tokyo, Olympus Plaza
Osaka and the service stations in Sapporo and Fukuoka:(1) Pickup service via website and telephone(2) On-line repair booking and estimating service
Internet-based repair service offering applications for servicing and information on repair fees and repair status(3) Quick Repair Service(Applied to mirrorless SLR camera bodies and interchangeable lenses)
Service for reducing repair time(4) Camera cleaning service(Applied to Olympus digital cameras and interchangeable lenses)(5) Digital Camera Maintenance Seminar
Hands-on-style seminars for digital camera owners on cleaning their cameras and interchangeable lenses under
instruction were held in Olympus Plaza in Tokyo and Osaka, and other service stations in Sapporo and Fukuoka.
(6) Olympus Owners Care Plus (OOC+)The OOC+ service offers Olympus camera owners functional diagnoses and camera servicing, customization (e.g.
changing colors of external parts), and rental lenses. A Maintenance Package service for our flagship model, theE-M1 Mark II, also started to coincide with the commencement of sales.
For worldwide overseas repairs
Overseas, repair services tailored to the areas they cover are provided by repair bases in the USA, Portugal, Czech
Republic, Russia, Australia, China, South Korea, Hong Kong, Singapore, Thailand and Malaysia.
Improving the on-time rate for back-to-base repairs
One of our target indicators for customer satisfaction is the on-time rate for back-to-base repairs, the achievement
rate of which we verify on an annual basis.

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Social Contribution Activities
Basic Approach and Policy
Olympus Group’s Policy for Social Contribution
In addition to its contribution through business, Olympus will contribute to society in various other ways through the useof its management resources, including its technology and human resources. In September 2016, our Social Contribution
Policy was revised and reestablished as two new global policies: Corporate Citizenship Activity Policy, and Donation and
Grant Policy. Our Donation and Grant Policy stipulates a global approach to monetary donations and separates it fromphysical support activities in order to make the donation process transparent. Our Corporate Citizenship Activity Policy
now stipulates the concrete social contribution activities in the four areas on which Olympus intends to focus: Medical &Health, Culture & Art, Global Environment, and Science & Technology.
Olympus Group Charitable Donations and Grants Policy
The Olympus Group (hereinafter, “Olympus”), following our management philosophy “Social IN” that provides the basis
for all corporate activities, in addition to creating social value through our business operations, commits to gain trust fromsociety. Through charitable donations and grants, we live up to our commitment and responsibility to address social issues.
1. Priority Areas and Activities
Our charitable donations and grants efforts are focused on following areas: “Medicine and Health”, “Culture and theArts”, “Global Environment” and “Science and Technology”. Also, our contributions shall be socially just and shall follow
ethical norms.
(1) Charitable Donations
We provide monetary aid and/or in-kind donations to philanthropic activities, and contribution activity for local
community based on CSR for humanitarian aid. Aid and donations provided for disaster relief will also be
considered charitable donations.
(2) Grants
We provide monetary aid and/or in-kind donations to education as well as research activities, conducted byorganizations for public welfare, that relate to four priority areas: “Medicine and Health”, “Culture and the Arts”,“Global Environment”, and “Science and Technology”.
2. Compliance with Legal Regulations and Social Norms
We will fully comply with both Japanese and non-Japanese law and industry guidelines in respect to charitable donations
and grants.
3. Rules and Organizational Systems
We clearly separate charitable donations and grants from any Olympus commercial activities, and establish guidelines
and operational structures to ensure transparency.
4. Information Disclosure
We will fully comply with Japanese and non-Japanese law and industry guidelines, will assuredly record charitable
donations and grants activities, and will commit to disclose information in a timely and appropriate manner. Furthermore,through information disclosure and active communication, we will commit to deepen mutual understanding withstakeholders.

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Olympus Group Corporate Citizenship Policy
The Olympus Group (hereinafter, “Olympus”), following our management philosophy “Social IN” that provides the basis
for all corporate activities, in addition to creating social value through our business operations, commits to contributeto society through corporate citizenship activities, with the goal to build positive relationships with communities and tocontribute to sustainable growth of both society and Olympus.
We carry out corporate citizenship activities that reflect the uniqueness of Olympus and leverage our technologies,
expertise and other assets to address social issues.
1. Priority Areas and Activities
Our corporate citizenship efforts are focused on the following areas: “Health and Medicine”, “Culture and Arts”, “Global
Environment” and “Science and Technology”. To solve social issues that fall into one of these areas, we prioritize thethree following activities:(1) C ontributing to the solution of global social issues, realizing our responsibility as a global company(2) Contributing to the effective solution of social problems through activities relevant to our business(3) C onducting awareness-raising activities and providing education and training support to new generations ofleaders by leveraging our technologies and know-how
Furthermore, in addition to the aforementioned priority areas and activities, we are committed to providing disaster relief
assistance and humanitarian support for the alleviation of hunger and poverty.
2. Compliance with Social Norms
We are committed to social development and strive to build long-lasting relationships with society, by ensuring regulatorycompliance and respect to local cultures and customs.
3. Rules and Organizational Systems
Along with raising the awareness of our executives and employees about the importance of social contribution, weestablish robust systems and regulations, and design effective measures to enhance our corporate citizenship activities.
4. Information Disclosure
We promote effective stakeholder communication and accommodate community requests to ensure the quality andcontinuity of our corporate citizenship activities. Furthermore, we are committed to making the information about ourcommunity activities available to a wide audience.

For more details about Corporate Citizenship Activities by Olympus across the world,see “Olympus Corporate Citizenship Activities.”
https://www.olympus-global.com/csr/global_activities/

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Environmental Management
Basic Approach and Policy
Olympus Group Environmental Policy
The Olympus Group Environmental Charter was adopted in August 1992 with the aim of defining our basic philosophy
on environmental issues and linking that philosophy to concrete action. In order to foster solutions to social problems
through our business operations, in May 2015 we added an item to the Environmental Charter on compatibility between
environmental protection and economic growth, and revised it into the Olympus Group Environmental Policy. Placing
great importance on reducing environmental loads throughout product life cycles, we are actively working to improve theenvironmental performance of our products, facilities, and logistics processes.
Olympus Group Environmental Policy
Based on our “Social IN” corporate philosophy that provides the basis for all corporate activities, the Olympus Group
respects people's security and health and the natural mechanisms that realize this. We will contribute to the realization of asustainable society and sound environment by working to make the environment and economy compatible in our business
operations.
1. Participation by All
Each employee enriches their understanding of environmental activities and each one of us will participate in theenvironmental activities conducted in consideration of the local features.
2. Promotion of Environmental Management
We will maintain the environmental management system and mechanism on a global scale so that we can continuously
improve our environmental activities.
3. Compliance with Laws, Regulations, and Social Norms
We will fully comply with the laws and regulations, agreements with our stakeholders, and our voluntary standards inrespect to the environment.
4. Reduction of Environmental Impact
Toward the solution of environmental issues, prevention of pollution, sustainable resource use, climate change mitigation
and adaptation, and protection of biodiversity, we will reduce environmental impact through our products, services andbusiness activities.
5. Development of Technologies to Foster Harmony with the Environment
We will develop the technologies that contribute to environmental protection and will make use of the results in our
manufacturing processes, products and services.
6. Attributing Importance to Environmental Communication
We will proactively dispatch information about our environmental activities within and outside Olympus to deepen mutual
understanding with our stakeholders.

System and its Activities
System to Promote Environmental Management
We have established a unit to promote environmental management within each of our business units and Group
companies, while the Olympus Group Environmental Management Division is tasked with fostering environmental
management across the Group. Progress on these activities is reviewed by the Board of Directors and the Executive
Management Committee, and measures are taken across the Group to achieve our predefined environmental targets.
As a part of these activities, we established an IT system that provides the basis for global management of the data anddocuments related to our environmental management system. Operations commenced from fiscal 2014.
Moreover, our major production sites, as well as logistics and sales subsidiaries in Japan and overseas have ISO
14001 certification, and we are continuously improving our environmental management system through audits and byother means. In fiscal 2016, Olympus Logitex Co., Ltd. and Olympus Vietnam Co., Ltd. acquired certification for transition
to ISO14001:2015 revision.

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Environment◎ Environmental Management Structure
Board of Directors andExecutive Management Committee
PresidentGroup Environmental Management Officer
Olympus Group Environmental Management Division(Olympus Group Environmental Secretariat)...... Promotion Secretariat for Environmental Activities

Business Group Environmental Management
Organizations...... Oversight for Environmental Activities
Olympus Group Environmental Committee...... Verification of Deliberation and Progress ofEnvironmental Activity Policies

Facility Environmental Management
Organizations

Local Overseas Subsidiaries*Covered businesses are consolidated Group companies both in Japan and overseas.

◎ List of ISO 14001 Certified Sites/Offices
Sites/OfficeSites/Office

Date of Certification

Nagano Facility (Tatsuno)*1
Hinode Plant

Date of Certification

February, 1998

Olympus Medical Science Sales Co., Ltd.

March, 2004

July, 1998

Olympus (GuangZhou) Industrial Co., Ltd.

October, 2004

Aizu Olympus Co., Ltd.

October, 1998

Olympus America Inc., National Service Center

Shirakawa Olympus Co., Ltd.

October, 1998

Olympus Scientific Solutions Americas Inc.

July, 2010

Aomori Olympus Co., Ltd.

November, 1998

Olympus Scientific Solutions Technologies Inc.

July, 2010

Olympus (Shenzhen) Industrial Ltd.

September, 1999

Olympus NDT Canada Inc.

Technology Research Center (Hachioji)

March, 2000

Olympus Winter & Ibe GmbH

Olympus Trading (Shanghai) Limited

May, 2001

KeyMed (Medical & Industrial Equipment) Ltd.
Olympus Logitex Co., Ltd.

March, 2002

December, 2005

July, 2010
February, 2012

Olympus Vietnam Co., Ltd.

April, 2013

Nagano Facility (Ina)*2

May, 2014

November, 2003

*1 T
 he former Tatsuno Plant has been certified as the Nagano Facility since April 2013.
*2 T
 he former Ina Plant was certified in 1997. After consolidation with Tatsuno Plant and change into repair function, it was recertified in 2014.

◎ Major Environmental Activity Results in Fiscal 2016
Primary Policy
Enhancementofenvironmental
governancesystemPromotion ofenvironmental
management

Compliancewithenvironmental
laws andregulations

Productrelated
initiatives

Environmental
initiative
throughout
product life
cyclesFacilitiesrelated
initiatives

Environmental
contribution
activities

TargetMeasures● Respond to ISO 14001
revisionsFiscal 2016 Achievements and Results Next Fiscal Year Plans● ISO14001: 2015 certification
Start the Environmental
acquired by Olympus Logitex and Management System
Enhance theVietnam Factoryin compliance with ISO
environmental●P rovided training for internal
14001:2015
governance system
audit leader and auditors on
on a global level
the revised ISO standard (210persons).
● Improve relevant●E stablished global pollution
Continue to improve themanagement rules
control and management rules.
environmental regulatory● Educate relevant parties ● M aintained management rules for compliance process forContinue to improveon environmental laws
products and facilities
products and facilities
the process toand regulations●P rovided education on pollution
comply with
control, chemical substanceenvironmental laws
management and waste
management (41 persons inJapan).
● Implement●C reated new Eco-Products in all Continue to create
Create Olympus
environmentallybusiness units (16 new, bringing products that are
Eco-Products (noconscious designs
total to 572)
environmentally conscious
quantitative target)
tailored to each products’
and tailored to businesscharacteristics
characteristics● Conduct ongoing●E nergy consumption rate:
Carry out activities tomanufacturing
Improved 9%
improve the energy
Energy consumption
improvement activities● Implemented environmentallyconsumption rate in
rate: 7.73% or more● Carry out environmentallyconscious measures for new
accordance to local
reduction in fiscal
conscious measuresbuilding construction at threecharacteristics such2020 (relative toat time of new building
Tohoku facilities (Aizu, Aomori,as manufacturing
fiscal 2012)
constructionand Shirakawa)
improvement, energy
conservation, introductionof natural energy, etc.
Environmental● Conduct environmental●C onducted river clean-ups andContinue environmental
contribution activities
contribution activities at
local greening activities at global activities
under the theme ofglobal sites
sites“Water Circulation— ● Conduct activities under ● C onducted ongoing coral
Protection of Forests,
the theme of “Ocean
planting and nature school (4Rivers, and Oceans”
Legacy Project”
sessions)

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Environment

Systems and Mechanisms
Environmental Risk Management
Violations of laws and regulations related to chemical substances contained in products, effluent from production sites,and soil and groundwater contamination are important environmental risks that affect Olympus Corporation’s management
such as by shutting down operations, generating recovery costs and reducing corporate value. Therefore, we maintainand revise rules and regulations for regulatory compliance, educate environmental promoters, monitor and improve local
investments, and work to reduce environmental risks. We implemented prompt emergency action for all violations ofenvironmental laws that occurred in fiscal 2016, followed by training on internal rules to prevent any recurrence.
■■Control of Chemical Substances Used in Products

Products that Olympus designs and develops have been verified as not containing environment-related substances inaccordance with “Olympus Group Control Rules for Chemical Substances Used in Products,” which is maintained basedon the chemical substance regulations of each country. In addition, if these rules are amended, we conduct additional
surveys.
Olympus Group Control Rules for Chemical Substances Used in Products
http://www.olympus-global.com/en/csr/involvement/management/chemical/index.jsp■■Management of Wastewater

To reduce the volume of wastewater, we are taking steps to reduce the volume of water usage and to recirculate water.
Further, in each of our businesses, we have installed a wastewater equipment manager and set voluntary standards stricter
than the laws and regulations in each region. By routinely measuring water quality, we rigorously maintain water quality.
■■Prevention of Soil and Groundwater Contamination

In the redevelopment of our facilities, we are voluntarily investigating soil and groundwater. We are also taking
countermeasures based on reports that have been presented to and consultations with government.
◎ Compliance with Environmental Laws (FY2016)*
Company/Facility

Description & Cause

Countermeasures

Olympus Corporation

Oils in wastewater effluent (n-hexane extracts)
temporarily exceeded permissible levels.

Continued monitoring, and took action to increase the cleaning
frequency in oil removal facilities.

Gyrus ACMI, Inc.

pH level of wastewater effluent (hydrogen ion
concentration) temporarily exceeded permissiblelevels.

Discontinued discharge of effluent and started to treat it asindustrial waste.

Olympus America Inc.

Shortcomings in handling waste chemicals

Established waste chemical delivery rules and completed
training for relevant personnel.

* Relatively minor violations have been excluded.

◎ Soil and Groundwater Survey
Survey Scope
Olympus property inOkaya City, Nagano
Prefecture

Survey Results and Measures
A substance that exceeded designated levels was found in some areas of the soil in fiscal 2014 and this was removed
and replaced with clean soil in compliance with the law.

Biodiversity Conservation
There is a concern that the loss of biodiversity will have a serious impact on the global environment and our lives.
Olympus is working to conserve biodiversity, including the management of water use and wastewater and the maintenanceof green spaces, through cleanup and forest conservation activities in areas surrounding its facilities.

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Environment

Green Procurement
Olympus published the “Olympus Group Green Procurement Standard” in 2001. The Green Procurement Standard, whichis also posted on our website, explains Olympus’ approach to its environmental activities to all suppliers.
In addition, in our corporate survey that we conduct once a year targeting major suppliers in Japan and abroad withwhom we have ongoing business, we verify whether the suppliers have acquired ISO 14001 certification, reduced CO2 andwaste, and what measures they have taken against chemical substances. In this way, we are working to raise the level ofour environmental activities with suppliers.
Olympus Group Green Procurement Standard
http://www.olympus-global.com/en/csr/involvement/management/procurement/

Environmental Education and Awareness Activities
To promote environmental activities with the participation of all employees based on the “Olympus Group Environmental
Policy,” Olympus works to raise environmental awareness through activities implemented during the Olympus
Environmental Awareness Month, such as the “Global Environmental Photo Contest.”
Moreover, we provide environmental education appropriate to each department, including education on compliancewith environmental laws and regulations and on the ISO 14001 internal audit.
Global Environmental Photo Contest
http://www.olympus-global.com/en/csr/involvement/management/WEB education/2016.jsp◎ Major Environmental Education Programs (Japan/FY2016)
TargetPurpose/Description

Number of Participants

Environmental managers

Announcement on revisions in environmental laws, response &management policy at facilities

11

Environmental Secretariat staff at facilities

Understanding administrative procedures for pollution control,chemical substance control and waste management

12

Pollution control officers

Understanding the important points in dealing with pollution control

29

Environmental audit leaders

Training to improve internal audit skills(Understanding key points in audit indications and improvement
proposals, audit role playing, etc.)

22

Environmental auditors

Audit training based on ISO 14001:2015(Understanding the revisions to ISO 14001, audit experience, etc.)

188

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Environment

Environmental Performance
Basic policy
Olympus is implementing a variety of environmental activities while assessing the environmental impact of its businessactivities with precision and with awareness of the scale of the impact on and risk to the environment. Also, following thediversification in our suppliers and with an awareness of climate change as a major environmental issue impacting ourbusiness activities, we continue to implement measures to assess information on energy conservation and regulations on
reducing CO2 levels and responding to sudden flooding.
At the same time, we recognize environmental risks as opportunities for us to actively develop and market
environmentally conscious products that contribute to resolving issues with climate change and water risk and products
designed to resolve environmental issues.

Material Balance
Business
Activities

Resource and Energy Input
Energy (total)
Electric
powerCity gas
LPG
LNG
Heavy
fuel oil

2,073 TJ (3%)

180.32 million kWh (1%) Kerosene
3.609 million m3 (16%) Diesel
fuel1,412 t (33%) GasolineHot854 t (1%) water
229 kl (-30%) Districtheat

56 kl (6%)
13 kl (-28%)

Development
andManufacturing

Greenhouse Gases (Total)

110,770 t-CO2e (2%)

CO2 generated from energy

110,759 t-CO2e (2%)

CO2 not generated from energy

11 t-CO2e (0%)

0 kl (0%)
2 TJ (100%)
211 million kWh (1%)

Chemical Substances(PRTR Substances Handled)

Substances Emitted
Research &Development

NOx

64 t (5%)

SOx

0.3 t (-25%)

Chemical Substances(PRTR substances emitted and transferred)

18 t (-6.7%)

37 t (0%)

Water (total)

1.216 million m (-6%)

Piped water

0.542 million m3 (-7%)

Ground water

0.674 million m3 (-5%)

3Production

Raw Materials and Sub-Materials
MetalsSteel, aluminum, brass

Plastics

Optical plastics, ABS, PC,polyethylene, polypropylene

Copy paper

Discharge to Water Systems

1.216 million m3 (-6.1%)

Water discharged (public waters)

0.477 million m3 (-10%)

Water discharged (sewage)

0.739 million m3 (-3%)

BOD

2 t (0%)Discharge

Office Supplies
189 t (1%)

Sales and
Logistics

Transportation Fuel
Transportation

Discharge of Environmental Load Substances

Gasoline, diesel fuel, etc.

Logistics

Use of Packaging Materials (total)

805 t (-8%)

Cardboard

443 t (-13%)Paper

180 t (3%)

Plastic

141 t (-1%)

Metal

3 t (0%)Glass

0 t (0%)Other

38 t (-19%)

Waste discharged

6,181 t (5.2%)

Amount recycled

5,192 t (5.5%)

Landfill

160 t (-11.1%)

CO2 Emissions during
Transportation (total)

51,125 t-CO2e (-9%)

Product Shipments
Sales

Major Products(total)Repair andService

Medical Business(Endoscopes)
Scientific Solutions
Business(Microscopes)
Production sites
in Japan only

OLYMPUS CSR REPORT 2017

60

2,703 t (-15%)
1,325 t (-10%)
676 t (-12%)

Imaging
Business
DigitalcamerasRecordersGlobal production
sites

702 t (-24%)

Percentage change fromprevious year in brackets

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Environment■■Energy/Atmospheric Release◎ Internal (Scope 1, 2) Results
FY2016 Results
Basic unit of energy:
improvement

Main Measures9%● Ongoing implementation of manufacturing improvement activities● Measures that show consideration for the environment when having newbuildings constructed● Replacement with LED lighting● Ongoing implementation of energy-saving activities on a daily
basis, including switching off lights and adjusting air-conditioning
temperatures● Effective use of renewable energy(compared to FY2012)
GHG Emissions:decrease

FY2017 Targets

3.9%(compared to FY2012)

Basic unit of energy: improveby

5% or more(compared to FY2012)

Olympus set a target of improving its basic unit of energy by 7.73% or more,compared with fiscal 2012, by fiscal 2020 and among its energy-reduction activities
is engaged in reducing its CO2 emissions. To achieve our targets, the activities
we conducted in fiscal 2016 included continual improvements in manufacturing,such as reducing space and lead times at business facilities in Japan and othercountries, replacing lighting with LED and replacing aging air conditioning and hotwater supply equipment. A solar power generation system and vertical-type heatstorage tank were installed in the new buildings at Aizu Olympus.

Aizu Olympus◎ External (Scope 3 [Category 4 Upstream transportation and distribution]) Results
FY2016 Results
GHG Emissions:

Main Measures● Enhanced loading ef­fi ciency by improving packaging size and strength● Reduced transportation weights by improving packing and packaging methods● Shortened lead times and transportation distances by improving logistics routes● Eliminating packaging materials by using returnable containers

9% reduction(compared to FY2012)

Olympus is engaged in reducing logistics-related CO2 emissions at each of its business sites. Alongside continuing themodal shift in our international transportation from aircraft to ships, goods from the UK for sale in China that had been
shipped via Japan are now shipped directly from the UK to Shanghai.
◎ Internal Energy Consumption◎ Breakdown of Internal Energy Consumption

(TJ)

3,000

2,169
2,000

2,075

1,974

2,011 2,073
Direct

2013

2014

2015

2016

(FY)

*Scope: Domestic and overseas business enterprises of the
Olympus Group. However, small businesses are excluded.
Conversion coefficient based on Enforcement Regulation for the
Act on the Rational Use of Energy

FY2014FY2015FY2016City gas

154

160

150

141

163

LPG

34

38

43

54

72

LNG

51

55

48

46

47

Heavy fuel oil

15

12

11

13

9
2

Kerosene

2

1

1

2

158

86

4

1

0

Gasoline

0

0

0

0

0

414

352

257

257

293

Electricity

1,746

1,715

1,709

1,745

1,770

Indirect Hot water

1

1

1

2

2

8

7

7

7

8

2,169

2,075

1,974

2,011

2,073

Subtotal

2012

FY2013

Diesel fuel

1,000

0

(TJ)

FY2012District heat
Total

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ProfileGovernance◎ GHG Emissions/Basic Unit (Scope 1, 2)（t-CO 2e）

Scope 1150,000

115,289 116,639
100,000

18.3
90,97996,79050,000024,31019,8492012

2013（t-CO 2e）30

60,000Logistics

55,758108,135 108,188 110,770

47,194

20

16.4

14.1

13.4

94,552

94,623

13,583
2014

13,5652015

15,492
2016

10

(FY)

51,40456,207

51,12540,00014.8
95,278Environment◎ GHG Emissions (Scope 3 [Category 4 Upstream
transportation and distribution])(t-CO 2e/¥100 million)

Scope 2

Basic unit of consolidated sales

Society

20,00000*Scope: Domestic and overseas business enterprises of the Olympus
Group. However, small businesses are excluded.
*Reporting based on the following GHG Protocol scopes.
Scope 1: G reenhouse gas emission from direct use of fossil fuels
Scope 2: G reenhouse gas emission from secondary use, such as electric
power purchase

2012

2013

2014

2015

2016

(FY)

Sources for CO2 Conversion Coefficients● Electricity

Japan:	Coefficients published annually by the national government under the Act on Promotion of Global Warming Countermeasuresand coefficients after adjustment for each power utility per fiscal year. FY2015 conversion coefficient used for FY2016.
Overseas:	Coefficients published by the IEA that are conversion coefficients by nation per fiscal year. FY2014 conversion coefficient usedfrom FY2015 onward.

● Fuels

Japan/overseas: Conversion coefficients based on Act on Promotion of Global Warming Countermeasures employed.

Coefficients for Converting GHG to CO2e
From FY2015 onward: 100-year GWP in IPCC Fourth Report used.
Up to and including FY2014: 100-year GWP in IPCC Second Report used.

Basic Unit of Consolidated Sales
Companywide CO2 emission (t-CO2e) / Consolidated sales (100 million yen)

◎ GHG Emissions for the Entire Supply Chain
Category
Scope 1
Scope 2

Scope 3Emissions(in thousands t-CO2)
FY2015FY2016
14
15
95
95

1. P
 urchased goods and services

74

82

2. Capital goods
3. Fuel- and energy-related activities(not included in Scope 1, Scope 2)
4. U
 pstream transportation anddistribution
5. Waste generated in operations
6. Business travel

134

199

10

11

56

51

7
19

7
21

7. E
 mployees’ commuting

13

14

8. L
 eased assets (upstream)

711

9. Downstream transportation anddistribution

―

―

10. P
 rocessing of sold products――

11. Use of sold products

58

57

12. E
 nd-of-life treatment of soldproducts

43

13. Leased assets (downstream)――

14. Franchises――

15. Investments

1010

Calculation Method (Assumptions)

Calculated by multiplying raw materials and parts of leading products bybasic unit
Calculated by multiplying facility investment value by basic unit
Calculated by multiplying electric power and fuel purchased by basic
unit
Calculated by multiplying transport ton/kg of leading products by basic
unit (including delivery logistics)
Calculated by multiplying worksite waste output by basic unit
Calculated by multiplying business travel expenses by basic unit
Standard commute model defined by region and calculated bymultiplying the number of employees in region by basic unit
Calculated by multiplying gasoline consumption for corporate & leased
vehicles by basic unit
Classified as transport from dealers and sales companies to thecustomer but excluded due to small impact scale
Excluded due to small impact scale and difficulty in tabulation in thiscategory
Calculated by multiplying electric power consumption, etc., for lifetime ofsold product by basic unit
Calculated by multiplying product disposal weight by basic unit for wastematerial
Calculation including use of sold products, although some products areleasedNot calculated due to absence from Olympus’s business range
Calculated by multiplying Scope 1 & Scope 2 emissions at investment
targets by investment ratio

Scope 1: Direct emissions from facilities owned or controlled by the company (e.g., emission from use of town gas or heavy oil)
Scope 2: Emission from generation of energy consumed at facilities owned and controlled by the company
Scope 3: Other indirect emissions excluding Scope 1 and Scope 2* Obtained external assurance for total GHG emissions in Scope 1 and Scope 2, and assurance for “Category 4. Upstream transportation anddistribution" in Scope 3, because it is more important than the others and emissions are close to the actual value.
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Environment◎ SOx Emissions

（t）

150

Society

（t）

0.9

137
101

100

0.6

61

61

0.5

64

0.4

50

0.4

0.4

2014

2015

0.3

0

2012

2013

2014

2015

2016

0

(FY)

* Scope: Domestic and overseas business enterprises of the Olympus
Group. However, small businesses are excluded.

2012

2013

0.3

2016

(FY)

* Scope: Domestic and overseas business enterprises of the Olympus
Group. However, small businesses are excluded.

■■Water/Waste◎ Water Use/Wastewater Results
FY2016 Results
Water use:

Main Measures

6.1% decrease● Improvements in water use processes● Implementation of anti-leak measures during equipment inspections(compared to FY2015)

Olympus uses water mainly for cleaning components and other purposes during production processes as well as in its
dining halls. We set targets individually at those business facilities that use large amounts of water and encourages the
reduction in the amount of water used and wastewater. In fiscal 2016, as water leakage of underground pipelines at the
Olympus Nagano Facility was inspected and repaired, the amount of water used reduced. Also at Aizu Olympus, theamount of water used reduced by minimizing cleaning time and controlling water, etc. at the water cleaning process.
Having also set standards that are stricter than the laws and regulations in each region, Olympus painstakingly
controls the quality of water discharge at its business facilities.

◎ Water Use◎ Wastewater(10 thousand m 3)

Groundwater

2,000

1,500
1,000
500
0

1,403
610

793
2012

1,316

1,354

1,295

560

570

584

756
2013

784
2014

711
2015

(10 thousand m 3)

Piped water

2,000

1,216
542

1,403

1,000

719

500

674
2016

1,500

0

(FY)

*Scope: Manufacturing and development sites in Japan and overseas(Some production sites in North America and small businesses are
excluded.)

Public water areas

Sewage systems

1,316

1,354

1,295

680

701

763

684

636

653

532

477

2012

2013

2014

2015

2016

1,216
739

(FY)

*Scope: Manufacturing and development sites in Japan and overseas(Some production sites in North America and small businesses are
excluded.)

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Environment◎ Waste Results
FY2016 Results
Waste discharged:

Main Measures

5.2% increase● Reduction of process defects● Recycling organic solvents● Improvement in recycling rate by thorough separation and other measures(compared to FY2015)

Olympus is advancing methods to reduce the amounts of waste produced and disposed of at landfills at each of its
business facilities. Although the amount of waste increased in fiscal 2016 because of the packaging materials, etc., thatwere used in transferring the production lines between sites, improvements made in the manufacturing process reduced
our processing losses. At the Shirakawa Factory, waste solvents are being distilled and recycled. KeyMed (Medical &Industrial Equipment) Ltd., has reduced the volume of waste for incineration by exhaustive separating and recycling.
◎ Waste discharged/Landfill and Recycle Rate
（t）

8,000

Waste discharged

Recycling rate (%)

Landfill

6,000

5,774

5,802

4,000

83

83

5,772

100

5,877
83

83

6,181

90

84

80

2,000

70

179

182

180

180

160

0
2012
2013
2014
2015
2016 (FY)*Scope: Manufacturing & development sites in Japan and overseas (Someproduction sites in North America and small businesses are excluded.)0◎ Chemical Substance Safety and Control
FY2016 Results

Main Measures

Emissions and Movements of PRTR Class 1Designated Chemical Substances:
decrease (compared to FY2015)6.7%● Substitution of PRTR-designated chemicals with other substances through material
developments● Reduced usage of PRTR-designated chemical substances

Setting targets individually at each of its business sites, the Olympus Group is making progress in the reduction of PRTRdesignated chemical substances. At Aizu Olympus, improvements made to the light guides that form part of medical
endoscopes has reduced the amount of lead used.
◎ Emissions and Movements of PRTR Class 1-DesignatedChemical Substances
（t）

30

22.4
20

20.9

19.3

19.3

2014

2015

18.0

10

0

2012

2013

2016

(FY)

*Scope: Manufacturing and development sites in JapanOLYMPUS CSR REPORT 201764

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Environment◎ Olympus Group Site Data
Company/Facility

Japan
Asia
EuropeCO2

Water used

Waste
discharged

Amountrecycled(t-CO2e)(thousand
m 3)

(t)

(t)

Technology Development Center,
Ishikawa Facility

Hachioji-shi, Tokyo

9,222

103

382

382

Technology Development Center,
Utsugi Facility

Hachioji-shi, Tokyo

1,760

18

70

70

Nagano Facility Tatsuno

Tatsuno-machi,
Kamiina-gun, Nagano

17,345

350

503

498

Nagano Facility Ina

Ina-shi, Nagano

1,783

16

89

82

Hinode Plant

Hinode-cho,Nishitama-gun, Tokyo

1,452

7

45

45

Aizu Olympus Co., Ltd.

Aizu-Wakamatsu-shi,
Fukushima

13,870

219

486

453

Aomori Olympus Co., Ltd.

Kuroishi-shi, Aomori

4,052

31

193

193

Olympus Terumo
Biomaterials Corp.

Nagaizumi-cho, Suntogun, Shizuoka

1,537

6

14

10

Shirakawa Olympus Co., Ltd.

Nishigo-mura,Nishishirakawa-gun,
Fukushima

4,059

38

395

332

Olympus (Shenzhen) Industrial Ltd.

Guangdong Province,
China

27,599

169

592

537

Olympus (GuangZhou) Industrial Co., Ltd

Guangzhou, China

1,024

7

88

85

Olympus Vietnam Co., Ltd.

Dong Nai Province,
Vietnam

6,997

142

776

444

Olympus Winter & Ibe GmbH

Hamburg, Germany

1,229

15

311

297

KeyMed (Medical & Industrial Equipment) Ltd.

Essex, U.K.

871

23

431

409

Algram Group Ltd.

Devon, U.K.

49

3

83

17

Gyrus ACMI, Inc.

Massachusetts, U.S.A.

5,626

17

348

116

Olympus Scientific Solutions Americas Corp.

Massachusetts, U.S.A.

2,020

―

―

―

Olympus America Inc.

California, U.S.A.

1,155

11

154

154

Olympus Corporation

Americas

Location

Olympus Medical Systems
Corp.

Mishima Plant

National Service Center* Olympus Group’s production sites in Japan and overseas

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Environment

Environmentally Conscious Products
Product Life Cycle Assessments
The Olympus Group works to develop products and production technologies that show consideration for safety and forthe environment. Having in 2003 established its Eco-Products Administration Rules, a voluntary standard relating to theenvironmental considerations of our products, we continue to certify our products as Olympus Eco-Products.
In addition, a life cycle assessment (LCA) is performed at each stage of a product’s life cycle to assess its impact on
the environment at the product development stage and from procurement through manufacture, distribution, use and final
disposal. Clarifying the environmentally conscious aspects that differ for each product, we have set them as items for theenvironmental consideration standard.
Examples of Environmentally Conscious Products
The Olympus Group works to show consideration for the environment through the products in each of its business fields.

Medical Business
VISERA ELITEⅡ Video System Center
OLYMPUS OTV-S300(part of the surgical endoscopy system)< Main Product Features >1. Compatible with infrared (IR) observation
2. R educed size and weight of product, minimizing the physical burden on
physicians and medical staff< Environmentally Conscious Aspects >Compact design achieves reductions in size and weight of roughly 30%
compared to previous comparable products.

Scientifi­c Solutions Business
BX53M/BXFM System Microscope< Main Product Features >1. Designed to be even easier to use, with the addition of units that facilitate
aperture adjustment and switching between different observation
methods
2. S
 uitable for a wide range of applications, with a high degree of
expandability made possible by an extensive range of units< Environmentally Conscious Aspects >Having adopted LEDs for the microscope’s light sources, plans were madeto both increase the service life of the light sources and reduce power
consumption.

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Camera and Audio Business
OLYMPUS OM-D E-M1 Mark Ⅱ Mirrorless Camera< Main Product Features >1. Continuous high-speed shooting and auto focus to capture each moment; AF/AE
tracking for continuous shooting at 18 frames per second.
2. S
 mall, compact and with outstanding functionality and reliability, in addition to a
design resistant to dust, moisture and low temperatures (-10°C).

Voice-Trek VN-541PC IC Recorder< Main Product Features >1. One-Touch Direct Recording ensuring you will not miss the moment you want torecord.
2. Recording Scene Select allows the recorder to control detailed settings automatically.
<Environmentally Conscious Aspects> (shared by both products)l In accordance with the “Act on Promotion of Recycling of Small Waste Electrical andElectronic Equipment”*1 and the guidelines formulated by the Camera & Imaging
Products Association (CIPA)*2, battery recycling is encouraged by having not incorporated the batteries into the device
bodies and by having adopted a rechargeable battery and a retractable battery compartment cover to facilitate battery
removal.
l Reduced power consumption when in use and when on standby*1 F
 or more details please visit:
http://www.env.go.jp/recycle/recycling/raremetals/law.html (Only in Japanese)*2 F or more details please visit:
http://www.cipa.jp/env/documents/j/assessmentguide_20160419.pdf (Only in Japanese)

Products that Contribute to Solving Environmental Issues
Utilized even at the forefront of automobile and aircraft development with the aim of improving the efficient use of energy
and the recycling facilities, Olympus products contribute to solving environmental issues.
VANTA X-Ray Fluorescence Analyzer
Assisting in hazardous substance analysis and resource recycling< Main Product Features >1. Nondestructive measurement of substances (elements) in the target object by typeand content
2. S mall and light for easy measurement on the spot
3. Complies with dustproof and waterproof standard IP65*3.
4. U
 se for quality inspections at production sites, selecting recycled raw materials,
inspecting hazardous metals, etc.
*3 International standard on dust and moisture resistance established by the International
Electrotechnical Commission. The tens digit shows the dust resistance grade and the ones digit
shows the moisture resistance grade

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Environment

IPLEX NX Industrial Videoscope
Contributing to the realization of a society that emits only small amounts of CO2< Main Product Features >1. Used in the inspection and diagnosis of the internal parts of machinery
2. R eproduces even the slightest defect in a sharp, clear image
3. Used for inspections of wind power generation facilities and of automobiles
competing on low fuel consumption as well as of aircraft engines

Recycling Small Rechargeable Batteries, Containers and Packaging Materials
Under the Act on the Promotion of Effective Utilization of Resources and as a member of the Japan Portable Rechargeable
Battery Recycling Center (JBRC), Olympus is cooperating in collecting and recycling small rechargeable batteries.
Containers for individual packaging and packaging materials used for products are being identified to allow sorted
collection. Under the Act on the Promotion of Sorted Garbage Collection and Recycling of Containers and Packaging and
as a member of the Japan Containers and Packaging Recycling Association, Olympus is also cooperating in recycling.
At the same time, we are making efforts to promote effective use of resources to cut down the volume of container andpackaging materials used.

Environmental Accounting◎ Environmental Costs
Grouping
Costs inside Business Area
Prevention of Public
Nuisance Cost
Global Environmental
Content
Conservation Cost
Resource Circulation
Cost
In Upstream Costs
In Downstream Costs
Environmental Management Activity Costs
R&D Costs
Costs of Social Activities
Costs for Damaged Environment
Total(Millions of yen)

FY2014
Investment
Cost
70
1,302

FY2015Investment
Cost
278
778

FY2016
Investment
Cost
328
588

36

1,100

30

565

38

397

34

31

247

35

290

35

0

171

1

178

0

156

1
0
0
0
0
0
72

97
8
386
95
3
0
1,891

1
0
0
0
0
0
279

86
8
366
96
6
0
1,340

1
0
10
0
0
0
339

70
5
379
34
1
0
1077

◎ Environmental Effects
Quantitative Effects of Environment
Preservation
CO2 emissions (t-CO2)
Waste Discharged (t)Effects inside
3
Business Area Water Usage (10000m )Chemical Substances
Transferred/Discharged (t)Revenue
Bene­fits
Cost Savings

FY2014FY2015FY201651,4852,521
87

51,3192,370
90

55,718
2,535
82

19

19

18

Economic Benefits of Environmental Protection
Revenues from Sales of Valuable Recycled Substances
Energy Costs
Costs of Water Usage
Disposal Contracting Costs

Change from Previous Fiscal Year
0
-148
1
15

Target period: April 1, 2014–March 31, 2017
Scope: Head office functions, manufacturing companies and distribution companies in Japan
Notes: 1) Tabulation based on “Environmental Accounting Guideline 2005.”
2) Cost and depreciation that cannot be separated clearly in environmental management are not divided proportionately. 
Full amount has been excluded from the calculations.

OLYMPUS CSR REPORT 2017

68

(Millions of yen)

GRI Guideline Reference Chart
The information contained within this report conforms to Global Reporting Initiative (GRI) Sustainability Reporting
Guidelines 4.0.
Also shown are references to the GC Principles applied by Olympus as a signatory of the United Nations Global
Compact, and IS0 26000.
◎ General Standard Disclosures
Description *Core Indicator

Item

Page

GC
Principles

ISO
26000

Strategy and Analysis
G4-1*

G4-2

a. Provide a statement from the most senior decision-maker of theorganization (such as CEO, chair, or equivalent senior position) about
the relevance of sustainability to the organization and the organization’s
strategy for addressing sustainability.

a. Provide a description of key impacts, risks, and opportunities.

Organizational Profile
G4-3*

a. Report the name of the organization.

Message from the
President

3‐4

Message from the
President
Special Feature 1
Risk Management
System

3‐4
5-10
25

Company Outline
Business Overview andMarkets Served
Company Outline

13

Business Areas

13

Company Outline
Business Overview andMarkets Served

13

4.7
6.2
7.4.2

13

G4-4*

a Report the primary brands, products, and services.

G4-5*

a. Report the location of the organization’s headquarters.
a. Report the number of countries where the organization operates,
and names of countries where either the organization has significant
operations or that are specifically relevant to the sustainability topics
covered in the report.
a. Report the nature of ownership and legal form.
a. Report the markets served (including geographic breakdown, sectors
served, and types of customers and beneficiaries).
a. Report the scale of the organization.
· Total number of employees· Total number of operations· Net sales (for private sector organizations) or net revenues (for public
sector organizations)· Total capitalization broken down in terms of debt and equity (for private
sector organizations)· Quantity of products or services provided
a. Report the total number of employees by employment contract andgender.
b. Report the total number of permanent employees by employment typeand gender.
c. Report the total workforce by employees and supervised workers andby gender.
d. Report the total workforce by region and gender.
e. Report whether a substantial portion of the organization’s work is
performed by workers who are legally recognized as self-employed, orby individuals other than employees or supervised workers, including
employees and supervised employees of contractors.
f. Report any significant variations in employment numbers (such as
seasonal variations in employment in the tourism or agriculturalindustries).
a. Report the percentage of total employees covered by collective
bargaining agreements.

Employment-Related
Data

30

6

Labor-Management
Consultation30

3

G4-12*

a. Describe the organization’s supply chain.

―

G4-13*

a. Report any significant changes during the reporting period regarding
the organization’s size, structure, ownership, or its supply chain.
· Changes in the location of, or changes in, operations, including facility
openings, closings, and expansions· Changes in the share capital structure and other capital formation,
maintenance, and alteration operations (for private sector organizations)· Changes in the location of suppliers, the structure of the supply chain, orin relationships with suppliers, including selection and termination

N/A

G4-6*
G4-7*
G4-8*

G4-9*

G4-10*

G4-11*

Commitments to External Initiatives
G4-14*

a. Report whether and how the precautionary approach or principle isaddressed by the organization.

G4-15*

a. List externally developed economic, environmental and social charters,
principles, or other initiatives to which the organization subscribes or
which it endorses.

OLYMPUS CSR REPORT 201769

Company Outline
Financial Highlights

14-16

14-16

13
13

CSR Promotion
Structure
Risk Management
SystemCommitment to External
Initiatives

25
25
28

Commitment to External
Initiatives

28

6.3.106.4.16.4.2
6.4.3
6.4.4
6.4.5
6.8.5
7.8
5.2

Description *Core Indicator

G4-16*

Item

a. List memberships of associations (such as industry associations)and national or international advocacy organizations in which theorganization:· Holds a position on the governance body
· Participates in projects or committees· Provides substantive funding beyond routine membership dues
· Views membership as strategic

Page

GC
Principles

ISO
26000

―

Identified Material Aspects and Boundaries
G4-17*

G4-18*
G4-19*

G4-20*

G4-21*

G4-22*
G4-23*

a. List all entities included in the organization’s consolidated financial
statements or equivalent documents.
b. Report whether any entity included in the organization’s consolidated
financial statements or equivalent documents is not covered by thereport.
a. Explain the process for defining the report content and the Aspect
Boundaries.
b. Explain how the organization has implemented the Reporting Principles
for Defining Report Content.
a. List all the material Aspects identified in the process for defining reportcontent.
a. For each material Aspect, report the Aspect Boundary within theorganization.
l Whether the Aspect is material within the organizationl If the Aspect is not material for all entities within the organization (asdescribed in G4-17), select one of the following two approaches andreport either:– The list of entities or groups of entities included in G4-17 for which the
Aspect is not material or– The list of entities or groups of entities included in G4-17 for which the
Aspects is materiall Specific limitation regarding the Aspect Boundary within theorganizationa. For each material Aspect, report the Aspect Boundary outside theorganization.
· Whether the Aspect is material outside of the organization· If the Aspect is material outside of the organization, identify the entities,groups of entities or elements for which the Aspect is material. In
addition, describe the geographical location where the Aspect is material
for the entities identified.
· Specific limitation regarding the Aspect Boundary outside theorganization
a. Report the effect of any restatements of information provided inprevious reports, and the reasons for such restatements.
a. Report significant changes from previous reporting periods in the Scopeand Aspect Boundaries.

Stakeholder Engagement
G4-24*
G4-25*
G4-26*

G4-27*

a. Provide a list of stakeholder groups engaged by the organization.
a. Report the basis for identification and selection of stakeholders withwhom to engage.
a. Report the organization’s approach to stakeholder engagement,
including frequency of engagement by type and by stakeholder group,
and an indication of whether any of the engagement was undertaken
specifically as part of the report preparation process.
a. Report key topics and concerns that have been raised throughstakeholder engagement, and how the organization has responded tothose key topics and concerns, including through its reporting. Report
the stakeholder groups that raised each of the key topics and concerns.

Report Profile
G4-28*
G4-29*
G4-30*
G4-31*

a. Reporting period (such as fiscal or calendar year) for information
provided.
a. Date of most recent previous report (if any).
a. Reporting cycle (such as annual, biennial).
a. Provide the contact point for questions regarding the report or its
contents.

Organizations Coveredby the Report――G4-32*OLYMPUS CSR REPORT 2017

70

5.2
7.3.2
7.3.3
7.3.4

―

―

―
Organizations Coveredby the Report

2

Examples ofCommunication with
Stakeholders

17―
Examples ofCommunication with
Stakeholders

17

Examples ofCommunication with
Stakeholders

17

Period Covered by theReportPublication Date
Publication Date
Back cover

GRI Content Index

a. Report the ‘in accordance’ option the organization has chosen.
b. Report the GRI Content Index for the chosen option (see tables below).
c. Report the reference to the External Assurance Report, if the reporthas been externally assured. (GRI recommends the use of external
assurance but it is not a requirement to be ‘in accordance’ with the
Guidelines.)2

This chart

5.3

2
2
2

Back
cover

7.5.3
7.6.2

Description *Core Indicator

Item

Page

GC
Principles

ISO
26000

Assurance

G4-33*

a. Report the organization’s policy and current practice with regard toseeking external assurance for the report.
b. If not included in the assurance report accompanying the sustainability
report, report the scope and basis of any external assurance provided.
c. Report the relationship between the organization and the assurance
providers.
d. Report whether the highest governance body or senior executives
are involved in seeking assurance for the organization’s sustainability
report.

Assurance Statement
related to GHG
Emissions79-80

Corporate Governance
Structure(Annual Report)

18

CSR Promotion
Structure25

CSR Promotion
Structure25

Governance

Governance Structure and Composition
a. Report the governance structure of the organization, including
committees of the highest governance body. Identify any committees
G4-34*
responsible for decision-making on economic, environmental and social
impacts.
a. Report the process for delegating authority for economic, environmental
G4-35
and social topics from the highest governance body to senior executives
and other employees.
a. Report whether the organization has appointed an executive-level
position or positions with responsibility for economic, environmental
G4-36
and social topics, and whether post holders report directly to thehighest governance body.
a. Report processes for consultation between stakeholders and thehighest governance body on economic, environmental and social
G4-37
topics. If consultation is delegated, describe to whom and any feedback
processes to the highest governance body.
a. Report the composition of the highest governance body and its
committees.
· Executive or non-executive· Independence· Tenure on the governance body
G4-38
· Number of each individual's other significant positions and commitments,
and the nature of the commitments· Gender· Membership of under-represented social groups· Competences relating to economic, environmental and social impacts· Stakeholder representation
a. Report whether the Chair of the highest governance body is also an
G4-39
executive officer (and, if so, his or her function within the organization’s
management and the reasons for this arrangement).
a. Report the nomination and selection processes for the highest
governance body and its committees, and the criteria used fornominating and selecting highest governance body members, including:· Whether and how diversity is considered
G4-40· Whether and how independence is considered· Whether and how expertise and experience relating to economic,
environmental and social topics are considered· Whether and how stakeholders (including shareholders) are involved
a. Report processes for the highest governance body to ensure conflicts ofinterest are avoided and managed. Report whether conflicts of interestare disclosed to stakeholders.
G4-41· Cross-board membership· Cross-shareholding with suppliers and other stakeholders· Existence of controlling shareholder· Related party disclosures
Highest Governance Body’s Role in Setting Purpose, Values, and Strategy
a. Report the highest governance body’s and senior executives’ roles inthe development, approval, and updating of the organization’s purpose,
G4-42value or mission statements, strategies, policies, and goals related toeconomic, environmental and social impacts.
Highest Governance Body’s Competencies and Performance Evaluation
a. Report the measures taken to develop and enhance the highest
G4-43
governance body’s collective knowledge of economic, environmental
and social topics.
a. Report the processes for evaluation of the highest governance body’s
performance with respect to governance of economic, environmental
and social topics. Report whether such evaluation is independent or not,and its frequency. Report whether such evaluation is a self-assessment.
G4-44
b. Report actions taken in response to evaluation of the highest
governance body’s performance with respect to governance ofeconomic, environmental and social topics, including, as a minimum,changes in membership and organizational practice.
Highest Governance Body’s Role in Risk Management
a. Report the highest governance body’s role in the identification andmanagement of economic, environmental and social impacts, risks,and opportunities. Include the highest governance body’s role in theG4-45
implementation of due diligence processes.
b. Report whether stakeholder consultation is used to support the highest
governance body’s identification and management of economic,
environmental and social impacts, risks, and opportunities.

OLYMPUS CSR REPORT 201771―

Corporate Governance
Structure(Annual Report)

18

Corporate Governance
Structure(Annual Report)

18

Corporate Governance
Structure(Annual Report)

18

6.2
7.4.3
7.7.5

Corporate Governance
ReportCorporate Governance
Structure
CSR Promotion
Structure

18
25

6.2
7.4.3
7.7.5
6.2
7.4.3
7.7.5

―

―

Corporate Governance
Structure
Risk Management
System

18
25

6.2
7.4.3
7.7.5

Description *Core Indicator
G4-46

Item

a. Report the highest governance body’s role in reviewing the effectivenessof the organization’s risk management processes for economic,
environmental and social topics.

Corporate Governance
Structure
Risk Management
SystemCSR Promotion
Structurea. Report the frequency of the highest governance body’s review of
economic, environmental and social impacts, risks, and opportunities.
Highest Governance Body’s Role in Sustainability Reportinga. Report the highest committee or position that formally reviews andG4-48
approves the organization’s sustainability report and ensures that all―material Aspects are covered.
Highest Governance Body’s Role in Evaluating Economic, Environmental and Social Performance
Corporate Governancea. Report the process for communicating critical concerns to the highest
StructureG4-49
governance body.
CSR Promotion
Structurea. Report the nature and total number of critical concerns that wereG4-50
communicated to the highest governance body and the mechanism(s)―used to address and resolve them.
Remuneration and Incentives
a. Report the remuneration policies for the highest governance body andsenior executives.
· Fixed pay and variable pay:
– Performance-based pay– Equity-based pay– Bonuses– Deferred or vested shares· Sign-on bonuses or recruitment incentive payments
G4-51(Annual Report)· Termination payments· Clawbacks· Retirement benefits, including the difference between benefit schemes
and contribution rates for the highest governance body, senior
executives, and all other employees
b. Report how performance criteria in the remuneration policy relate
to the highest governance body’s and senior executives’ economic,
environmental and social objectives.
a. Report the process for determining remuneration. Report whether
remuneration consultants are involved in determining remuneration
G4-52
and whether they are independent of management. Report any other(Annual Report)
relationships which the remuneration consultants have with theorganization.
a. Report how stakeholders’ views are sought and taken into accountG4-53
regarding remuneration, including the results of votes on remuneration―
policies and proposals, if applicable.
a. Report the ratio of the annual total compensation for the organization’s
highest-paid individual in each country of significant operations to theG4-54―
median annual total compensation for all employees (excluding thehighest-paid individual) in the same country.
a. Report the ratio of percentage increase in annual total compensation
for the organization’s highest-paid individual in each country of
G4-55
significant operations to the median percentage increase in annual total―compensation for all employees (excluding the highest-paid individual)
in the same country.
Ethics and Integrity
The Olympus Group’s
Corporate Philosophy
a. Describe the organization’s values, principles, standards and norms ofand CSR
G4-56*
behavior such as codes of conduct and codes of ethics.
Olympus Group
Corporate Conduct
Chartera. Report the internal and external mechanisms for seeking advice on
Compliance Promotion
G4-57
ethical and lawful behavior, and matters related to organizational
Systemintegrity, such as helplines or advice lines.
a. Report the internal and external mechanisms for reporting concerns
about unethical or unlawful behavior, and matters related toCompliance Hotline
G4-58
organizational integrity, such as escalation through line management,
Systems
whistleblowing mechanisms or hotlines.
G4-47

OLYMPUS CSR REPORT 2017

72

Page

GC
Principles

ISO
26000

18
25
25
6.2
7.4.3
7.7.5
6.2
7.4.3
7.7.5

18
25

6.2
7.4.3
7.7.5

1
20

10

21

10

22

10

4.4
6.6.3

◎ Specific Standard Disclosures
Description *Core Indicator

G4-DMA

Item

a. Report why the Aspect is material. Report the impacts that make this
Aspect material.
b. Report how the organization manages the material Aspect or its
impacts.
c. Report the evaluation of the management approach.
· The mechanisms for evaluating the effectiveness of the management
approach· The results of the evaluation of the management approach· Any related adjustments to the management approach

Employment and Labor
Management Systems
Occupational Safety
and Health Promotion
Structure
Health Management
Support System
Promotion Structure
System for Promoting
an Active Role forDiverse Human
Resources
Systems andMechanisms (Human
Rights)Systems andMechanisms (FairBusiness Practices)
Environmental
Management

Page

GC
Principles

29
31
33
36
39
41
43
56

ISO
26000

6
7.3.1
7.4.3
7.7.3
7.7.5

Economic

Economic Performance
G4-EC1

6.8.16.8.2,
6.8.3,
6.8.7,
6.8.9

Financial Highlights(Fiscal Year Ended
March 31, 2016)

Direct economic value generated and distributed

Financial implications and other risks and opportunities for theorganization’s activities due to climate change
G4-EC3Coverage of the organization’s defined benefit plan obligations
G4-EC4
Financial assistance received from government
Market Presence
Ratios of standard entry level wage by gender compared to local minimum
G4-EC5wage at significant locations of operation
Proportion of senior management hired from the local community at
G4-EC6significant locations of operation
Indirect Economic Impacts
Development and impact of infrastructure investments and services
G4-EC7supported
G4-EC8Significant indirect economic impacts, including the extent of impacts
Procurement Practices
Proportion of spending on local suppliers at significant locations of
G4-EC9operation
G4-EC2

―

10

―
―

6.5.5
6.8.7

―

6

―

6

―
―
―

Environmental

Materials
G4-EN1
G4-EN2
EnergyMaterials used by weight or volume
Percentage of materials used that are recycled input materials

G4-EN3

Energy consumption within the organization

G4-EN4

Energy consumption outside of the organization

G4-EN5

Energy intensity

G4-EN6

Reduction of energy consumption

G4-EN7

Reductions in energy requirements of products and services

Material Balance―
Energy/AtmosphericReleaseEnergy/AtmosphericReleaseEnergy/AtmosphericReleaseEnergy/AtmosphericReleaseWater
G4-EN8
Total water withdrawal by source
G4-EN9Water sources significantly affected by withdrawal of water
G4-EN10 Percentage and total volume of water recycled and reused
Biodiversity
Operational sites owned, leased, managed in, or adjacent to, protected
G4-EN11areas and areas of high biodiversity value outside protected areas
Description of significant impacts of activities, products, and services on
G4-EN12 biodiversity in protected areas and areas of high biodiversity value outside
protected areas
G4-EN13 Habitats protected or restored
Total number of IUCN Red List species and national conservation list
G4-EN14
species with habitats in areas affected by operations, by level of extinction
risk

OLYMPUS CSR REPORT 2017

73

60

7, 8
8

6.5.4

61

7, 8

6.5.4

61

8

6.5.4

61

8

6.5.4

61

8, 9

―
Water/Waste
―
―

8, 9
63

6.5.4
6.5.5
6.5.4
6.5.5

7, 8
8
8

6.5.4

8

6.5.6

―
―
―
―

Description *Core Indicator

Item

Page

Emissions
Energy/AtmosphericReleaseEnergy/AtmosphericReleaseEnergy/AtmosphericReleaseEnergy/AtmosphericReleaseEnergy/AtmosphericRelease

G4-EN15

Direct greenhouse gas (GHG) emissions (Scope 1)

G4-EN16

Energy indirect greenhouse gas (GHG) emissions (Scope 2)

G4-EN17

Other indirect greenhouse gas (GHG) emissions (Scope 3)

G4-EN18

Greenhouse gas (GHG) emissions intensity

G4-EN19

Reduction of greenhouse gas (GHG) emissions

G4-EN20

Emissions of ozone-depleting substances (ODS)―

G4-EN21

NOx, SOx, and other significant air emissions

Energy/AtmosphericRelease61-63

Effluents and Waste

61

8

61

8, 9
7, 8

63

G4-EN23

Total weight of waste by type and disposal method
Total number and volume of significant spills

Water/Waste
Environmental Risk
Management

63

G4-EN24

6.5.3

8

57-58

6.5.3
6.5.4

6.5.3

6.5.3
6.5.4
6.5.6

―

Extent of impact mitigation of environmental impacts of products andservices

Environmentally
Conscious Products

G4-EN28

Percentage of products sold and their packaging materials that arereclaimed by category―

Supplier Environmental Assessment

6.5.3
6.5.5

―

G4-EN27

Total environmental protection expenditures and investments by type

6.5.5

61

Water/Waste

G4-EN317, 8

61

Total water discharge by quality and destination

Compliance
Monetary value of significant fines and total number of non-monetary
G4-EN29
sanctions for non-compliance with environmental laws and regulations
Transport
Significant environmental impacts of transporting products and other
G4-EN30 goods and materials for the organization’s operations, and transporting
members of the workforce
Overall

ISO
26000

61

G4-EN22Weight of transported, imported, exported, or treated waste deemed
G4-EN25 hazardous under the terms of the Basel Convention2 Annex I, II, III, and
VIII, and percentage of transported waste shipped internationallyIdentity, size, protected status, and biodiversity value of water bodies andG4-EN26 related habitats significantly affected by the organization’s discharges ofwater and runoff
Products and Services

GC
Principles

66

7, 8, 98

6.5.3,
6.5.4,
6.5.5,
6.7.5
6.5.3,
6.5.4,
6.7.5

Environmental Risk
Management

57-58

8

4.6

Energy/AtmosphericRelease

61-62

8

6.5.4
6.6.6

Environmental
Accounting

68

7, 8, 96.5.16.5.2

8

6.3.5
6.6.6
7.3.1

G4-EN32

Percentage of new suppliers that were screened using environmental
criteria―

G4-EN33

Significant actual and potential negative environmental impacts in the
supply chain and actions taken

Supplier Survey and
Improvement Activities
Initiatives with Suppliers
Green Procurement

27
41
59

Environmental Risk
Management

57-58

8

6.3.6

Employment-Related
Data

30

6

6.4.3

Environmental Grievance Mechanisms
Number of grievances about environmental impacts filed, addressed, and
G4-EN34
resolved through formal grievance mechanisms

SocialLabor practices and decent work
Employment
Total number and rates of new employee hires and employee turnover by
G4-LA1age group, gender, and region
Benefits provided to full-time employees that are not provided to
G4-LA2
temporary or part-time employees, by significant locations of operation
G4-LA3Return to work and retention rates after parental leave, by gender

Labor/Management Relations
G4-LA4

Minimum notice periods regarding operational changes, including whether
these are specified in collective agreements

Occupational Health and Safety
Percentage of total workforce represented in formal joint managementG4-LA5
worker health and safety committees that help monitor and advise on
occupational health and safety programs
Type of injury and rates of injury, occupational diseases, lost days, and
G4-LA6absenteeism, and total number of work-related fatalities, by region and bygenderOLYMPUS CSR REPORT 2017

74

6.4.4
6.8.7

―
Employment-Related
Data

30

6

6.4.4

Minimum Notice Period
Regarding Operational
Changes

30

3

6.4.3
6.4.5

Labor-Management
Consultation

30

6.4.6

Safety & Health
Promotion Activities

31-32

6.4.6
6.8.8

Description *Core Indicator

Item

Workers with high incidence or high risk of diseases related to theiroccupation
G4-LA8
Health and safety topics covered in formal agreements with trade unions
Training and Education
Average hours of training per year per employee by gender, and by
G4-LA9employee category
Programs for skills management and lifelong learning that support theG4-LA10continued employability of employees and assist them in managing career
endings
Percentage of employees receiving regular performance and career
G4-LA11development reviews, by gender and by employee category
Diversity and Equal Opportunity
G4-LA7G4-LA12Composition of governance bodies and breakdown of employees per
employee category according to gender, age group, minority groupmembership, and other indicators of diversity

Equal Remuneration for Women and Men
G4-LA13

Ratio of basic salary and remuneration of women to men by employee
category, by significant locations of operation

Supplier Assessment for Labor Practices
Percentage of new suppliers that were screened using labor practices
G4-LA14
criteria
Significant actual and potential negative impacts for labor practices in the
G4-LA15
supply chain and actions taken
Labor Practices Grievance Mechanisms
Number of grievances about labor practices filed, addressed, and resolved
G4-LA16
through formal grievance mechanisms
Human Rights
Investment
Total number and percentage of significant investment agreements andG4-HR1
contracts that include human rights clauses or that underwent humanrights screening
Total hours of employee training on human rights policies or procedures
G4-HR2concerning aspects of human rights that are relevant to operations,
including the percentage of employees trained
Non-discrimination
G4-HR3

Total number of incidents of discrimination and corrective actions taken

Page

GC
Principles

―
―

6.4.6

―
Systems andMechanisms (Training
and Education)

6―
Employment-Related
Data
Diversity of Human
Resources

30
39

―

6

6.4.7

6

6.2.3,
6.3.7,
6.3.10,6.4.3

6

6.3.7,
6.3.10,6.4.3,
6.4.4
6.3.5
6.4.3
6.6.6
7.3.1

―
Supplier Survey and
Improvement Activities

Operations and suppliers identified in which the right to exercise freedomof association and collective bargaining may be violated or at significant
risk, and measures taken to support these rights

27
41

―

6.3.6

―

2

6.3.3
6.3.5
6.6.6

―

1

6.3.5

―

6

6.3.6,
6.3.7,
6.3.10,
6.4.3

3

6.3.3,
6.3.4,
6.3.5,
6.3.8,
6.3.10,6.4.5,
6.6.6

5

6.3.3,
6.3.4,
6.3.5,
6.3.7,
6.3.10,6.6.6,
6.8.4

4

6.3.3,
6.3.4,
6.3.5,
6.3.10,6.6.6

1

6.3.4,
6.3.5,
6.6.6―

1

6.3.4,
6.3.6,
6.3.7,
6.3.8,
6.6.7,
6.8.3―

1

6.3.3,
6.3.4,
6.3.5

Initiatives with Suppliers
Human Rights Due
Diligence

41
42

Forced or Compulsory Labor

G4-HR5

Operations and suppliers identified as having significant risk for incidents
of forced or compulsory labor, and measures to contribute to theelimination of all forms of forced or compulsory labor

Supplier Survey and
Improvement Activities
Initiatives with Suppliers
Human Rights Due
Diligence

27
41
42

Supplier Survey and
Improvement Activities
Initiatives with Suppliers
Human Rights Due
Diligence

27
41
42

Security Practices
G4-HR6Percentage of security personnel trained in the organization’s humanrights policies or procedures that are relevant to operations

Security Practices
G4-HR7

Percentage of security personnel trained in the organization’s humanrights policies or procedures that are relevant to operations―

Indigenous Rights

G4-HR8

Total number of incidents of violations involving rights of indigenous
peoples and actions taken

Assessment
G4-HR9Total number and percentage of operations that have been subject tohuman rights reviews or impact assessments

OLYMPUS CSR REPORT 2017

75

6.4.7
6.4.7
6.8.5

36

Freedom of Association and Collective Bargaining

G4-HR4ISO
26000

Description *Core Indicator

Item

Page

Supplier Human Rights Assessment
G4-HR10Percentage of new suppliers that were screened using human rights
criteria―

G4-HR11Significant actual and potential negative human rights impacts in the
supply chain and actions taken

Supplier Survey and
Improvement Activities
Initiatives with Suppliers

Human Rights Grievance Mechanisms
Number of grievances about human rights impacts filed, addressed, and
G4-HR12resolved through formal grievance mechanisms
Society
Local Communities
G4-SO1

G4-SO2―

Operations with significant actual or potential negative impacts on local
communities

―

ISO
26000

2

6.3.3,
6.3.4,
6.3.5,
6.6.6

1

6.3.6

1

6.3.9,
6.5.16.5.2,
6.5.3,
6.8
6.3.9,
6.5.3
6.8

10

6.6.16.6.2
6.6.3
6.6.16.6.2,
6.6.3,
6.6.6
6.6.16.6.2
6.6.3

10

6.6.16.6.2
6.6.4

27
41

―

Percentage of operations with implemented local community engagement,
impact assessments, and development programs

GC
Principles

Anti-corruption
G4-SO3

Total number and percentage of operations assessed for risks related tocorruption and the significant risks identified―

G4-SO4

Communication and training on anti-corruption policies and proceduresCompliance Education
Prevention of Bribery

23
43

G4-SO5

Confirmed incidents of corruption and actions taken

Status of Legal
Compliance24

Public Policy
G4-SO6

Total value of political contributions by country and recipient/beneficiary―

Anti-competitive Behavior
G4-SO7

Total number of legal actions for anti-competitive behavior, anti-trust, andmonopoly practices and their outcomes

Compliance
Monetary value of significant fines and total number of non-monetary
G4-SO8sanctions for non-compliance with laws and regulations
Supplier Assessment for Impacts on Society

G4-SO9Percentage of new suppliers that were screened using criteria for impacts
on society

Significant actual and potential negative impacts on society in the supply
chain and actions taken
Grievance Mechanisms for Impacts on Society
G4-SO10

G4-SO11

Number of grievances about impacts on society filed, addressed, andresolved through formal grievance mechanisms

Status of Legal
Compliance

Supplier Survey and
Improvement Activities―

G4-PR1

Percentage of significant product and service categories for which healthand safety impacts are assessed for improvement―

G4-PR2

Total number of incidents of non-compliance with regulations andvoluntary codes concerning the health and safety impacts of products andservices during their life cycle, by type of outcomes―

Product and Service Labeling

G4-PR3

OLYMPUS CSR REPORT 2017

76

24

―

4.6
6.3.5,
6.6.16.6.2,
7.3.1
6.6.6,
6.8.16.8.2,―

Product Responsibility
Customer Health and Safety

Type of product and service information required by the organization’s
procedures for product and service information and labeling, andpercentage of significant product and service categories subject to suchinformation requirements

6.6.16.6.2
6.6.5
6.6.7

―

27
6.3.6
6.6.16.6.2
6.8.16.8.2

6.7.16.7.2,
6.7.4,
6.7.5,
6.8.8
4.6,
6.7.16.7.2,
6.7.4,
6.7.5,
6.8.8
6.7.16.7.2,
6.7.3,
6.7.4,
6.7.5,
6.7.9

Description *Core Indicator

Item

G4-PR4

Total number of incidents of non-compliance with regulations andvoluntary codes concerning product and service information and labeling,by type of outcomes―

G4-PR5Results of surveys measuring customer satisfaction―

Marketing Communications
G4-PR6
Sale of banned or disputed products
G4-PR7Page

GC
Principles―

Total number of incidents of non-compliance with regulations andvoluntary codes concerning marketing communications, including
advertising, promotion, and sponsorship, by type of outcomes―
4.6
6.7.16.7.2
6.7.3

―

Customer Privacy
G4-PR8

Total number of substantiated complaints regarding breaches of customer
privacy and losses of customer data―

6.7.16.7.2
6.7.7

―

4.6
6.7.16.7.2
6.7.6

Compliance
G4-PR9

Monetary value of significant fines for non-compliance with laws andregulations concerning the provision and use of products and services

ISO
26000
4.6,
6.7.16.7.2,
6.7.3,
6.7.4,
6.7.5,
6.7.9
6.7.16.7.2
6.7.6◎ The Ten Principles of the UN Global Compact
Environment
Principle 7: Businesses should support a precautionary approach toenvironmental challenges;
Principle 8: undertake initiatives to promote greater environmental
responsibility; andPrinciple 9: encourage the development and diffusion ofenvironmentally friendly technologies.

Human Rights
Principle 1: Businesses should support and respect the protection ofinternationally proclaimed human rights; andPrinciple 2: make sure that they are not complicit in human rights
abuses.
Labor
Principle 3:
Principle 4:
Principle 5:
Principle 6:

Businesses should uphold the freedom of associationand the effective recognition of the right to collective
bargaining;
the elimination of all forms of forced and compulsory
labor;
the effective abolition of child labor; andthe elimination of discrimination in respect of
employment and occupation.

Anti-Corruption
Principle 10: Businesses should work against corruption in all its
forms, including extortion and bribery.

◎ ISO 26000: Core Social Responsibility Subjects and Issues
Core Subject

IssuesCore Subject
Fair operating
practices

Organizational
governance

6.2

Organizational governance

Human rights

6.3.3

Due diligence

6.3.4

Human rights risk situations

6.3.5

Avoidance of complicity

6.3.6

Resolving grievances

6.3.7

Discrimination and vulnerable groups

6.3.8

Civil and political rights

6.3.9

Economic, social and cultural rights

6.3.10Fundamental principles and rights at work

6.4.3

Employment and employment relationships

6.4.4

Conditions of work and social protection

6.4.5

Social dialogue

6.4.6

Health and safety at work

6.4.7

Human development and training in theworkplace

6.5.3

Prevention of pollution

6.5.4

Sustainable resource use

6.5.5

Climate change mitigation and adaptation

6.5.6

Protection of the environment, biodiversity
and restoration of natural habitats

Labor
practicesThe
environment

ConsumerissuesCommunity
involvement
anddevelopment

OLYMPUS CSR REPORT 201777

Issues
6.6.3

Anti-corruption

6.6.4

Responsible political involvement

6.6.5

Fair competition

6.6.6

Promoting social responsibility in the value
chain

6.6.7

Respect for property rights

6.7.3

Fair marketing, factual and unbiased
information and fair contractual practices

6.7.4

Protecting consumers’ health and safety

6.7.5

Sustainable consumption

6.7.6

Consumer service, support, and complaintand dispute resolution

6.7.7

Consumer data protection and privacy

6.7.8

Access to essential services

6.7.9

Education and awareness

6.8.3

Community involvement

6.8.4

Education and culture

6.8.5

Employment creation and skills development

6.8.6

Technology development and access

6.8.7

Wealth and income creation

6.8.8

Health6.8.9

Social investment

Assurance Statement related to GHG Emissions◎ Assurance Statement related to GHG Emissions (1/2)

OLYMPUS CSR REPORT 201779◎ Assurance Statement related to GHG Emissions (2/2)

OLYMPUS CSR REPORT 201780

Olympus Corporation
CSR Planning & Administration Department, CSR Division
Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome, Shinjuku-ku, Tokyo 163-0914, Japan

Olympus Corporation Social Responsibilities Activities website

TEL: +81-3-6901-9299

E-mail: csr_info@ot.olympus.co.jp

http://www.olympus-global.com/en/csr/