OLYMPUS CSR DATA BOOK

2019

About the Editing Process

Period Covered by the Report [Fiscal year ending March 2019:
April 1, 2018–March 31, 2019]

From 2018, the Olympus Group’s Annual Report changed it styleas an Integrated Report. Detailed information related to CSR will be
published in the Olympus CSR DATA BOOK.
The reporting format used in this CSR DATA BOOK is in line withthe standard disclosure items of the Global Reporting Initiative (GRI)
Sustainability Reporting Standard, 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.

The report contains some information outside this period.
■■Publication Date

[Annual publication (Japanese and English editions)]●● Japanese edition: August 27, 2019

(The previous edition was published on September 5, 2018. The
publication of the next edition is scheduled for August 2020.)●● English edition: September 27, 2019
(The previous edition was published on September 28, 2018. The
publication of the next edition is scheduled for September 2020.)

Reference Guidelines●● GRI, Sustainability Reporting Standard■■Information Disclosure/Distribution MediaThe report does not, however, address all of the requirements of
the “comprehensive” and “core” level options of the guidelines.
●● Environmental 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.

The Olympus Group is ramping up efforts to disclose and distributeinformation in a bid to provide stakeholders with a deeper
understanding of its activities. Excluding the Integrated Report
and CSR DATA BOOK, the principal tools used to disclose andcommunicate this information are as follows:●● Principal corporate information disclosure and distribution

media

External Assurance

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

Scope of external assurance: The amounts of CO2 emissions andenergy consumption
Scope 1, Scope 2, Scope 3 (Category 1-15), energy consumption(including breakdown), water use, and waste discharged
External Assurance Organization: Lloyd’s Register Quality
Assurance Limited (LRQA)●● Financial information disclosure and distribution media

https://www.olympus-global.com/en/ir/data/• Corporate Governance• Securities Reports and other materials●● CSR related information disclosure and distribution media

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

Organizations Covered by the Report
In principle, the organizations covered by this DATA BOOK are as
follows (any change in the reporting organizations covered withrespect to a specific matter is identified separately).
●● Corporate governance: The Olympus Group●● Social aspects: The Olympus Group (However, some part of
information such as human resources, etc. covers Olympus
Corporation or domestic Olympus Group)●● Environmental aspects: Olympus Corporation, Olympus Medical
Systems Corporation, and their main domestic and overseas
business enterprises. (However, small businesses are excluded.)

Inquiries on this CSR DATA BOOK:
https://contact.olympus.co.jp/webapp/form/20709_nqeb_15/index.do

Note: A s the environmental performance data has been revised
due to expansion of the coverage of information disclosure,the data values may differ from past disclosed environmental
performance.

Disclaimer
This report includes past and present performance details of
the Olympus Group, and outlines the Group’s plans and outlook
as of the date of publication, along with forecasts based on
management plans and policies. These forecasts represent
assumptions and determinations based on information available tomanagement as of the date of the report. Accordingly, the actual
results of future activities and events may differ materially fromforecasts due to a variety of factors.

The descriptions used herein denote the following.
• Olympus Group: Olympus Corporation, subsidiaries and affiliates(in Japan and overseas)• Olympus: Olympus Corporation• Olympus Group in Japan: Major subsidiaries and affiliates inJapanContents
About the Editing Process / ContentsCommunication with Stakeholders

12Society
Employment and Labor Relations
Occupational Safety and HealthTraining and Education
Diversity and Equal Opportunity
Human Rights
Fair Business Practices
Product Responsibility
Social Contribution Activities

GovernanceCompliance
CSR Management

38*P lease refer to the following website for details regarding theGroup’s Corporate Governance.

13
15
20
22
28
30
37
43

https://www.olympus-global.com/company/governance/

Environment
Environmental Management
Environmental Performance

45
50

Independent Assurance Statement Related toEnvironmental Data
GRI Content Index

61
63

OLYMPUS CSR DATA BOOK 20191

GovernanceSociety

Environment

Communication with Stakeholders
The Olympus Group is committed to “making people’s lives healthier, safer, and more fulfilling.” This is our
corporate philosophy and the fundamental concept underlying our activities, enabling us to respond to thehighest expectations of our stakeholders, conduct ourselves as a model corporate citizen, and work towards
sustainable growth together with society.
In acting as a global company to address the issues of international society, we are participating in the
UN Global Compact, reporting our CSR activities to them and conducting studies into what we can do tocontribute to the Sustainable Development Goals (SDGs).

Examples of Communication with Stakeholders
Customers
The Olympus Group actively promotes dialogue
with its customers through each of its Medical,
Scientific Solutions, and Imaging businesses. In
doing so, the Group strives to better understanda wide range of diverse potential needs and to
propose and provide products and services in atimely manner.
Customer call centers dedicated tocustomer services have been set up in Japanand overseas by each business. In addition to
support for resolving problems for customers,
the contents of such inquiries are being used in
the company for improvements.

Shareholders and Investors
The Olympus Group complies with the Fair
Disclosure Rules set out in the Financial
Instruments and Exchange Act and discloses
corporate data including its management
policies, its financial status, business activities,
CSR activities, etc., in a fair, timely, appropriate
and active manner according to its “Information
Disclosure Policy” On our website, efforts arebeing made to publish such information in both
Japanese and English to fulfill our information
disclosure requirements.

Suppliers
Once a year, the Procurement Policy Meetingis held with key domestic suppliers for eachbusiness for the purpose of sharing with them
the business strategies and procurement policyof the Olympus Group.
In addition, Compliance Helpline, a service
to receive inquiries on compliance, handles
reports from the Olympus Group in Japan andfrom suppliers with which Olympus has direct
trade relations.

Employees
To plan and operate the systems and measuresthat support diverse human resources, the
Human Resources Division holds dialogs with
employees and the labor union. Regular labormanagement meetings are being held with thelabor union on the central and business site
levels, including semiannual meetings with theCentral Labor Standards Council, to improve
working conditions and reform the corporate
culture.

Communities
We actively participate in various community
activities as part of our efforts to inform a wide
range of stakeholders, including communities,
schools and businesses located near ourbusiness facilities, about the activities of the
Olympus Group. We also organize facility tours
and work experience opportunities based on
the characteristics of each business site. Other
initiatives include the provision of instructors toschools, and participation in and support forcommunity events.

National and Local Governments
We are actively involved in a wide range ofsocial contribution activities in cooperation
with national and local governments. As part ofODA education organized in cooperation with
the Japan International Cooperation Agency(JICA) and the Japanese School in Bangkok, inthe fiscal year ended March 2019 we provided
children with opportunities to discover, among
other things, the role the endoscope plays invarious applications.

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

OLYMPUS CSR DATA BOOK 20192

GovernanceSociety

Environment

Compliance
Basic Stance & Policy
Olympus Group Corporate Conduct Charter
The Olympus Group adopted the Olympus Group Corporate Conduct Charter and Code of Ethics in
September 2004 as the basis of all Group employee actions. 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.
In response to a series of problems concerning false statements for the purpose of deferring recordof losses in the Annual Securities Reports uncovered in 2011, we revised the Olympus Group Corporate
Conduct Charter and Code of Ethics in June 2012 to promote thorough compliance by reflecting discussions
among workplace leaders as well as the opinions of 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. We modified the Olympus Corporate
Philosophy in May 2018, and the Corporate Conduct Charter has been revised accordingly.
We work 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.
◎ Olympus Group Corporate Conduct CharterAll our activities are based on our corporate philosophy of “Making people’s lives healthier, safer and more
fulfilling.” Following this philosophy, 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.
All members of the management team and all employees of the Olympus Group hereby pledge to act inaccordance with the Corporate Conduct Charter in their global corporate activities.
1. Adherence to High Ethical Standards
We will prioritize the spirit of complianceunder any circumstances and will nevertolerate any action that violates laws andregulations, social norms or internal rules.
We will create an environment within theorganization where no concern pertaining
to compliance will be ignored.
Moreover, we will implement training
and provide guidance to all parties
concerned.
We will consistently oppose anyantisocial force or organization posing
a threat to the order and safety of civilsociety and completely dissociateourselves from any relation with them.
2. Respect for Human Rights
In all corporate activities, the Olympus
Group will respect all internationallyrecognized human rights and will prohibit
forced labor, child labor 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 rolein helping people around the world leadhealthier and more fulfilling lives. To
enhance people’s lives, the Olympus Groupwill continue to offer innovative value. To
that aim, we constantly seek to provide
safe, high quality products and services
that engender loyalty and affection for ourbrand and that are meaningful to society,while taking sufficiently stringent measures
to protect customers’ information.
4. Working Environments with Vitality
The Olympus Group will provide a safeand healthy working environment whereindividuality and diversity are respected
and personal development is fostered.
This environment will allow employees
to strive for the highest level of skill andknowledge, and enable the innovative
creation of value sought by society. We will
aim to create working environments with ahigh level of transparency in management,
to share information without seeking tohide or obfuscate unfavorable truths, andan atmosphere in which free and vigorous
discussion is encouraged

5. Harmony with the Environment
Respecting the importance of people’ssafety and health and the essential roleof nature in supporting their lives, theOlympus Group will contribute to a healthy
environment and pursue sustainable
development of society through businessactivities and technological developmentsthat are in harmony with nature.
6. Contribution to Society
The Olympus Group is always mindfulof the impact our decisions have on
stakeholders and society, and wewill actively seek out the voices of
stakeholders, including customers,
business partners, shareholders,
employees and communities, and sincerely
respond to their questions, concerns andneeds. The Olympus Group regards itself
as a citizen in each of the communities
where employees live and work, and we
recognize the importance of supporting
community organizations, programs andactivities. Additionally, we will always
respect the culture and practices of thecountries and regions where the Group
engages in business.
Revised on April 27, 2018

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

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Environment

Promotion System
Compliance Promotion System
In order to clarify who is responsible for compliance-related issues, the Olympus Group has appointed a Chief
Compliance Officer (CCO) as a global compliance supervisor. (A deputy CCO was also appointed in fiscal 2018)
Moreover, we have also established a Compliance Committee, which is composed of outside directors,
the CCO, and an external member (external lawyer in fiscal 2018), which serves as an advisory body to theBoard of Directors. The chair is elected by mutual vote from outside directors. Meeting on a quarterly basis inprinciple, Compliance Committee members oversee and improve compliance systems, report compliancerelated matters to the Board of Directors, and upgrade related systems to prevent compliance infractions.
We have also established the Global Compliance Committee (GCC), which is composed of the CCO andRegional Chief Compliance Officers (RCOs), in order to implement compliance-related policies and measures
globally, understand regional 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 are reported by the CCO on a regular basis to theCompliance Committee and are discussed at Board of Directors’ meetings as needed.
◎ Compliance Promotion Structure
General Meeting of Shareholders
Compliance Committee

Members: Outside Directors, Non-Olympus Members, CCO

Reports

Reports/Proposals
Instructions/Advice

Board of Directors

Reports/Proposals

President

Requests

Chief Compliance Officer (CCO)

Executive Management
Committee

Global Compliance Committees (GCC)CSR Committee

Members: CCO, RCO

Each Organization
Each Regional Headquarter
Regional Chief Compliance Officers (RCO)

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Systems and Mechanisms
Compliance Hotline Systems
In an effort to maintain compliance, the Olympus Group has established compliance hotline systems for eachregional headquarter in 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 andoperates two contact points, an internal one as well as an external one managed by an independent attorney.
In addition to using the Compliance Helpline anonymously, whistleblowers are protected by our in-house rulesthat contain explicit provisions on the assurance of anonymity when reporting cases and a prohibition on unfair
treatment. Moreover, regarding the external contact point, the attorney providing the service will not, without theapproval of the whistleblower, reveal any information that could be used to identify the individual to staff within
the company of the internal contact point, thereby providing greater assurance of anonymity. In keeping withthe 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 theAmericas as well as external reporting lines in Asia/Oceania. Internal contact points in the United States areoverseen by employees who are certified lawyers.
In fiscal 2018, the Group introduced the Global Hotline internal reporting system to receive reports in
multiple languages from around the world on a 24/7 basis. The system has been put into operation in regional
headquarters that have completed the required preparations.
■ Facilitating an Atmosphere That Encourages the Use of Compliance Helpline
In Japan, we maintain an atmosphere that encourages employees to use the Compliance Helpline byenhancing internal reporting systems through appropriate revisions of various operating regulations, whileraising awareness of this system through e-learning programs, compliance handbooks, and intranet bulletinboards.
Overseas, RCOs are striving to promote the use of internal reporting system through both enhancing andnotifying it.
■ Training of Internal Reporting System Supervisors
With the aim of enhancing the internal reporting system and increasing its trustworthiness, we conduct
systematic training of internal reporting system supervisors in Japan. Beyond supervisors providing guidance totheir replacements, we are working to systematically and continuously improve supervisor responsiveness byrequiring 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.
Furthermore, the number of cases of harassment (power harassment, sexual harassment, etc.) is higher
than in any other category, and accounts for a third of all the reports received in Japan, regardless of the fiscal
year.
◎ Number of Compliance Hotline Reports and Inquiries in Japan
External contact point

Internal contact point(Number of reports and inquiries)

80

75

70
60
50

50

50

50

38

39

37

8

12

11

13

2014

2015

2016

2017

47

40
30
20
10
0

39

60
Internal contact point

15
2018

External contact point(FY)

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Environment

Compliance-related Monitoring of Domestic Affiliated Companies
The status of compliance with important laws and regulations in domestic affiliates of the Olympus Groupin Japan* is being monitored on a quarterly basis. The findings are published by the Compliance Promotion
Committee and shared together with responses from the principal business divisions responsible for monitoring
important laws and regulations, to contribute to reinforcing compliance at affiliates in Japan.
* The following 15 companies: Olympus Medical Systems, Olympus Medical Science Sales, Nagano Olympus, Aizu Olympus, Aomori Olympus, Shirakawa
Olympus, TmediX, Olympus Digital System Design, Olympus Terumo Biomaterials, Olympus Memory Works, Olympus Logitex, AVS, Olympus Systems,
OLYMPUS RMS, and Olympus-Supportmate.

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, the Olympus Group is enhancing its complianceeducation. 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 and training methods in accordance with thecharacteristics 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 (Olympus Group in Japan)
Category

Target

MethodExecutive
officers

Group training

Outside instructors conduct lectures on
management compliance.

Frequency of program: 1
Number of participants: 23

Allemployees

E-learning andgroup training

Education on compliance helpline

Frequency of program: 1
Number of participants:
13,618Alldomestic
employees

Distribute Compliance Handbooks containing explanations of
the management philosophy and corporate code of ethics aswell as a Q&A summary(The Compliance Handbook has been revised with an updated
Olympus Group Corporate Philosophy.)Frequency of program:
As needed
Target: New employees,
midcareer employees,
etc.

Education in
Important Laws
and Regulations

Allemployees

E-learning andgroup training

Education on compliance helpline
Provide more comprehensive education
programs to departments and supervisorsthat are deeply involved with key laws andregulations related to management

Frequency of program: 1
Number of participants:
12,456(employees in medical
care-related business)

Rank-SpecificEducation

People at
specific
ranks

Group training

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

Frequency of program:
As needed in accordancewith the plan

Messagesfrom Senior
ManagementAll
employees

Intranet

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

Message from the CCO
Frequency of program: 1(October)Management
DialogOpportunities

Managers
and
employees

Town meetings

At town meetings, Group company top
management explains the importance ofcompliance.
Town meetings held on an ongoing basis(include affiliates and local corporations)

Small town meeting by the
RCO
Frequency of program: 1
Number of participants: 71(10 divisions)

GeneralDescription

OLYMPUS CSR DATA BOOK 20196

Results

GovernanceSociety

Environment◎ Strengthening Compliance with Key Laws and Regulations
Jurisdiction

Name of Law/Regulation, etc.

Laws, regulations andguidelines in Japan

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
Transparency guidelines for the medical device industry in relation to medical institutions, etc.
(formulated by the Japan 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

Laws, regulations andguidelines in othercountries

Foreign Corrupt Practices Act (FCPA, United States)
U.K. Bribery Act 2010 (United Kingdom)
Anti-Kickback Statute (United States)
OECD agreements concerning the prevention of the bribery of foreign public officials in internationalcommercial 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

Small Town Meeting Led by the RCO
In response to the message from the CCO released during October, which is the Compliance Month, we
held small town meetings by regional compliance officers (RCO) in Japan in order to “raise awareness thatcompliance is part of daily business activities.”
Based on the results of action conducted for the first time last year, 10 divisions in the Olympus Group in
Japan were selected for 71 employees, regardless of job rank, to express freely their doubts and dissatisfaction
felt in day-to-day business performance through lively exchanges of views and question-and-answer sessions
with the RCO.
The findings from the meeting were shared with the Compliance Promotion Committee. At the sametime, all questions were brought back to the compliance division, and they could reply to their answers to theconcerned divisions.

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CSR Management
CSR Promotion Structure and Risk Management
CSR Promotion Structure
To enhance the CSR promotion structure, Olympus established the CSR Committee in fiscal 2010. Under theumbrella 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. We aim to penetrate and establish CSR throughout the
Olympus Group by having the CSR Committee support the decisions made by the President, who is ultimately
responsible for CSR, and overseeing the promotion and progress of important matters.
◎ CSR Committee and Promotion Committees (Fiscal 2018)
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
The Olympus Group manages risk from both the defensive aspect of preventing fraud or accidents and theproactive aspect of aggressively taking risks that are sound to achieve sustainable growth and create corporate
value.
A crisis management process has also been established to minimize the impact of unforeseen incidents on
corporate value.
<Risk Management>
The implementation status of risk management for each Olympus Group’s region and organization is reported
to global headquarter through international meetings. In addition, risk assessments conducted by members of
the Board of Directors are used in making our business plans and policies. These plans are used to manage
our businesses with risk transparency from the medium- to long-term perspective and in line with the changes
in both the internal and external environments.
<Crisis management>
Any major incident that is highly likely to affect business management in the Olympus Group is reported
promptly to the president and directors and handled appropriately by the managers in coordination with
relevant divisions.
We prioritize business continuity plans (BCPs) for preparedness in the event of major earthquakes as a key
part of our risk reduction activities. We continue to improve our disaster prevention and mitigation activities, andhold various activities to enhance BCP effectiveness through training and drills.

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In response to the increase in devastating natural disasters in Japan, such as the heavy rains in western Japanand the succession of giant typhoons, we conducted surveys to assess the potential flooding and landslidedisasters at our business sites around Japan. Overseas, on the other hand, we are implementing BCP activities
mainly for fire disasters in Vietnam where our production site is located.

◎ Risk Management System (Fiscal 2018)
President
Responsible for Group
Risk Management

Crisis Response Team(activated in the event of acrisis)CSR Committee
Global Chief Risk
Management Officer

Internal Control
Management Dept.

Risk Management
Promotion Committee
Each Department andWorksite

Policy of Risk Management and Crisis Response
Based on the Corporate Conduct Charter as well as on our corporate philosophy of “Making people’s lives healthier, safer andmore fulfilling,” which provide the basis for all corporate activities, the Olympus Group will conduct global risk-management
activities to obviate and to mitigate the risks that might prevent the achievement of its group management objectives. In theevent that a risk arises, the Olympus Group will promptly and appropriately take actions to minimize any crisis and damage.
1. Basic Purpose■ To secure the safety of customers, regional residents, officers, employees and their families■ To keep the managerial resources intact and ensure the continuity of business■ To improve the quality of business management and increase the corporate value

2. Action Guidelines■ We respond to stakeholders' expectation by managing risks integrally on a company-wide basis, and through responses

implemented with sufficient consideration for social demand and/or change.

■ We incorporate risk management into our day-to-day global business activities.
■ We integrate risk management consciousness throughout our organizations and members, and continuously increase ourrisk response ability, through global risk management activities.

■ We take prompt, responsible actions prioritizing human life and safety in case of emergency.

3. Establishment of a Risk Management System■ We will establish a risk management system and a crisis response system, and clarify the related responsibilities in order toensure conducting risk mitigation activities and making appropriate management and responses in case of emergencies.

4. Establishment of Rules■ We will establish the in-house rules to clarify the measures to be implemented, in order to ensure conducting appropriate

risk mitigation activities and making appropriate responses in case of emergencies.

5. Education■ We will provide necessary education and training so that each organization and all personnel in the Group will be able toact appropriately in line with the Action Guidelines to meet the Basic Purpose as described in this policy.

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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 and sustainable 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. Since then, Olympus has disclosed its basic stance on procurement both internally and externallythrough its website and training sessions, while strengthening compliance with laws, regulations and social
norms. We have also established the “Request to Suppliers” as a concrete guideline for complying with laws,
regulations and social norms, including respect for human rights and the elimination of antisocial forces,prohibiting corruption and bribes, promoting fair and lawful transactions, and taking the environment into
consideration. In selecting new suppliers, we review their current response to compliance with social norms
and environmental issues as one of our screening criteria.
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
In line with the following principles and based on our corporate philosophy of "Making people's lives healthier, safer and more
fulfilling," which provide the basis for all corporate activities, the Olympus Group procures the materials and services necessary
for the manufacture of our products.
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 thesame.
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
endeavors 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 trade with
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 and safetyassurance and a stable supply, management stability, technical capabilities, security of information, respect for the intellectual
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.

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Environment

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

Once a year, Olympus holds the Procurement Policy Meeting with key domestic suppliers (about 1,000
companies extracted from our business condition) for each business for the purpose of sharing with them thebusiness strategies and procurement policy of the Olympus Group.
In fiscal 2018, 677 representatives from 475 suppliers participated. We explained compliance matters thatall suppliers should know, such as conflict minerals and human rights issues, and asked for their cooperation intackling these problems.
◎ Key Evaluation Items in Supplier Survey for Initiatives
with Suppliers● Supplier survey and improvement activities

Once a year, Olympus conducts a web-based
survey of 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 BCPs.
In fiscal 2018, survey was conducted on roughly
950 companies, including overseas suppliers.
Responses were received from approximately 92%.
If the survey results show that a supplier does notsatisfactorily comply with legal and social norms
and environmental protection and needs to improve,
on-site audit is conducted and they must implement
corrective actions in order to meet the points listed
in our Request to Suppliers. At the same time,
wherever possible, we recommend self-improvement
actions to prevent the risk of incidents. We conduct
studies for risk assessment in collaboration with withconcerned divisions within the Group companies.

Evaluation
Management
information

Criteria Details
Corporate information
Financial condition

CSR

Compliance with laws, regulations and social
norms
Protection of human rights (child labor, forcedlabor, inappropriate low-wage labor)
Protection of worker rights (labor standards,
occupational safety and health)Protection of the environment (CO2emissions, waste discharged, water usage,
environment-related chemical substances)

BCP

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

Acquisition of ISO 9000 and ISO 14000
Procurement and process management
Environment and(5Ms (materials, methods, measurement,
qualitymachinery, manpower), change information,
noncompliant treatments)● Response to Conflict Minerals

Delivery

Production plans
Progress and distribution management

Information
protection

Personal and confidential information
Intellectual property
Computer security

The Olympus Group upholds international efforts toresolve the problem of conflict minerals*. On behalfof the Olympus Group, Olympus 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 chains and 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 in earnest to cut
off the supply of funds to armed groups. Other movements by international organizations, governments, NGOs and industry organizations to solve thisproblem include the publication of the Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas by
the Organization for Economic Cooperation and Development (OECD).

OLYMPUS CSR DATA BOOK 201911

GovernanceSociety

Environment■ Education for Adhering to Subcontract Act
The Subcontract Act is regarded as one of the important applicable laws by Olympus, and Olympus engages
in a wide range of activities to ensure compliance. The participation rate for the Subcontract Act e-learning
programs for all employees of Group companies in Japan has reached 100%.
In addition, we hold workshops for the representatives responsible in our domestic Group companies,
to which we invite attorneys who specialize in the Subcontract Act as guest speakers and sponsored by the
Small and Medium Enterprise Agency of the Ministry of Economy, Trade and Industry. Also, we have conductedinternal workshops for the procurement divisions in coordination with both the manufacturing and procurement
divisions. These workshops drew 340 participants and resulted in a greater understanding of the SubcontractorAct.
We will continue to confirm group-wide compliance and organize training programs to enhance ourobservation of the Subcontract Act.
■ Expansion of Scope of Compliance Helpline
Since June 2012, suppliers that have direct business transaction with the Olympus Group in Japan have hadaccess to the Compliance Helpline, the internal reporting system at Olympus. In conjunction with guidance
provided on our website, we proactively engage with suppliers.
Starting in fiscal 2018, we introduced a Global Hotline, an internal reporting system that receives reports
from around the world in multiple languages on a 24/7 basis. The system has been introduced at those regional
headquarters who have completed the required preparations. We have introduced the system at all domestic
Olympic Group companies since April 2019.

Commitment to External Initiatives
In October 2004, Olympus joined the U.N. Global Compact, agreeing to uphold its 10principles.
The Global Compact (GC) is a voluntary initiative to create a global framework within
which companies can contribute to good corporate citizenship and sustainable growththrough responsible and creative leadership. The 10 principles of the Global Compact
are incorporated into our Corporate Conduct Charter and related policies, and arereflected in our business activities.
Olympus has supported initiatives on climate change as a signatory to the Global
Compact “Caring for Climate” since 2009, and announced its support for Global
Compact Network Japan’s “Tokyo Principles for Strengthening Anti-Corruption
Initiatives” in April 2018.

External Evaluation of CSR Management (Fiscal 2018)
FTSE4Good Global Index Series
Olympus has been selected as a stock for inclusion in the FTSE4Good Global IndexSeries, an investment index consisting of the best companies in the world in terms ofsocial responsibility.
FTSE Blossom Japan Index Series
Olympus has been selected to FTSE Blossom Japan Index, designed to measure
the performance of Japanese business enterprises showing excellence in theenvironmental, social and governance (ESG) criteria.

OLYMPUS CSR DATA BOOK 201912

GovernanceSociety

Environment

Labor Practices and Decent Work

Employment and Labor Relations
Basic Approach and Policy
The Provision of Fair Opportunities section of the Olympus Human Rights and Labor Policy (see page 28)
clearly states that “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 andimprove their abilities as well as opportunities to work, develop their abilities and gain promotion according totheir level of competency.” We endeavor to reflect this stance.
In April 2019 we introduced a corporate transformation plan Transform Olympus, a global-scale humanresources development system that serves as the basis for our global employees to follow our Corporate
Philosophy (Our Purpose and Our Core Values), and to encourage each employee to take on ambitious
challenges for personal growth.

Management Structure
Employment and Labor Management Systems
In the Olympus Group, the president is ultimately responsible for personnel and labor issues such as humanresource strategy, human resource development and labor management, while the senior executive officer incharge of personnel and labor issues supervises individual activities as a main function of global HR division.
We are working to implement measures relating to labor-related regulations in various countries in eachGroup company and divisions in compliance with the Group’s human resource strategy for optimal business
management utilizing diverse human resources.
As multiple subsidiaries and business group companies of the Olympus Group in Japan are sometimes
located in one facility, each facility has its own facility general manager to ensure the comprehensive
implementation of policies and measures concerning personnel and labor issues.
◎ Organization of Personnel and Labor Issues (Japan)
President

Director in charge of
personnel and labor issues
Human Resources Subcommittee…… Proposes and implements human resource
Human Resources Division
strategies and systems

Facility General Manager

Facility General Manager

Activities include providing advice
on systems related to Group human…… resource strategies and human resource
development, as well as the deliberationof promotions

Facility General Manager…… Labor management
and other activities atindividual facilities
Managers of business divisions such as affiliates and business groups

OLYMPUS CSR DATA BOOK 201913

Facility General Manager

GovernanceSociety

Environment

Employment
Recruitment in Fiscal 2018
Olympus hired 345 employees in fiscal 2018, down by 5% over the previous year. Of these, mid-career
employees accounted for 52% of the total.
Also, the hiring of women was actively promoted in line with the Act on the Promotion and Advancement of
Women, and the percentage of female employees increased by 8% to 24.3%.
Employment of People with Disabilities
Olympus works proactively to employ people with disabilities (physical, mental and intellectual). After
recruitment, they work in a wide range of fields, including general administration and engineering fields that
include manufacturing technology and IT development. At Olympus Support Mate, the special-purpose
subsidiary* established in April 2009, we have created working environments and working conditions thatare appropriate both for the nature of each individual’s disabilities and the required operational requirements
to ensure that they can continue to work in Olympus. In April 2019, a cleaning service group was created by
Olympus Support Mates at the Aizu Olympus to provide jobs and fulfilling lives for persons with disabilities in
the local communities. The number of companies recognized and operating as special-purpose subsidiaries
was increased from five to eight in April, underlining our commitment to employing these groups of people at
Olympus.
*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 is abilities and is deemed as one of thebusiness offices of its parent company.

Employment of the Elderly
In Japan, the Olympus Group has a system to continue employing employees who want to work for theCompany after reaching the retirement age of 60 until they become 65 years old.
In fiscal 2018, 100 people qualified for the program, and 100% of the employees requesting continued
employment were hired accordingly.

Employment and Labor Relations
The Olympus Group values protection of the rights of individual employees in order to offer better value tosociety.
We implement appropriate measures based on human rights viewpoints and the labor-related laws of eachcountry.
Labor-Management Consultations (Japan)
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.
One of the major topics in labor-management consultations in fiscal 2018 was employees’ salaries, which
resulted in an increase in the basic salary of union members.
As of April 1, 2018, 5,890 employees (other than management) were members of the labor union, which
covers 74% of all employees.

OLYMPUS CSR DATA BOOK 201914

GovernanceSociety

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, the Olympus
Group has set forth “Ensuring Occupational Safety and Health” in the “Olympus Group Code of Ethics” andestablished 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. T he 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. T he Olympus Group will implement activities aimed at preventing accidents in the workplace as a part of efforts to eliminate
any and all industrial incidents.

Occupational Safety and Health Promotion Structure
In order to implement the “Occupational Safety◎ Safety & Health Promotion Committeeand Health Basic Policy,” the Olympus Group
Chairman
Personnel Department Manager
has established the “Safety & Health Promotion
Committee,” which is chaired in Japan by the general
Personnel Department
Secretariat
Safety & Health Groupmanager of the Human Resources Division. The
committee members are the representatives of the
Safety & Health Committee in each business of ourheadquarters and in affiliated companies, the labor
union, and the industrial doctors of each site.
Olympus facilities’ and affiliated companies’
The Safety & Health Promotion Committee tracks
Safety & Health Committees
general safety & 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 by presenting 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 healthand health management 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 of the cases
as of fiscal 2018 was 25. We continue to promote various measures to reduce industrial accidents without fail.
In fiscal 2019, we will introduce further training programs designed to reduce industrial accidents (e-learning
programs) for all employees and will ensure that measures to prevent falling from staircases or slipping on
frozen surfaces of winter roads are comprehensively implemented. We will further enhance the measures
to reduce industrial accidents. We will make introduction of measures to prevent industrial accidents a toppriority theme for all Group companies to increase the synergistic effect and accelerate implementation of themeasures.
OLYMPUS CSR DATA BOOK 201915

GovernanceSociety◎ Number of Industrial Accidents(work time lost/no work time lost)Work timelost(Incidents)

30

26

No worktime lost◎ Incidence Ratio of Industrial Accidents(Frequency rate)

31

26

0.8

25

25

Environment

0.65
0.6

20

17

15

0

21

23

9
2014

0.35

0.4

No worktime lost

10

10
5

28

15

0.34
0.2

5

5

2015

2016

3

2

Work time
lost

2017

2018

(FY)

0.19
0

2014

2015

2016

0.12

2017

2018

(FY)

*Number of workers, incl. temporary workers (average total) x 1,920 … (1)Industrial accidents (work time lost) / (1) x 1,000,000 = Incidence ratio◎ Number of Fatal Accidents
Fatal accidents

FY2014FY2015FY2016FY2017FY2018

0

0

0

0

0

Health Management
Basic Approach and Policy
In addition to health management activities as industrial healthcare, in cooperation with the Olympus Health
Insurance Association (hereinafter referred to as “Health Insurance Association”), the Olympus Group in Japansupports health promotion activities for employees in Japan. Since fiscal 2015, we have begun 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.
◎ Realization of a Better Livelihood and Happiness■ 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 Livelihoodand Happiness” for each and every individual.

Employee andfamily members
Realization of a high levelof health awareness andproper lifestyle
Invest in health
Increase vibrancy
and productivity■ Priority Activities(1) Prevention of lifestyle diseases(2) Early detection of cancer(3) Prevention of mental health disorders

Olympus groupin JapanCollaboration

Health insurance

Realize healthy working
environments withvitality(Collaborative health)

Promote the health of
employees andtheir families

OLYMPUS CSR DATA BOOK 201916

Realization of a Better
Livelihood and Happiness

Health promotion activities
Appropriate medical
expensesGovernanceSociety

Environment

Activities in Fiscal 2018 (Japan)■ Health Promotion Activities and Campaign
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 Association topromote health management 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 2019 Certified Health and Productivity Management Organization
Recognition Program
Olympus's activities in employee health management, implemented strategically from a management pointof view, have won three-year consecutive recognition since 2017 from White 500, the Certified Health andProductivity 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
organized in cooperation with health insurance society, etc.
Olympus emphasizes the development of a healthy and vibrant working environment for employees’ minds
and bodies and is proactively implementing measures that include our system for industrial health activities, arange of health examinations, the prevention of lifestyle-related diseases, implementation of cancer screening
tests using endoscopes, and improvements in mental health services.
We plan to continue to work in cooperation with
the Health Insurance Association, for continuing
effort in building a better working environmentand good health for both the employees and theirfamilies. We intend to work actively in promoting
health among employees of the Group companies
in Japan and to contribute to society throughpromotion of health among its customers throughour business activities.

■ Health Declaration and Stop Smoking Promotion in Japan
We have announced the Olympus Health Declaration to promote health awareness among employees andtheir families in April 2018. We have made it a priority to eliminate passive smoking by introducing to complete
a total smoking ban within the premises of all Group companies across Japan by the end of March 2021.
Smoking has now been prohibited at many sites and the initiative is now spreading steadily. At the same time,the Health Insurance Association is organizing support programs for employees who want to quit smoking(recommending online stop smoking program, cost subsidy programs, etc.).
◆ Corporate targets• Complete smoking ban within company buildings: By the end of March 2020
• Complete smoking ban within company premises: By the end of March 2021
• Smoking ban among out-of-office workers during working hours: By the end of March 2021
◆ Health Insurance Association target: Reduce smoking rate to 12% by the end of March 2023

OLYMPUS CSR DATA BOOK 201917

GovernanceSociety

Environment

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 of lifestyle-related diseases, and individual health promotion activities.
◎ Number of Medical Staff and their Number (Japan)
NumberCompany

Industrial doctors

9

Olympus Head Office Human Resources Division

Health workers/nurses

26

Head Office and Group companies

Contracted industrial doctors/mental counselors

9

Head Office and Group companies■ Health Examinations and Health Counseling
In cooperation with the Health Insurance Association, we are enhancing our routine health examination offering
at the Olympus Group in Japan. In optional screening, we have introduced endoscopies.
We are also holding events such as seminars on physical exercise for the prevention of lifestyle-relateddiseases and non-smoking seminars to provide employees with more opportunities to receive advice on theirhealth, including mental health.
We require routine health examinations for expatriate employees sent to work abroad and we follow up
on the health management of employees and their families. We deploy industrial doctors, health workers andnurses 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
Health examinations offer enhanced cancer screening tests using endoscope and support the early detectionof cancer in the Olympus Group in Japan. In fiscal 2018, lectures by prominent speakers were organized toraise the screening rate.
● Most of the cost of cancer screening tests is paid by the Health Insurance Association. (For lung cancer
screening and brain checkup, however, employees pay half of 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)
Gastric cancer (pepsinogenexamination)

35 years and older

100% coverage

35 years and older

100% coverage

Bowel cancer (endoscope)

35 years and older

100% coverage

35 years and older

100% coverage
100% coverage
100% coverage

Once every two years

Abdominal ultrasonography

Women of all ages
Men 50 years andolder
40 years and older

Once every two years
Year that gastroendoscope exam is
not undertaken
Once every three years (40 years
and older)Year that large bowel endoscopeexam is not undertaken
Once every two years

100% coverage

Lung cancer (lung helical CT)

40 years and older

50% (Limit of ¥5,000 including tax)

Once every two years
Individual decides whether toreceive health exam

Bowel cancer (fecal occult
blood test)
Breast cancer/Cervical cancer
Prostate cancer (PSA marker)*Consultation encouraged: For those who have not yet taken the exam from the target age to retirement (depending on item) (periodical recommendations)

OLYMPUS CSR DATA BOOK 201918

GovernanceSociety

Environment■ Mental Health
Combining with the four types of care listed below, we support everything from preventive action to treatment
for the mentally 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 conduct the statutory stress checks all together in our domestic Group. In fiscal 2018, the participation
rate was 95%, with interviews and personalized follow-up provided according to results. The program wascompleted satisfactorily. We continue to review its effective application, as part of our mental health program.
◎ Occupational Safety and Health Initiatives
Priority Initiatives

Priority Topics

Reduce thenumber ofindustrial
accident

Strict legal
compliance

FY2018

Next Fiscal Year●● Report to management in the event of a serious●● Report to management in the event of a serious●● Respond to new revisions based on notification●● Respond to new revisions based on notification

workrelated injury or an equivalent industrial
accident and horizontally expand recurrence
prevention●● Risk prevention training and improvement in risk
assessment●● Rigorous recurrence prevention measures in theevent of a disaster●● Establishment of priority issues in preventing
disasters and review into corrective measures:
Implementation of improvement measures●● 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”)

from the Ministry of Health, Labour, and Welfare●● Reorganization of chemical substances control
system (In areas related to the environment, export
trade, and Occupational Safety and Health)●● Compliance

Health examinations (routine/special/specificprocedures, etc.) and subsequent measures after
the examinations implemented• Responded to overworked people, etc.
●● Implemented health promotion and disease
prevention measures in cooperation with the Health
Insurance Association.
• Offered specific health guidance.
• Seminars (on exercise, diet, mental health, etc.)●● E-mail magazine from the Health Insurance
Association to employees•

Support for
health promotion
activities (datahealth)●● Promoted further mental health education

E-learning program on mental health for new
employees• E-learning program on mental health for managers• Seminars by external counselors, etc.
●● Stress checks
95% participation; conducted appropriate followups based on results.
•

Mental healthsupport●● Group-wide activities in all Group companies in

Measures toprevent passive
smoking andquitting smoking

Japan, established concrete targets and plannedand developed a promotional organization.
●● Wider awareness of activities for all employees (bye-learning)●● Started online quit smoking program.
●● Various promotional measures (No Smoking Day &no smoking campaigns)

workrelated injury or an equivalent industrial accident
and horizontally expand recurrence prevention●● Risk prevention training and improvement in risk
assessment●● Rigorous recurrence prevention measures in theevent of 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
and promotion of awareness (promotion of the
Ministry of Health, Labour and Welfare’s “Stop!
Heatstrokes, Cool Work Campaign”
from the Ministry of Health, Labour, and Welfare●● Improve the chemical substance management

system (related to the environment, exports andoccupational health and safety).

●● Compliance●● Develop measures to improve health literacy.
●● Reinforce activities aimed at preventing thedevelopment of severe illnesses.

●● Support for balancing treatment and work (cancer

treatment)●● Study and implement to improve participation incancer screening programs.

●● Promote further mental health education

Regular reviews of mental health education (age or
rank-specific training, etc.)●● Stress checks & effective use of results• Analyze findings and use them effectively to
improve the workplace environment.
•●● Continue activities to achieve corporate targets.

(Corporate target: Complete smoking ban withincompany premises: By the end of March 2021)●● Promote effective use of the online quit smoking

program.

OLYMPUS CSR DATA BOOK 201919

GovernanceSociety

Environment

Labor Practices and Decent Work

Training and Education
Human Resource Development
Basic Stance on Human Resource Development
Olympus regards “people” as its most important management resource and respects individuals. At the sametime, 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 aself-reliant professional with a mature character and to acquire the ability to respond to changes in society.
We believe it is important to trust in the motivation and vitality of our employees, provide a fair evaluation of
the results based on their specialities and abilities, and treat them fairly. For this purpose, capacity development
guidelines have been established as part of the personnel system for the outcome and achievements requiredof each employee. At the same time, support is provided to enable each employee in the Group in Japan toactively develop their career by improving their competences through the introduction of a goal management/
evaluation system. For example, we have implemented a goal management system that places emphasis
on “greater communication to improve self-management abilities” under the name MBO-S. Based on the
Capability Development Guidelines that define each job-related qualification, we set goals for each six-monthinterval and establish a development cycle to achieve the goals. A Career Management Sheet is used as a tool
to organize information on career planning and to promote communication between managers and employees.
Furthermore, to ensure swift improvements in the performance of our human resource development
system, we monitor the development of each employee and the effect on our investment in human resources.
Promotion Structure of Training and Education
In April 2016, the Olympus Group established the Education & Training Division which charts strategies related
to the training and career development of Olympus Group employees in Japan, and plans and implements
systematic education programs. Education & Training Division has clarified its education program content andpromotion structure in the course of upgrading its training systems over a period of one year. The new training
system consists of “Company-wide Stratified Training,” which forms the basic training given to all employees
in Japan, and “Functional Training,” which includes professional skills training and training programs tailored toindividual circumstances. The Company-wide Stratified Training has been designed to provide and implement
an effective system of training from a medium to long-term perspective. Over the five years starting in fiscal
2017, we are systematically planning and developing a succession of new programs that we will shift fromthe existing training courses. In fiscal 2018, we have developed and implemented programs for from new
employees to third-year employees.
Training and Education System
Olympus conducts more than 250 courses per year, consisting of management training, business training,technical training, training for international business communication, 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 the concept of a “new training system” aimed at effective training from themedium- 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 receivefrom the simultaneous hiring of new graduates. With Functional Training, in addition to the training programs
offered by functional organization focusing on professional skills development, we also offer training programs
that can be selected depending on the needs and circumstances of each employee. E-learning programs thatwere previously managed separately from the Olympus College have also been integrated into one system
platform. We will use this platform to work on improving the effectiveness and efficiency of in-house training tostrengthen capability development.

OLYMPUS CSR DATA BOOK 201920

GovernanceSociety

Environment◎ Overview of New Training System (Olympus)
Company-wide Stratified 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 and organizational
activities

(1st year)

Functional
Training

Age-specificTraining

Role-specific Training
Management training

Qualification-specific Training

New director training
Existing group leader training
New group leader training
Existing team leader training
New team leader training

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

Professional skill
developmenttraining

Mentor training

Writing skill and languages
(Prospective employees)

Manufacturing Technicians Training Program
The Olympus Group regards its manufacturing technicians as an important source of added value.
The domestic Olympus Group provides them with functional training through the Manufacturing
Technicians Training Program. In the Manufacturing Technicians Training Program, we classify skills of
manufacturing technicians into 6 stages, aiming at a planned level-up. Level 1 to 3 new employees are “generaltechnicians,” Level 4 and above are certified as “advanced technicians” with high technical skills. Level 4
employees are referred to as Manufacturing Advisors (MA), Level 5 as Manufacturing Supervisors (MS), andthe highest level 6 as Manufacturing Masters (MM). From new recruits to MMs, we nurture our employees ina planned manner according to their level. As of
April 1, 2019, the cumulative number of advanced◎ Skill Level of Advanced Technician Development
technicians reached 137.
System (Olympus Group in Japan)
We provide training programs oriented toward
certification and programs that allow higher ranking
Advancedcertified technicians to provide assistance to raise
Technicians
Level 6the motivation of each employee.
Entry to the National
MM
Skills Grand Prix,
At the Vietnam factory, where both imaging andinstructing in external
Level 5organizations andmedical products are manufactured, a certification
MS
Skill Dojo (Skill School)
system for bonding and soldering work has been
Level 4MA
introduced. This is designed to upgrade the training
and education programs and contribute to theLevel 3
creation of a global manufacturing system.
General Technicians
Level 2

Level 1OLYMPUS CSR DATA BOOK 201921

Training in OTS and
Skill Dojo, taking
external qualification
exams

GovernanceSociety

Environment

Labor Practices and Decent Work

Diversity and Equal Opportunity
Systems to Improve Work-Life Balance
Work-Life Integration
In 2011, the Olympus Group introduced the concept of Work-Life Integration to help our diverse employees
progress their careers regardless of the life events they are facing. We also implemented a range of activities
under this concept among domestic Group companies, and are aiming to further enhance these measures,
which we believe can lead to synergetic fulfillment in both work and life.
The measures are being implemented under four themes: (1) Promotionof diversity (see page 23 Promoting Diversity); (2) Nurturing the next
generation (see page 23 Promoting Diversity); (3) Enhancing work
Wo rk- Li fe Integ rati o n
productivity; and (4) Promoting health (see page 15 Occupational Safety
and Health).
NursingChildcareWork
Care
We also started Work-Life Integration training for managers on aregular basis in fiscal 2015 in order to disseminate an understanding of theimportance of a management approach that will empower a diverse rangeof human resources. In fiscal 2017, we published a booklet describing our
Civil
Voluntarysystems concerning Work-Life Integration and case studies, to promote
Housework
Activities
Activities
usage of such systems, as well as providing know-how about achieving agood work-life balance.

WLI

Promoting Workstyle Reform and Productivity Enhancement
The Olympus Group in Japan embarked on the Business Process Re-engineering (BPR) Project in July 2016
to strengthen our business and management foundation and to make best use of our organizational strengths.
In collaboration with the Human Resources Division, the BPR Division, which is dedicated to implementing
reforms, is upgrading organizational productivity and further motivating employees through changes inworkstyles and awareness. We are implementing this project as a two-sided program consisting of reforms
in action, aimed at building a better working environment, and reforms in awareness aimed at improving
workplace productivity and changes in workstyles for each employee.
◎ Effects Anticipated by Workstyle Reform
Company
Organizational
productivity

l Enhancing productivity
l Employing excellent
human resourcesl Responding to social
needs

Contribution
Support

Employeesl Promoting good healthl Fulfillment in both workand lifel Trust in company andworkplacel Career development

Motivation

In April 2016, the teleworking scheme has been expanded from workplaces where discretionary work practiced
to other workplaces, in order to make the scheme available to other employees, with the revision of the work
regulations and labor agreement. In April 2019, qualifications criteria have been expanded for application of thescheme to deal with care for family members and for children in sudden illness. As of the date, the scheme now
covers approx. 7,000 workers (approx. 1,280 in the previous fiscal year).
Teleworking has been introduced at Olympus Medical Science Sales in fiscal 2018, extending workstylereform to sales personnel as well.
We are also participating Telework Days, Jisa Biz and 2020 TDM Promotion Project, workstyle reform
activities promoted by the Japanese government in cooperation with the business sector and the Tokyo
Metropolitan Government, for the purpose of dealing with the Olympic and Paralympic Games Tokyo 2020 andbusiness activities concurrently.

OLYMPUS CSR DATA BOOK 201922

GovernanceSociety

Environment

Welfare System
The Olympus Group implements welfare systems suited to different countries and regions.
In Japan, we provide employees with a welfare system to share the healthcare, childcare/nursing careand self-enlightenment expenses they have to pay. Specifically, we give priority to implementing measures
to support employees who in need of support for home nursing care, home bathing services, babysitting,childcare facilities and language learning, including employees who are strongly committed to selfdevelopment.
◎ Major Welfare System
SystemDescription

Coverage

Pension

Legally designated system

Across the Olympus Group(including non-full-time employees)

Childcare leave

Longer than legally specified
number of days

Olympus Group in Japan

Promoting Diversity◎	The Olympus Group’s Approach on the Human
Resources Utilization toward Sustainable Growth

For the Olympus Group, which is propelling its
business globally, utilization of diverse humanresources has a significant influence in our business.
We believe that maintaining an awareness of
the importance of diverse human resources inprogressing every aspect of our human resource
strategy provides work satisfaction to each employee.
We are proactively promoting the empowermentof women in workplaces in Group companies both
inside and outside Japan.

Sustainable
GrowthEnhancing
Productivity

Personal Growth

Workstyle Reform & Diversity

Note: For more details on the measures of Olympus Corporation ofAmerica, please visit the link below.
https://www.olympus.co.jp/csr/special/06

Creating an environment where all areable to realize their abilities

Compliance

Expectations of Society

Cutting down on long working
hours and promoting paid leave

Building a better
work environment

Promotion Structure
At the Olympus Group in Japan, the Human Resources Division serves as the center for dialogue with
employees and the labor union, providing systems to support an active role for diverse human resources andappropriately drafting and implementing measures. In fiscal 2017, we established the dedicated organization fordiversity to reinforce our promotion structure.
The organization for diversity has the following five missions:
1. C reating the Diversity Policy and announcing it inside and outside the Group
2. M
 anaging Group companies’ diversity promotion
3. C reating and promoting the Olympus diversity measures (women’s empowerment, employment ofpeople with disabilities, and reemployment after retirement)
4. Providing Olympus diversity education and managing legal compliance
5. Promoting workstyle reforms
In fiscal 2017, we established rules specific to Japan to promote diversity in the six priority areas of gender(women), persons with disabilities, nursing caregivers, the elderly, sexual minorities and foreigners.
OLYMPUS CSR DATA BOOK 201923

GovernanceSociety

Environment

GrowthPromoting the Advancement of Women
Olympus adopts gender equality in employment opportunities, employee promotions, and salary increases. We
also actively appoint highly skilled and ethical people to appropriate positions. The advancement of women isin progress. At the Olympus Group in Japan, female managers count 53 (33 in the previous year) and female
managerial candidates increased to 219 from 188 in the previous year as of the end of April 2019.
As well as establishing these welfare systems that support career progress while facing typical life events,
we are also actively promoting the usage of such systems by publishing and distributing the leaflet concerningbalancing work and child/elderly caring. We also hold related◎ Concept of Feedforward
workshops in each department.
In fiscal 2019, we have established a new common employer
If there is no childcare event
Shorter hours
action plan based on the Act on Promotion of Women’s
Maternity leave/
Feedforward
childcare leave
Participation and Advancement in the Workplace. Because
Current statusmeasures implemented under the action plan established in fiscal
2016 were found to be effective in improving the empowerment
Accelerateof women, the fiscal 2019 plan will strengthen measures aimed
at further career advancement for women to promote thisAccelerateempowerment, while maintaining the basic framework for theplan’s goals. We will continue expanding the scope of employees
qualified for the work-at-home system, Work-Life Integration (WLI)
Start
training for managers focusing on systematic career development
Agefor women, and training of managerial candidates to encourage theappointment of female managers, a mentoring system for female
workers, and post-childcare training for early return to work. Additionally, we will conduct studies on achieving
work-life integration, introduction of a scheme that will enable both work and medical care, creation of anenvironment in which the work-at-home system can be made available to all employees and the introductionof a paid annual leave system that grants leave in units of hours. Study will also start on a system to promotewomen in sales position.
Support is also provided for career development for women, based on anticipating life events and applying
the concept of feedforward to provide experience and work opportunities at an earlier stage.
Employer Action Plan Based on the Next-Generation Act
The Olympus Group in Japan 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). We are creatinga working environment to support the Next-Generation Act by expanding the scope of employees qualified forthe work at-home system, establishing a childcare facility in Shirakawa Factory and other related activities.
The childcare facility that opened in September 2018 is the first of its kind in the manufacturing sector inJapan and is promoting work-life integration, will enable both child care and work. As of April 2019, the numberof users has grown from six at its opening to 13.
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 in those action plans
and meet certain standards may apply to be recognized as companies that support the raising of children andreceive Kurumin accreditation from the Minister of Health, Labour and Welfare.
Olympus received Kurumin accreditation from the Minister of Health, Labour and Welfare in
March 2016.
To date, the Olympus Group in Japan has developed action plans to implement the
Act on Advancement of Measures to Support Raising Next-Generation Children. Olympus
obtained Kurumin certification in 2016 and 2019 from the Minister of Health, Labour andWelfare.

OLYMPUS CSR DATA BOOK 201924

GovernanceSociety

Environment

Employer Action Plan Based on the Act on the Promotion of Women
The Olympus Group in Japan has formulated a general business operator action plan based on the Act on
the Promotion of Women’s Participation and Advancement in the Workplace (Act on the Promotion andAdvancement of Women), which was adopted in August 2015.
A mentor program aimed at aiding women was started in fiscal 2018. Moreover, we made efforts todevelop female leaders through enhancing our training programs resulted in a steady increase of womenmanagers as intended in the action plan. In addition to the opening of a childcare center at the Shirokawa site,
wider coverage of the teleworking program and shorter working hours for workers caring for children, the childage limit for the shorter working hours scheme was extended from Grade 4 up to completion of Grade 6 inelementary school. Implementation of the work-life balance systems are also steadily progressing through thecreation of a database to exchange company information to retain their career connections while on childcare
leave and so on.
The female employment rate is also increasing by focusing on women candidates in our recruitment
campaigns and by holding job fair presentations for women candidates.
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/

Personnel Evaluation System
The Olympus Group in Japan manages its own goal management and evaluation system, to allow employees
to proactively pursue their business themes and develop their abilities to grow towards their goals. Employees
have regular individual interviews with their line managers to confirm the degree to which they have achieved
their quantitative and qualitative targets and to set goals for the next term.
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.
We introduce 360-degree feedback evaluations to some senior management to assess their work behavior
as well as business performance.

OLYMPUS CSR DATA BOOK 201925

GovernanceSociety◎ Employee-Related Data (Japan)
OverallOlympus Groupin Japan*1

Olympus
Corporation
Number of newly employed(persons)(FY2018)

576

603

30s and younger

298

251

40s and older

138

87

30s and younger

101

196

40s and older

Men
Break
down
Women

39

69

(%)

7

9.8

30s and younger

10

11.9

40s and older

3

6.6

30s and younger

13

11.3

40s and older

9

6.9

123

290

123

—

30s and younger

55

93

40s and older

48

41

30s and younger

17

101

40s and older

3

55

95

84.5

Men

97

87.3

Women

88

81.3

95.6

—

135

—

129

—

Rate of newly employed*2
Men
Break
down
Women

Number of staff leaving(FY2018)

(persons)

Of which number ofvoluntary leavers
Break
down

Men
Women

Job retention rate (Only full-time(%)
employees)*3
Break
down

Job retention rate for new
graduates*4

(%)

Number of new graduatesin 2015(persons)
Breakdown Number of those who
remain the company as ofMarch 2018.
(persons)*1 T
 he following 14 companies: Olympus Medical Science Sales, Nagano Olympus, Aizu
Olympus, Aomori Olympus, Shirakawa Olympus, TmediX, Olympus Digital System
Design, Olympus Terumo Biomaterials, Olympus Memory Works, Olympus Logitex,
Olympus-Supportmate, AVS, Olympus Systems, and Olympus RMS.
*2 Includes both new graduates and mid-career employment.
*3 T he percentage of those who remain in the company as of April 1, 2018, out of those
employed in FY2015 (including new graduates and mid-career employment).
*4 T he percentage of those who remains in the company at March 31, 2018 out of those
employed as new graduates in FY2015.

OLYMPUS CSR DATA BOOK 201926

Environment

GovernanceSociety

Environment◎ Employee-Related Data (Japan)
OverallOlympus Groupin Japan*1

Olympus
Corporation

Men
Women

Full-time employees

Number of employees(as of March 31, 2019)

Seniormanagement

Juniormanagement

Foreign
employees

Men
Women

Excluding full-time employees

Break
down

OverallOlympus Groupin Japan*1

Olympus
Corporation
Percentage of employees withdisabilities(as of end of March 2019)*6

2.3

—

2,840

Number of employees withdisabilities(persons)

118

—

969

833

Number of reemployed retired
workers*7(persons)

100

87

30s

2,066

889

40s

2,302

663

Number of corporate-certified
advanced technicians(persons)

83

73

50s or older

1,911

455

MM

5

2

Women’s
total

1,211

1,417

MS

18

4

20s andyounger

MA

60

67

302

612

156

163

30s

472

426

40s

359

275

50s and
older

78

104

Total

783

1,899

Men’s total

454

579

20s andyounger

9

205

30s

29

176

40s

37

86

50s or older

379

112

Women’s
total

329

20s andyounger

22

9,242

6,156

Total*5

8,459

4,257

Men’s total

7,248

20s andyounger(persons)

Break
down

Number of employees taking
childcare leaves*8(persons)
Break
down

Men

13

2

Women

143

161

162

102

Work-at-home system users*9(persons)
Men

17

52

Women

145

50

0

0

Men

0

0

Women

0

0

1,320

Average overtime hours
(hours/fiscal year)

185.28215.2

247

Average number of paid holidays
actually taken
(days/fiscal year)

12.9

11.2

30s

99

453

40s

129

419

50s and
older

79

201

Total

400

66

Men

396

66

Women

4

0

Total

1,598

212

Men

1,533

210

Women

45

2

Total

52

20

Men

30

14

Women

22

6

Break
down

Usage rate of leave for volunteer
activities*10(%)
Break
down

*5 B
 ased on original employer companies (ignoring whether on-loan or not).
*6 F ive special-purpose subsidiaries (Olympus, Olympus Medical Systems, Olympus
Medical Science Sales, Nagano Olympus, Olympus-Supportmate)*7 N umber of reemployed retirees.
*8 T aken in FY2018.
*9 N umber of individual employees in FY2018 (not total usage).
*10 N umber of those who used the system against number of employees in FY2018.
* Figures are for full-time employees unless otherwise stated.

OLYMPUS CSR DATA BOOK 201927

GovernanceSociety

Environment

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 3). In
addition, we have formulated the Olympus Group Human Rights and Labor Policy and strive to respect humanrights in the management of our businesses. We also urge our business partners to comply with the protectionof human rights.
Olympus Group Human Rights and Labor Policy
The Olympus Group upholds the concept of “Making people’s lives healthier, safer and more fulfilling” 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 arecommitted to respecting human rights in our business management and also expect our business partners to respect theprotection 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, and toprovide 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, and ensurethat 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 insuch areas as respect for human rights, compliance with laws, regulations and social norms, including the laws
concerning the exclusion of antisocial elements, the prohibition of corruption, bribery and similar behavior, thepromotion of fair and equitable trading, and consideration for the environment. Once each year, we use a Webbased 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 page11). There have been zero incidents so far. In cases where we find problems related not only to compliance withlocal regulations and social norms but also respect for human rights in our on-site audits and if the supplierdoes not comply with Olympus’s request to make improvements, we may terminate our business with them.
Request to Suppliers
https://www.olympus-global.com/csr/procurement/pdf/procurement_request.pdf

OLYMPUS CSR DATA BOOK 201928

GovernanceSociety

Environment

Human Rights Due Diligence
Olympus participates in various research groups to verify and strengthen initiatives that target human rights
issues within the Olympus Group.
From 2012 to 2017, we took part in Human Rights Due Diligence Workshops, a stakeholder engagement
program organized by the Caux Round Table Japan, thereby determining key human rights issues in the
manufacturing sector along the value chain.
Since 2017, we have been a member of the human rights education subcommittee of Global Compact
Network Japan (GCNJ), whose headquarters are at the United Nations Information Center (UNIC). Researchhas been conducted on themes aimed at a greater understanding of the UN Guiding Principles on Businessand Human Rights and a wider awareness among businesses, with the aim of developing a human rights
educational tool regarding the rights of women, persons with disabilities, LGBT and other gender minorities
and child labor that can be employed internally by participating companies. In fiscal 2018, research focused on
the theme of foreigners in Japan, in view of the problems that have emerged in recent years regarding foreigntechnical interns, acceleration of business globalization and the upcoming Olympic and Paralympic GamesTokyo 2020. Educational tools were developed to learn about the current state of foreign workers in Japan,
to prevent discrimination against foreigners in Japan and as a foreign technical intern training program andinternational students. As the Olympus Group progresses with globalization, these tools will be employed tocreate an environment for employing foreigners in Japan and to prevent harassment.
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 byitemizing 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 to provide a prompt and pertinent solution if a problem arises. Our Hotline officers are trained with the skills
and knowledge to handle complaints appropriately, which include the protection of the privacy of the consulteror harassment victim, ensuring consultation confidentiality, and preventing any adverse consequences fromthe consultation. In fiscal 2018, we delivered a Harassment Prevention Guidebook to all employees of Olympus
Group companies in Japan. We used e-learning for employee training to prevent issues arising. Together withthis training, we have delivered 16,500 Guidebooks to all the employees in the 17 Olympus Group companies
in Japan. This time, we have added to the Guidebook an item on gender minorities (LGBT, etc.). We havealso revised our Internal Consultation Manual to cover the type of harassment (power harassment, gender
harassment including maternity, paternity and LGBT, etc.) which are changing with the times.
We also hold regular harassment prevention training programs for managers, who are responsible forcreating a respectful culture in the workplace and to promote further understanding to achieve harassment-freeoffices.
Response to the UK Modern Slavery Act
Olympus KeyMed, the Olympus Group company in the UK, has issued the following statement in accordancewith the provisions of Article 54, Clause 1, of the 2015 Modern Slavery Act in the UK.
Olympus UK and Ireland: SLAVERY AND HUMAN TRAFFICKING STATEMENT (In English only)
https://www.olympus.co.uk/company/en/news/publications/

OLYMPUS CSR DATA BOOK 201929

GovernanceSociety

Environment

Fair Business Practices
Systems and Mechanisms
Prevention of Bribery
The Olympus Group will never engage in actions that could be deemed to be bribery in its dealings with anyof its business partners, such as government officials, both nationally and internationally, and employees ofgovernment agencies (including international agencies), or any other parties. In addition to having established
our own rules based on key laws and regulations 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 business dealings and internal approval system 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, theOlympus 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
The Olympus Group does business throughout the world and seeks to earn and maintain the respect and trust of all of our
stakeholders - patients, physicians, customers, governments and shareholders. Olympus expects that each and every one of
our employees act in a manner that is consistent with law, Olympus policies and our values. We also expect and require thatthird parties who act on Olympus’ behalf operate in the same manner.
Olympus has developed policies, procedures and training on key issues, such as the prevention of bribery and the support offair competition to help assure that we provide our employees with the tools to meet these expectations. We encourage all our
employees to speak up and share any concerns they might have. We will continue to hold ourselves to high standards but arealways working to improve, so that we can meet or exceed high expectations. The Guideline below summarizes our approach.
We invite you to support these efforts, and let us know if we have areas in which we can improve.
Thank you in advance for reading through the Guideline and for your continued cooperation and support.

Exclusion of Antisocial Forces
The Olympus Group will have no involvement with organized crime syndicates, or any other antisocial forcesthat threaten the order of society, 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.
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) in Japan.
Overseas, we are confirming that our business suppliers and partners do not have any ties with antisocial
forces in compliance with the “Regulations for the Elimination of Antisocial Forces.”
Prevention of Insider Trading
The Olympus Group is determined to ensure the fairness and soundness of security markets and earn thetrust of shareholders and investors 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 and training about these regulations is provided to all employees.
We have adopted rules, such as those concerning the buying and selling of our own shares by directors
and employees, and we consistently comply with those requirements, including the submission of notices
concerning such transactions. In fiscal 2018, an e-learning program to prevent insider trading was implemented
for all employees of domestic Olympus Group. At the same time, lecturers were invited twice from the TokyoOLYMPUS CSR DATA BOOK 201930

GovernanceSociety

Environment

Stock Exchange to training sessions for those employees from our corporate divisions who have ample
opportunity to come into contact with insider information. There have not been any insider trading matters infiscal 2018, same as past years.
Security Export Control and Appropriate Import Declaration
The Olympus Group works in compliance with security export control regulations of Japan and the othercountries in order to contribute international peace and safety. 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 in Japan. To maintain andimprove this system, we provide specialized training for employees involved frequently in export/importtransaction and training programs to cover nearly all executives and employees in Japan. We also provided
training for managers in the manufacturing division (including those in domestic affiliated companies) on a trial
basis in fiscal 2018, focusing on items that need confirming for divisional approval, to improve the efficiency ofdivision-approving action by managers.
We are also establishing a global system in cooperation with the regional headquarters to respond to
extraterritorially applied regulations and enhancements in export regulations in countries concerned. Sharing
with them regulatory information and classification data for products and technologies, we maintain andimprove the security export control with this global system.
In fiscal 2018, we enhanced our export control system by addressing issues defined for each region in our
Corporate Strategic Plan. The following activities were prioritized during the year.
• Development of a system for security export control for business in the Middle East and Africa• Assessment of risks for each business center in Asia/Oceania and definition of concrete measures toreduce risks• Preparations for global sharing of commodity classification data by item as regulated by applicable laws invarious countries
On the other side, paying the appropriate tax for imported goods is also an important area of responsibility
as a company. Therefore, as a general rule with respect to products and parts procured from overseas, it isassumed that the import management divisions of domestic group companies will have verified the importdeclaration price, which forms the basis of the tax payment, prior to the placement of the order from fiscal 2017.
Such activities for the entire Olympus Group in Japan continued in fiscal 2018 to prevent import declarations
with inappropriate prices and revisions to customs declarations.
*AEO (Authorized Economic Operator)
A program that offers relaxed or simplified custom processes to operators certified as having sufficient security and legal compliance systems in place
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 2018)
TargetAim/Description of Training

Number of
AttendeesManagers (manufacturing divisions)

Explanation on the importance of export controls,
cases of violations in the Company and items that need
confirming when getting approval

Employees with ample opportunity for
involvement in import-export duties

Point to be aware of business practice for security
export control• Export: customer classification/item classification/transaction screening• Import: declaration priceExport/Importtraining: 105

Directors and employees working in Japan(including affiliated companies)

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

11,317OLYMPUS CSR DATA BOOK 2019

31

406

GovernanceSociety

Environment

Disclosure of Medical Business Information■ Ethical Committee
Developing and manufacturing medical equipment such as endoscopes, the Olympus Group held an EthicalCommittee meeting and assessed propriety from the points of view of ethics, science and reliability as wellas conflicts of interest in its medical research to comply with the “Declaration of Helsinki (Ethical Principles for
Medical Research Involving Human Subjects)” and the “Ethical Guidelines for Medical and Health Research
Involving Human Subjects.” We ensured the independence of the Committee by having it comprise internaland external experts not directly involved in the research. The scope of the assessment was all of the medical
research conducted by the Olympus Group in Japan to which the ethical guidelines apply. We disclose theCommittee’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 andtreatment of a growing number of patients and has become a major contributor to the health and welfare ofpeople 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 theexpenses incurred, it is essential not only to comply with the relevant laws and regulations, the “Olympus
Group Corporate Conduct Charter” and regulations in the medical equipment industry, but also to increase thetransparency of these transactions.
The domestic Olympus Group has established Transparency Guidelines for Relations between Corporate
Activities and Medical Institutions and Other Organizations described below and is working to assure andincrease transparency based on full disclosure of information on payments made to medical institutions andpersonnel in accordance with the Guidelines.
Olympus Group “Transparency Guideline for the Relation between Corporate Activities and Medical Institutions andOther Organizations”
1. Basic Policy
The Olympus Group hereby declares compliance with the statutory laws and regulations and pledges to uphold high ethicalstandards to assure that all executive officers and employees observe "what is right" and behave responsibly. 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 and discloses information
about payments to healthcare organizations, 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 is a corporate member.
*These guidelines apply to Olympus Corporation and Olympus Group companies in Japan that are members of the Japan
Federation of Medical Devices Associations (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, medical schools (their affiliated hospitals), hospitals and clinics, associations of paramedical staff,
research institutes, research groups, other facilities that provide medical care or conduct research, development or clinical
trials, and healthcare professionals
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 healthcare organizations etc. in each fiscal year will be disclosed after the announcement offinancial results for that fiscal year.
5. Scope of Disclosure
The scope for information disclosure of the payment by Olympus to healthcare organizations and healthcare professionals
covers in the categories of research and development expenses, academic research grants, 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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Environment

Proactive Information Disclosure
To gain the understanding and trust of all its stakeholders, the Olympus Group complies with the fairdisclosure rule set out in the Financial Instruments and Exchange Act in Japan and discloses corporate
information including its management policies, its financial status, business activities, CSR activities, etc., fairly,
appropriately and actively in accordance with its “Information Disclosure Policy”.
In fiscal 2018, we held its third Olympus Investors Day and ICT-AI Platform Technology and Strategy
Presentation for institutional investors and others. At these events, our management strategies, businessstrategies and activities in the area of innovative technologies were explained by the president, relevant
executive officers and heads of the relevant business units. We will work to improve disclosure of informationin both Japanese and English on our website at the same time, including information that will significantly
influence our corporate value, including events and information to be beneficial for our stakeholders.

Olympus Information Disclosure Policy
All our activities are based on our corporate philosophy of “Making people’s lives healthier, safer and more fulfilling.” Following
this philosophy, Olympus strives to gain the understanding and confidence of all stakeholders, including shareholders andcustomers, 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 andrules. 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 ofwhether 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 throughthe Timely Disclosure network (TDnet) of the Tokyo Stock Exchange. Such information will then immediately be posted on our
website. Furthermore, any information not subject to disclosure under laws, regulations or rules will be disclosed by using themost 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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Environment

Information Security
In recognition of the proper handling and protection of information as a social responsibility, the Olympus Group
formulated the “Information Security Policy” and works to protect information security.
The division of Chief Information Security Officer (CISO) was created in October 2018 for group-wideconsolidation of management of measures related to information security that are executed separately byfunction or region, such as IT security, product security, personal information protection law, etc., and abusiness division dedicated to the area has been set up to reinforce information security governance. Under
the CISO, regional officers in charge of information security management and information security managers
at the various regional headquarters representing Japan, Europe, the Americas, Asia/Oceania and China arecoordinating their actions to upgrade the information security level for the global group.
Specifically, we are executing measures from the physical, technical and human factor aspects.
Among the concrete measures taken are basic physical measures. For example, offices were divided
into zones with different security control levels and access to these zones is now controlled by ID cards andbiometric devices. Several new technical measures are also being adopted, including antivirus and information
protection measures on PCs and other IT devices, taking account of external attacks through network
communications. Another area concerns human resource measures, such as promoting information security
awareness among both management and employees. In Japan, we are updating security-related warnings
and news through our intranet, and regularly hold e-learning on information security, as well as sharing related
articles through e-mail magazines. On the global scale, we have designated February as our Global Information
Security Month, and every year we organize a range of information security checks and emergency drills, forexample, against a targeted e-mail attack.
Information Security Policy
All our activities are based on our corporate philosophy, "Making people's lives healthier, safer and more fulfilling". Following
this philosophy, The Olympus Group appropriately protects and manages all the information and our information systems we
handle ("Information assets"), as well as customer information on our products and services while making proactive use of themand 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 and regions
where we operate.
2. Management and Protection of Information
We will manage and protect the information assets (customer and internal) appropriately in our business activities. We will
also implement measures to prevent the inappropriate use (e.g., violation of laws and regulations related information security)of these assets detrimental to Olympus and any acts that might decrease the value 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 security related the Olympus Group business, wewill establish an information security organization structure led by Chief Information Security Officer (CISO) and clarify the
related responsibilities.
We will make effort to manage and establish information security under the global governance structure that should
comprehensively covers Olympus every regions and functions (product, IT, data protection, and so on) initiated by CISO, andfulfill accountability to our stakeholders.
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 affiliates and provide them with necessary 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 make prompt
responses to it and implement measures to prevent the reoccurrence of similar problems.
We will implement countermeasures promptly, not to spread the impact of accidents, such as information sharing withauthorities or information disclosure for customers.

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Environment

Personal Information Protection■ Basic Approach and Policy
The Olympus Group 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. For the Olympus Group in Japan, ourpolicy on handling of personal information has been published on the corporate website. In addition, a Personal
Information Protection Policy has been established and implemented for compliance with its provisions.
Personal Information Protection Policy
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 the intended
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 shall notdisclose 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 thedisclosure.
If the Olympus Group engages a third party on a matter that involves disclosure of personal information (maintained by
the Olympus Group) to the third party, the Olympus Group shall conclude a contract to such third party, which obligates suchparty 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 falsification of
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.
Handling of Personal Information
https://www.olympus-global.com/products/policy/privacy_management/

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GovernanceSociety

Environment■ System
The division dedicated to information security management under the Chief Information Security Officer (CISO)
promotes personal information protection activities across the Group in Japan while providing direction andsupervision.
With the introduction of the EU General Data Protection Regulation (GDPR) in May 2018, we created a
global GDPR promotion structure along with regional headquarters in Japan, Europe, the Americas, Asia/
Oceania and China, to strengthen measures on personal data protection.
■ Personal Information Protection Measures
In developing a personal information database for the Olympus Group in Japan, prior approval of theadministrator of the various business divisions owning such personal information has become mandatory.
Additionally, we try to increase security level of this information with the use of personal information
management ledgers. The dedicated division requests all divisions to check the ledgers regularly and handles
requests of disclosure, revision, termination of our customers’ personal information.
In fiscal 2018, we did not have any violations that required a report to the Personal Information Protection
Committee.** A Japanese administrative organization that ensures the proper handling of personal information

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GovernanceSociety

Environment

Product Responsibility
Quality Assurance
Basic Approach and Policy
The Olympus Group has established its Quality Policy based on the Olympus Group Corporate Philosophy. The
policy was revised in October 2017 to define the Group’s basic policy direction in activities aimed at improving
quality and safety, and to define a code of conduct to ensure the utmost focus on quality, which defines thefundamental direction of the Group’s quality activities to provide products and services for society that are
beneficial, safe and of high quality.
Quality Policy
The Olympus Group will pursue value that is genuinely wanted by our customers, act with the utmost focus on quality and willsustainably deliver safe products and services that are useful to society.
To this end, the Olympus Group will continue to maintain and improve the effectiveness of its quality management system in full
conformance with regulatory requirements.
Code of conduct for ensuring the utmost focus on quality
1. Customer-centric approach
We will keep our customers and patients in mind, fully focus on their safety and need, and act in a sincere manner.
2. Ensuring compliance with laws, regulations and social norms
We will strive to fully and correctly understand and comply with all relevant laws, regulations and social norms, as thisunderstanding and compliance forms the foundation for the delivery of safe, reliable products and services to our customers
and patients.
3. Constant quest for quality
We will never be content with the status quo when it comes to the quality of all relevant business processes, which will boost
the safety and quality of our products and services.
4. Appropriate communication
We will provide useful and accurate information in an appropriate manner to our customers and patients in order to ensure
their safety and peace of mind.

In fiscal 2018, we implemented actions based on our Corporate Strategic Plan to strengthen both theorganizational and system aspects of the quality regulation functions. Global action has been taken to increase
the number of employees in the quality regulation divisions, mainly for the Medical Business, in addition toreinforcing the compliance for regulations, product registration and post market surveillance. We are also
continuing activities to build a group-wide corporate culture with a greater focus on safety and quality.
Based on our Corporate Strategic Plan and our corporate transformation plan Transform Olympus, we willtake actions to establish and implement compliance and governance systems worthy of a truly global company
in 2019.
■ Improving our business performance quality
The Olympus Group believes that a high level of performance quality will lead to improvements in our corporate
value. Hence, the Quality Policy has been established not only for organizations directly linked to products(development and manufacturing, etc.) but as an Olympus Global Rules. We plan to upgrade our businessperformance quality based on the actions of each employee in the Group under our Quality Policy and toprovide products and services that are safe and beneficial to society and support our contributions to society.
■ From the customer perspective
To ensure that products in the Medical Business are used safely, we have set up training centers for healthcare
professionals to provide education and training of endoscope in Japan, Germany, China (Shanghai, Beijing
and Guangzhou), South Korea and Thailand. In the Scientific Solutions Business, videos on product use andapplications are available on our website to provide various information suited to customer needs.

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GovernanceSociety

Environment■ Strict compliance with laws and social norms
The Olympus Group is encouraging its business divisions and group companies to obtain ISO 9001 and ISO
13485 certification, the international standards for quality management. At the same time, we have establishedquality management systems adapted to local laws and regulations to assess the status of market quality. We
are thus promoting measures to maintain and improve product quality and increase customer satisfaction. We
have also organized seminars and e-learning programs for training in quality management systems adapted to
local laws and regulations.
■ Pursuit of quality
The Olympus Group will never be satisfied with the status quo and continues to pursue advancement in thequality of its operational processes. In Imaging business, for example, it was this policy that encouraged
Olympus in February 2019 to introduce the OM-D E-MIX, a model with the world's highest* image stabilizationequivalent to 7.5 shutter speed. This was achieved through the Development Group's determination to create
new value, combined not only with joint development with suppliers of the materials and services but also as
a result of our pursuing quality in our performance evaluation methods and manufacturing processes as wedevelop new technology.
*As of February 2019

■ Appropriate information disclosure
The Olympus Group has gathered information on handling environment-related substances, regulatory trends,
etc., in countries around the world and established Control Rules for Environment-Related Substances Used in
Products, which are published on our corporate website. We explicitly define the criteria for environment-related
substances found in Olympus Group products to assure safe product use by our customers and patients.
Olympus Group Control Rules for Environment-Related Substances Used in Products
https://www.olympus.co.jp/csr/effort/pdf/annexA_Ver12_en.pdf?page=ir

Example of Quality Evaluation at the Development StageAs a part of quality evaluation during the development phase of Olympus Group products, our intra-company
test and evaluation center conducts calibrations, Electromagnetic Compatibility (EMC), product safety testing,usability evaluations, mechanical and environmental tests, material analyses, electronic component analyses,
and failure analyses. As these tests and evaluations are important for ensuring our products’ quality and safety,
we insist that they are conducted in a fair and reliable manner. To verify this, our test center has obtained
certification as a third-party testing laboratory.
■ Calibration
Calibration is a process used to maintain the accuracy of measuring instruments by ensuring that allcomponents are functioning correctly. The precision of measuring instruments can vary from day to day inresponse to changes in environmental conditions. Olympus is accredited as an ILAC-MRA*1 member andcarefully monitors errors caused by these changes and applies approved calibration methods to its measuring
equipment.
*1 ILAC-MRA International Laboratory Accreditation Cooperation—Mutual Recognition Agreement

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GovernanceSociety

Environment■ 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 of other equipment, and that it will not
malfunction in the presence of such emissions. As the significance of EMC is being recognized more widelyin recent years, its related regulations were enforced in various countries. We test our products in a 10 m
anechoic chamber*2 and an electromagnetic field immunity test chamber*3.
*2 10 m anechoic chamber
Olympus has three 10 m anechoic chambers that were 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 thedissemination of wireless communication devices, action is underway to expand the test frequency range and upgrade testing levels.
We own two test chambers, and both chambers at Olympus are capable of testing at frequency ranges of 80 MHz–6 GHz and a maximum test levelof 30 V/m.

■ 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 productstrength and life expectancy. Tests include a vibration test, drop test, and environmental tests, including
operational humidity and temperature, to confirm that products will maintain their performance and havesufficient strength and life.
■ Materials Analysis
Olympus not only analyzes and assesses parts and materials, but also uses various analytical systems toidentify defects and other issues through detailed analyses carried out after products have been brought tomarket.
Findings from these analyses are used to eliminate the causes of problems and prevent recurrences.
■ Electronic Component Analysis and Failure Analysis
We conduct electronic component analyses to prevent the components used in a new product from causing
failures. We also analyze failures that have occurred in test products and commercialized products.

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Environment

Valuing Bioethics in Evaluating of Product Efficacy and Safety
Olympus conducts animal research as required to develop medical equipment and evaluate equipment efficacy
and safety. We are keen to ensure that the research we carry out is ethical from both the scientific and animal
welfare viewpoints, because we value the lives of animals.
Olympus introduced its animal research corporate rules based on the Act on Welfare and Managementof Animals, Basic Guidelines for Animal Research in Institutions under Management of the Ministry of Health,Labour and Welfare and other related laws and guidelines. We established our Animal Research EthicalCommittee based on the animal research corporate rules to rigorously review all our animal research plans
and ensure that they are based on the 3Rs of animal welfare —Replacement (of animal testing with alternative
methods), Reduction (of the number of animals to be used), and Refinement (of the testing method to minimize
animals’ suffering). We are committed to handling all the animals used in our research ethically and humanely,
paying extra attention to animal welfare. We also conduct regular self-inspections to ensure that our animal
research is carried out appropriately and our practice is accredited under the Accreditation for Laboratory
Animal Care and Use by the Japan Health Sciences Foundation.
Improvement of Sales/After-Sales Service Quality (Responses to Inquiries/Repairs)
The Olympus Group has systems in place to respond to customer inquiries in Japan and overseas for different
product fields and in different regions. As regards points of contact for inquiries, information relating toaftersales services in general is provided via a Product Support page on our website. Important information
concerning safety or consumer protection is made known via Important Announcements for Customers pageon 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

MedicalScientific Solutions(Number of calls)

213,255◎ Percentage of Repairs Completed within
the Allotted Time in Imaging Business(in Japan)

100

SLR cameras
Audio

Compact digital cameras(%)

176,115
142,050 143,589 140,074
142,638 142,279 138,878 140,905

120,141

18,292

18,127

17,733

17,864

16,604

2014

2015

2016

2017

2018

90

(FY)

80

2014

* In Medical Business, the number of calls only by
telephone until FY2017. The number has been including
inquiries at website since FY2018.

OLYMPUS CSR DATA BOOK 2019

40

2015

2016

2017

2018

(FY)

GovernanceSociety

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

Medicalenvironment.
• Establishment of Endoscopes Customer Support Center, a call center dedicated to providing an information
service for healthcare professionals.
• Formation of a special team for offering information on how to handle medical devices, troubleshooting, etc.
• More than 95% immediate telephone connection rate
• Major medical devices are retained inside the call center so we can provide accurate answers to inquiries• Introducing advanced technologies such as AI to improve quality of response• Immediate response system based on coordination and interaction among call centers and Olympus sales/
service personnel or authorized vendors in various area.
• Medical Town, a membership website that offers up-to-date information on medical endoscopes and related
medical treatment for healthcare professionals.
• Share call center inquiry contents inside the company for the purpose of product and service improvements[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]●● Call Center• Running Customer Support Center to solve customers’ problems in using our products●● Technical assistance• Running the Olympus Techno Lab for customers to experience our products and evaluate their performance• Holding Microscope Training Program for customers to learn how to use the product correctly

Scientific
Solutions[USA]●● Expanding training opportunities• In addition to training programs for customers in the safe use of Olympus products, a program has beencreated to train engineers in nondestructive inspection. Because nondestructive inspection devices arewidely used in the inspection of petroleum pipelines, etc., Olympus products have been donated to auniversity in Pasadena, Texas, known prominently for its ties with the petroleum industry, for training in theuse of our products.
[Europe]●● Olympus Academy activities• Manned by specialist staff, the Olympus Academy provides training in products and applications for
subsidiaries and sales distributors in various countries. Product and application seminars are then held forcustomers by the subsidiaries and sales distributors 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)●● Consolidating telephone responses by the various service bases in a call center to integrate inquiries on
product repair and usage. The customer support system has been strengthened as a one-stop service
operation.
●● The communication skills and product knowledge required by the personnel handling product inquiries byphone or email have been strengthened to upgrade service quality through email questionnaire surveys and“mystery shopper” surveys by external organizations.
●● Q&As and other information have been published on the corporate website. Chat Support was introduced in
December 2018.
●● 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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GovernanceSociety

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 ofloaners.

MedicalScientific
Solutions

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,
Russia, China, India, etc.
Simple repairs (to endoscopes and peripherals):Available through a worldwide network of approx. 170 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, service bases, sales
subsidiaries and contracted agents• Microscopes: Back-to-base repairs, on-site repair services, function inspections, 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,precision calibration• X-ray analytical systems: Back-to-base repairs, function inspections
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 almost one
month of receipt.
On-site repair services
For installation-type products, technical staff is dispatched to provide on-site services, including repairs,
calibration and 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, maintenance services, and rental
lenses. A Maintenance Package service for the E-M1X also started to coincide with the commencementof sales. The long-term maintenance services for E-M1X and E-M1 Mark II are provided, and we offer
customers safety for our products.
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, theachievement rate of which we verify on an annual basis.

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Environment

Social Contribution Activities
Basic Approach and Policy
Olympus Group’s Policy for Social Contribution
In order to advance our social contribution activities, the Olympus Group revised our conventional Social
Contribution Policy in September 2016, and established two new global policies: the Corporate Citizenship
Activity Policy, and the Donation and Grant Policy (see page 44). Under the two policies, medical care andhealth, culture and the arts, the global environment and science and technology were defined as priority fields.
Various social contribution activities are being organized actively in these fields. We further added procedural
guidelines for the Donation and Grant Policy to maintain transparency in the donation and granting process.
Olympus Group Charitable Donations and Grants Policy
Based on our corporate philosophy of "Making people's lives healthier, safer and more fulfilling" that provides the basis for all
corporate activities, the Olympus Group (hereinafter, "Olympus") is committed to gain trust from society, in addition to creatingsocial values through our business operations. Through charitable donations and grants, we live up to our commitment andresponsibility 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 the Arts”,“Global Environment” and “Science and Technology”. Also, our contributions shall be socially just and shall follow ethicalnorms.
(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 consideredcharitable 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 andgrants.
3. Rules and Organizational Systems
We clearly separate charitable donations and grants from any Olympus commercial activities, and establish guidelines andoperational 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, throughinformation disclosure and active communication, we will commit to deepen mutual understanding with stakeholders.

· Please see the following web page for charitable donations by the Olympus Group in Japan.
https://www.olympus.co.jp/csr/effort/donations (Only in Japanese)· Data on grants of the Olympus Group in Japan are published on its corporate website according to the Transparency Guideline for the Relation between
Corporate Activities and Medical Institutions and Other Organizations (see page 37). We disclose information about scholarship donations of academic
research grants, general donations, academic conference donations as stated in section B, which are paid to healthcare organizations and healthcare
professionals.
https://www.olympus.co.jp/csr/effort/transparency (Only in Japanese)

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Environment

Olympus Group Corporate Citizenship Policy
Based on our corporate philosophy of "Making people's lives healthier, safer and more fulfilling" that provides the basis for
all corporate activities, the Olympus Group (hereinafter, "Olympus") is committed to contributing to society through various
corporate citizenship activities, in addition to creating social value through our business operations, with the goal to build
positive relationships with communities and to contribute 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 the threefollowing activities:(1) Contributing 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) Conducting awareness-raising activities and providing education and training support to new generations of leaders byleveraging 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, we establish
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 Olympus Group corporate citizenship activities, refer to the following
https://www.olympus-global.com/csr/global_activities/

OLYMPUS CSR DATA BOOK 201944

GovernanceSociety

Environment

Environmental Management
Basic Approach and 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 the environmental performance of our products, facilities,
and logistics processes.
Olympus Group Environmental Policy
Based on our corporate philosophy of “Making people’s lives healthier, safer and more fulfilling” that provides the basis for all
corporate activities, the Olympus Group respects people’s security, health and the natural mechanisms. We will contribute to
the realization of a sustainable society and sound environment by working to make the environment and economy compatible
throughout 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 in respect
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 or our products, services and businessactivities.
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.

OLYMPUS CSR DATA BOOK 201945

GovernanceSociety

Environment

System and its Activities
System to Promote Environmental Management
We have established a unit to promote environmental management within each of our business units andGroup 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 ourpredefined environmental targets. We are collecting environmental measures, the status of legal complianceand the environmental data necessary for our environmental management system from each of our global sites.
We established an efficient information infrastructure to collect and share these data across the Group and put
it into operation in fiscal 2014.
Moreover, our major production facilities, as well as logistics and sales subsidiaries in Japan and overseas,
have ISO 14001 certification, and we are continuously improving our environmental management systemthrough audits and by other means. In June 2018, all group business sites and offices certified with ISO
14001 completed their certification update to ISO14001:2015, the revised certification for 2015. Furthermore,
Olympus Corporation of the Americas, Olympus Surgical Technologies America and Spiration Inc. in the USA
are establishing their internal system and the environmental management system to obtain new ISO140001
certification in fiscal 2019.
◎ Environmental Management Structure
Board of Directors andExecutive Management Committee
PresidentGroup Environmental Management Officer ……Oversight for Environmental Activities
Olympus Group Environmental
Management Division

Olympus Group Environmental Committee(Olympus Group Environmental Secretariat)……Verification of Deliberation and Progressof Environmental Activity Policies….Promotion Secretariat forEnvironmental Activities

Business Group Environmental
Management Organizations

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

February, 2018

Shirakawa Facility

October, 1998

March, 2000
March, 2000

February, 1998
May, 2014

Olympus
Medical Systems Hinode Plant
Corporation
Aizu Olympus Co., Ltd.

October, 1998

Shirakawa Olympus Co., Ltd.

October, 1998

July, 1998

Aomori Olympus Co., Ltd.

November, 1998

Olympus Logitex Co., Ltd.

November, 2003

Olympus Medical Science Sales Co., Ltd.

Asia Oceania

Technology ResearchCenter (Ishikawa)Technology ResearchCenter (Utsugi)
Technology ResearchCenter (Takakura)
Nagano Facility(Tatsuno)
Nagano Facility (Ina)

Olympus Trading (Shanghai) Limited

February, 2012

Sites/Office

EuropeJapan

Olympus
Corporation

Olympus (GuangZhou) Industrial Co., Ltd.

Date ofCertification
October, 2004

Date ofCertification

Americas

Sites/Office

March, 2004

Olympus Vietnam Co., Ltd.

April, 2013

Olympus Australia Pty Ltd

August, 2017

Olympus Winter & Ibe GmbH
KeyMed (Medical & Industrial Equipment)
Ltd.
KeyMed (Ireland) Ltd.

March, 2002

Algram Group Ltd

January, 2007

Medical Physics International Limited
Olympus Surgical Technologies America
National Service Center
Olympus Scientific Solutions Americas
Corp.
Olympus Scientific Solutions
Technologies Inc.
Olympus NDT Canada Inc.

October, 2012

OLYMPUS CSR DATA BOOK 201946

May, 2001
March, 2002

December, 2005
July, 2010
July, 2010
July, 2010

GovernanceSociety

Environment◎ Major Environmental Activity Results in Fiscal 2018
Primary Policy

TargetMeasures●● Respond to ISO

14001 revisions

Enhancementofenvironmental
governancesystemPromotion ofenvironmental
management

Improve operation
efficiency for theEnvironmental
Management System
in compliance with
ISO 14001:2015●● Activities for

integrated
certification of
ISO14001●● Enhance inspection●● On-site risk assessment

Expand target sites
for environment andfor the Environmental/
safety in Hachioji Facility safety and health risk
(Utsugi)
Continue to improve●● On-site risk assessment
Environmental
the process to complyof compliance with laws Continue to improve therisk reduction
and regulations in seven environmental regulatory
with environmental
activities
domestic production sites compliance process forlaws●● Continue to improve theproducts and facilities
environmental regulatorycompliance process for
products and facilities●● Create products that ●● Created new EcoContinue to create
are environmentally
Products in all business products that areconscious andunits (43 new, bringing
Product-related Create Olympus Ecoenvironmentally
tailored to businesstotal to 627)
initiatives
Products
conscious andcharacteristics
tailored to businesscharacteristics
Energy consumption ●● Carry out activities ●● Energy consumption rate: Energy consumption
to improve
improve by 12.8%
rate: improve by
rate: improve compared●● Water use rate: improvethe energy
7.73% or more
to FY2018consumption rate inby 6.3%(compared toWater use rate: improveaccordance to local ●● Waste recycle rate: same compared to FY2018
FacilitiesFY2012), by 2020
characteristics suchas previous fiscal year
relatedWater use rate:
Waste recycle rate:
as manufacturinginitiatives
improve compared to
improve compared to
improvement,
FY2017FY2018energyWaste recycle rate:
conservation,
introduction of
improve compared tonatural energy, etc.
FY2016for compliancestatus withenvironmental laws
and regulations

Environmental
initiative
throughout
product life
cyclesAchievements and Results
FY2019 Target
in FY2018●● Completed updating
Completeto ISO14001:2015
ISO14001:2015
certification in 17 global certification in regional
business sites
headquarter and●● Provided practicaltraining for environmental production sites (2 sites)in Americas
promotion officers andEnvironmental Secretariat
Ensure appropriate(16 people)●● Provided training for
response to indicatedauditors on the revised
points in internal
ISO standard (78environmental audit andpersons).
ISO14001 certification
audit●● Complete establishment
Introduce andof environment-related
entrench operations
rules in Japanof the integrated
environmental
management system inJapan

OLYMPUS CSR DATA BOOK 201947

GovernanceSociety

Environment

Systems and Mechanisms
Environmental Risk Management
Chemical substances in products, violation of laws and regulations on effluent from manufacturing sites andcontamination of soil and groundwater are serious environmental risks that affects Olympus management, from
aspects such as the need to suspend business operations, cost of restoring sites to their original state and thelowering of corporate value. For this reason, efforts are underway to reduce environmental risks by developing
and maintaining regulations adapted to statutory requirements, training environmental managers and thepersonnel involved and monitoring and improving on-site management expertise.
Olympus recognizes climate change, represented by the frequent occurrence of abnormal meteorologicalconditions and stronger demands from the international community to prevent global warming, as a major
environmental issue that affects our business activities. The specific risks, opportunities and measures on
climate change are given below.
Risks and Opportunities

Measures

Transition
Risk• Increase in business cost with carbon tax,
emission trading and CO2 emission control invarious nations• Improved energy efficiency• Wider use of renewable energy

Physicalrisks• Supply chain disruption caused by growing
scale of natural disasters, such as typhoons,floods, etc.

• Diversification of suppliers• Evaluation of stakeholders• Eco-friendly design in product/service design anddevelopment stage• Development and provision of products/services that
contribute to resolving environmental issues in society

Risks

Opportunities

In view of the great global interest in water risk, Olympus employs Aqueduct, a water risk evaluation toolfrom the World Resources Institute (WRI) and disaster prevention maps to evaluate physical water stress andregulatory risks that apply to the water resources for its key development and production sites to confirm
that they are not located in high-risk regions. Although the impact on the business activities of Olympus isminimal, business sites are being set up in locations with abundant water resources, water consumption by
our business activities is being reduced, managers are being appointed at our wastewater facilities and regularmeasurements conducted on wastewater.
◎ Compliance with Environmental Laws (Fiscal 2018)

There are no violations or incidents related to environmental laws and regulations (Relatively minor violations
have been excluded). Also, there are no claims, penalties and fines.
Biodiversity Conservation
There is a concern that the loss of biodiversity will have a serious impact on the global environment and ourlives.
The Olympus Group is working to conserve biodiversity, including the management of water use andwastewater and the maintenance of green spaces, through cleanup and forest conservation activities in areas
surrounding its facilities.
Green Procurement
Olympus published the “Olympus Group Green Procurement Standard” in 2001. The Green Procurement
Standard, which is also posted on our website, explains the Olympus Group’s 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 andabroad with whom we have ongoing business, we verify whether the suppliers have acquired ISO 14001
certification, reduced CO2 and waste, and what measures they have taken against chemical substances. In thisway, we are working to raise the level of our environmental activities with suppliers.
Olympus Group Green Procurement Standard
http://www.olympus-global.com/en/csr/involvement/management/procurement/
OLYMPUS CSR DATA BOOK 201948

GovernanceSociety

Environment

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 oncompliance with 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 (Olympus Group in Japan/Fiscal 2018)
TargetPurpose/Description

Number of Participants

Environmental managers

Thorough notification of revisions to environmental laws,
along with necessary changes in operations at facilities
Understanding the ISO14001:2015 requirements

2

Environmental Secretariat staff
at facilities

Training to improve skills for environmental officers(Understanding key points for efficient usage of theEnvironmental Information Management System andrelated discussions)

14

Environmental audit leaders

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

18

Environmental auditors

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

60

OLYMPUS CSR DATA BOOK 201949

GovernanceSociety

Environment

Environmental Performance
Basic Policy
Olympus is implementing a variety of environmental activities while assessing the environmental impact
of its business activities with precision and with awareness of the scale of the impact on and risk to theenvironment. Also, following the diversification in our suppliers and with an awareness of climate change as amajor environmental issue impacting our business 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 andproducts designed to resolve environmental issues.

Material Balance (Fiscal 2018)
Business
Activities

Resource and Energy Input
Energy (total)
Electric
powerCity gas
LPG
LNG
Heavy
fuel oil
Kerosene
Dieselfuel269,229 MWh (-8%) ★

2 kl (—)★

163,732 MWh (-12%)★ Gasoline
4.120 million m3 (-1%)★ Hot
water
1,380 t (-1%)★ District
heat
760 t (-7%)★ Green
electricity
201 kl (5%)★ Solar power

1,581 GJ (-12%)★

Development
andManufacturing

16,576 MWh (12%)★
536 MWh (8%)★

60 kl (12%)★ Solar heat

458 GJ (3%)★

8 kl (-65%)★

93,752 t-CO2e (-15%)★

CO2 generated from energy

93,746 t-CO2e (-15%)★

CO2 not generated from energy

6 t-CO2e (-27%)★

Substances Emitted
Research &Development

40 t (10%)

Water (total)

1.187 million m3 (-7%)★

Piped water

0.512 million m3 (-18%)

Ground water

0.675 million m3 (3%)

Production

59 t (-11%)SOx

0.3 t (5%)

Chemical Substances(PRTR substances emitted and transferred)

19 t (8%)

Discharge to Water Systems

1.187 million m3 (-7%)

Water discharged (public waters)

0.519 million m3 (4%)

Water discharged (sewage)

Office Supplies
Copy paper

NOx0.668 million m3 (-14%)

BOD

Raw Materials and Sub-Materials
MetalsSteel, aluminum, brass
Plastics
Optical plastics, ABS, PC,polyethylene, polypropylene

211 t (4%)

Gasoline, diesel fuel, etc.

1 t (-35%)

Discharge (total)

6,566 t (-3%)★

Amount recycled

5,338 t (-3%)★

Other waste

1,228 t (-1%)★

Landfill

Sales and
Logistics

Transportation Fuel

Use of Packaging Materials (total)

Greenhouse Gases (Total)

1,995 MWh (-7%)★

Chemical Substances(PRTR Substances Handled)

Transportation

Discharge of Environmental Load Substances

Logistics

CO2 Emissions during
Transportation (total)

1,194 t (-1%)

Cardboard

682 t (-2%)

Paper

259 t (-1%)

Plastic

217 t (2%)

Metal

1 t (-50%)

Glass

0 t (0%)Other

35 t (6%)

99 t (-33%)★

52,486 t-CO2e (3%)★

Product Shipments
Sales

Major Products(total)Repair andService

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

★ Indexes certified by external assurance.

OLYMPUS CSR DATA BOOK 201950

2,667 t (2%)
1,423 t (8%)
739 t (3%)

Imaging
Business
DigitalcamerasRecordersGlobal production
sites

505 t (-14%)

Percentage change fromprevious year in brackets

GovernanceSociety

Environment■ Energy/Atmospheric Release◎ Internal (Scope 1, 2) Results
FY2018 Targets

FY2018 Results

Main Measures

Energy consumption rate: improved by

12.8% (compared to FY2012)

Energy consumption
rate: improve by

GHG Emissions: reduced byor more5.9%(compared to FY2012) 18.3% (compared to FY2012)
Amounts of renewable energy:

Expand use ofrenewable energy

17,239MWh (Improve by
12% over the previous year)●● Ongoing implementation of

manufacturing improvement activities●● Introduction of energy saving

equipment●● Ongoing implementation of energy-saving activities on a daily basis,including switching off lights
and adjusting air-conditioning
temperatures●● Effective use of renewable energy

FY2019 Targets
Energy consumption
rate: improve by

1%

or more(compared to theprevious year)
Expand use ofrenewable energy

The Olympus Group set a target of improving its energy consumption rate by 7.73% or more, compared withfiscal 2012, by fiscal 2020 and among its energy-reduction activities is engaged in reducing its CO2 emissions.
In fiscal 2018, we made production process improvements, undertook continuous energy saving activities,
and adopted renewable energy in major sites in Japan and overseas, as specified in our targets. For example,
aiming to improve productivity, we integrated the production functions in Asia into Olympus Vietnam Co., Ltd.
after ceasing Shenzhen factory operations. Olympus Vietnam Co., Ltd., also revised sterilization conditions in
the production process for better working efficiency and changed their lighting to LED lighting. Gyrus ACMI,
Inc. has changed the source of the electricity purchased in its Brooklyn Park center to 100% renewable energy.
Their Bartlett and Norwalk centers also changed a portion of their purchased electricity to renewable energy.
As a result, the volume of renewable energy usage in fiscal 2018 has increased compared to the previous year,
making the renewable energy usage rate per total electricity consumption 9.5% (7.6% in the previous fiscal year).
◎ Green Energy Certificates
ZERTIFIKAT

Renewable Electricity Certificate

100 % Erneuerbare Energie

ENGIE supplies Green Electricity

CHAMPIONS CIRCLE CERTIFICATE OFMUSTERUNTERNEHMEN
OlympusEuropa SE & Co.KG

EN

ENGIE is pleased to recognise that

Im Umfang Ihres Strombezugs von E.ON wird
Strom aus Erneuerbare-Energien-Anlagen erzeugt
und in das Stromnetz eingespeist.
E.ON bedankt sich ganz herzlich für Ihren persönlichen Beitragzur Förderung erneuerbarer Energien.

OLYMPUS KEYMED GROUP
LIMITEDIHR BEITRAG ZUM KLIMASCHUTZ

Will be supplied with 12,815,808 kWh of certified renewable energy,
demonstrating its commitment to reducing its environmental impact forthe period fromEW

A R D S H IP

CIRCLENS

ST

CHAMPIO

Environmental Stewardship

VIR O

N M ENTA

L

PROUDLY POWERED BY

Ihr Bezug an erneuerbarer Energie spart jährlich voraussichtlich ca.

4.917.788
609.000 kg CO2
gegenüber dem deutschen Strommix ein.

Gyrus ACMI, Inc.

Dr. Gerta Gerdes-Stolzke
Regionaldirektorin
E.ON Energie Deutschland GmbHis hereby recognized for the acquisition of 932 Wind Renewable Energy Credits

Gyrus ACMI, Inc. (U.S.A.)

01/10/2017

To

30/09/2019

Klaus-Peter Stork
Leiter Produktmanagement und
Kalkulation Geschäftskunden
E.ON Energie Deutschland GmbH

Olympus Europa SE & Co. KG(Germany)

KeyMed (Medical & Industrial Equipment) Ltd.
and Algram Group Ltd. (U.K.)◎ External (Scope 3 [Category 4 Upstream transportation and distribution]) Results
FY2018 Results
GHG Emissions: reduced byMain Measures

5.9%(compared to FY2012)●● Enhanced loading efficiency 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

Olympus is engaged in reducing logistics-related CO2 emissions at each of its sites. We continued our modal
shift in international transportation from aircraft to ships as improvements in logistics routes. We also revised
shipping container sizes and enhanced their packaging efficiency by reducing packing and waste buffer zones.
Logistic waste has also been reduced by expanding local use of returnable containers.
Past

Present➡
OLYMPUS CSR DATA BOOK 201951

GovernanceSociety◎ Internal Energy Consumption（MWh ）

287,359

300,000

304,357◎ Breakdown of Internal Energy Consumption
292,253

267,569

280,565

264,083

City
gas
LPG

269,229 ★

Direct200,000

100,000

0

2012

2013

2014

2015

2016 2017 2018

20,00017,239 ★
14,987
15,383

15,347

12,523

FY
2013

FY
2014

FY
2015

FY
2016

FY
2017

FY
2018

42,81644,571

41,742

39,16445,37552,437

51,776★

9,567

10,556

11,891

15,01319,92819,70819,467★

14,29815,34813,38812,764

12,954

12,454

11,533★

4,163

3,417

3,178

3,525

2,492

2,072

2,183★

484

379

378

536

574

548

612★

43,95523,791

1,002

184

132

229

80★

0

4

2

4

3

3

15★

98,066

71,581

71,19081,45887,451

85,666★

Electricity 177,484
Hot
324
water
District
2,268
heat
Green
8,700
energy
Solar
168
power
Solar
130
heat
304,357
Total

174,615

174,402

178,431

181,327

186,592 163,732★

332

277

519

687

682

597★

1,823

1,969

2,082

2,106

2,145

1,995★

12,213

15,53614,99014,423

14,763

16,576★

181

175

251

479

497

536★

129

143

106

85

123

127★

287,359

264,083

267,569

280,565

Subtotal

Indirect◎ Renewable Energy Consumption（MWh ）

15,000

LNG
Heavy
fuel oil
Kerosene
Dieselfuel
Gasoline

10,000 8,998★ Indexes certified by external assurance.

5,000
0

2012

2013

2014

2015

2016

2017 2018

（MWh）

FY
2012

115,283(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★ Indexes certified by external assurance.

15,854

Environment(FY)* Renewable energy includes green electricity, solar power andsolar heat.
★ Indexes certified by external assurance.

OLYMPUS CSR DATA BOOK 201952

292,253 269,229★

GovernanceSociety◎ GHG Emissions/Basic Unit (Scope 1, 2)(t-CO2e)

Scope 1150,000

114,816 116,785
100,000 18.2
Scope 250,00016.4

108,66430

109,565

14.2

108,846

13.6

14.6

14.1

2014

2015

2016

2017

Logistics

55,75847,19456,20750,77952,486 ★
51,404
51,12540,00011.8
77,541 ★

10

24,307 19,849 13,583 13,564 15,495 16,537 16,211★
2013

60,00093,752 ★ 20

90,509 96,936 95,081 96,001 93,351 94,072

2012(t-CO2e)110,609

Scope 10

◎ GHG Emissions (Scope 3 [Category 4 Upstream
transportation and distribution])(t-CO2e/¥100 million)
Basic unit ofconsolidated sales

Scope 2

Environment

2018 (FY)20,000Logistics

00* 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: Greenhouse gas emission from direct use of fossil fuels
Scope 2: Greenhouse gas emission from secondary use, such as
electric power purchase★ Indexes certified by external assurance.

2012

2013

2014

2015

2016

2017 2018(FY)★ Indexes certified by external assurance.

Sources for CO2 Conversion Coefficients● Electricity

Japan: Coefficients published annually by the national government under the Act on Promotion of Global Warming Countermeasures and coefficients
after adjustment for each power utility per fiscal year. FY2017 conversion coefficient used for FY2018.
Overseas: Utilized the data per country per year published by the International Energy Agency (IEA). FY2016 conversion data was used for the data
after FY2017. For the U.S. and Canada, the data per state as published by the United States Environmental Protection Agency (EPA) and theUnited Nations Framework Convention on Climate Change (UNFCCC) was used.
● 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

Emissions(in thousands t-CO2)
FY2017

Calculation Method (Assumptions)

FY2018

16
98

16 ★
78 ★

1. Purchased goods and services

85

83

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

198

200 ★

10

5★

Calculated by multiplying electric power and fuel purchased by basic unit

51

52 ★

8
20

5★
20 ★

7. Employees’ commuting

14

14 ★

14

14 ★

9. Downstream transportation anddistribution
10. Processing of sold products

－

－

－

－

11. Use of sold products

66

93

12. End-of-life treatment of soldproducts
13. Leased assets (downstream)
14. Franchises

3

2★

－
－

－
－

15. Investments

10

4★

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 by multiplying thenumber 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 the customer but
excluded due to small impact scale
Excluded due to small impact scale and difficulty in tabulation in this category
Calculated by multiplying electric power consumption, etc., for lifetime of soldproduct by basic unit
Calculated by multiplying product disposal weight by basic unit for wastematerial
Calculation including use of sold products, although some products are leased
Not 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
Scope 2

Scope 3 8. Leased assets (upstream)Calculated by multiplying raw materials and parts of leading products by basic
unit
Calculated by multiplying facility investment value by basic unit

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 (Page 61) for total GHG emissions in Scope 1 and Scope 2, and assurance for Category 2-8,12,15 in Scope 3.

OLYMPUS CSR DATA BOOK 201953

GovernanceSociety◎ NOx Emissions

Environment◎ SOx Emissions

(t)

(t)

150

0.6

100

0.4

61

0.4

0.3

66

64

62

0.4

59

50

0.2

0.2

0

2014

2015

2016

2017

2018

0

(FY)

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

0.3

2014

2015

2016

2017

2018

(FY)

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

■ Water/Waste◎ Water Use/Wastewater Results
FY2018 Targets

FY2018 Results

Water use rate:
improve compared to
FY2017Main Measures

Water use rate:●● Improvements in water use

improved by●● Implementation of anti-leakprocesses

6.3%

measures during equipment
inspections(compared to FY2017)

FY2019 Targets
Water use rate:
improve compared to
FY2018The Olympus Group uses water mainly in production processes, such as for cleaning components and cooling,
as well as in its dining halls. We implement thorough wastewater control by adopting stricter standards than thelegal requirements in each region, and we continue to reduce water consumption and wastewater emissions
by setting targets in those sites that have high water consumption. In fiscal 2018, Nagano Facility reduced
water losses by inspecting water leakages and made repairs to buried pipes, and Shirakawa Facility and Aizu
Olympus reduced water consumption by shortening component cleaning times.

◎ Water Use
Groundwater◎ Wastewater
Piped water

Basic unit of consolidated sales(thousand m 3)

2,000
1,500

Piped water

1,000
500
Groundwater0

Public water areas(thousand m 3)

Sewage systems(thousand m 3/¥100 million)

0.18
1,401
616

785
2014

0.17
1,341
632

709
2015

0.17

0.16

1,270

1,279

590

623

680
2016

656
2017

0.15
1,187

0.20

2,000

0.15

1,500

1,401

1,341

1,270

1,000

714

740

742

★

0.10

512

Sewage systems

0.05

500

675
2018

Public water areas

(FY)

0

0.00

* Scope: Domestic and overseas business enterprises of the Olympus
Group. However, small businesses are excluded.
★ Indexes certified by external assurance.

1,279

1,187

780

668

687

601

528

499

519

2014

2015

2016

2017

2018

(FY)

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

OLYMPUS CSR DATA BOOK 201954

GovernanceSociety

Environment◎ Waste Results
FY2018 Targets

FY2018 Results

Main Measures

FY2019 Targets●● Reduction of process defects

Waste recycling rate:
improve compared to
FY2017●● Recycling organic solvents

Waste recycling rate:
Same as previous fiscal year

Waste recycling rate:
improve compared to
FY2018●● Improvement in recycling rate bythorough separation and othermeasures●● Use of biodegradable plastics

The Olympus Group continues working to reduce
waste volume and promote recycling, such as byimproving production processes to minimize material
loss and thorough waste separation.
In fiscal 2018, the volume of hazardous waste
increased compared to the previous year due to anincrease in the waste acid solutions used for productsurface treatment and other wastewater generated
in production tests. However, the total waste volume
was reduced through the ongoing efforts made ineach facility. One such example is KeyMed (Medical
Posters encouraging the reduction
A waste measurement system& Industrial Equipment) Ltd., which continuedof disposable plastic waste (UK)
(Aomori Olympus)
to work to reduce waste by displaying posters
inside the company encouraging the reduction of
disposable plastic waste. Gyrus ACMI, Inc. changed spoons and forks used in the dining halls to biodegradable
plastic to reduce environmental impact from the disposal of such plastic cutlery. Aomori Olympus is optimizing
waste volume control per type of waste by adopting a waste measurement system.

◎ Waste discharged/Landfill
Waste discharged ((t)

Landfill

8,000

6,149

1,083

1,060

0.80

4,000
2,000

5,047

Amount recycled

0

Other waste)

Basic unit of consolidated sales

Other waste 6,130

6,000◎ Hazardous waste discharged

Amount recycled(t)(t/¥100 million)

1.00

400

6,743
6,566 ★
6,390
1,245
0.9
1,228 ★
1,079
0.86
0.85
0.83

300

0.8

200

0.7

100

0

0

0.76
5,311
5,089

5,498

5,338 ★

316
264

263

271

2016

2017

210

Landfill

151
2014

147
2015

129
2016

149
2017

99 ★
2018

(FY)

* Scope: Domestic and overseas business enterprises of the Olympus
Group. However, small businesses are excluded.
★ Indexes certified by external assurance.

2014

2015

2018

(FY)

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

OLYMPUS CSR DATA BOOK 201955

GovernanceSociety

Environment◎ Chemical Substance Safety and Control
FY2018 Results

Main Measures

Emissions and Movements of PRTR Class
1-Designated Chemical Substances:●● Substitution of PRTR-designated chemicals with other substances throughdecreased by●● Reduced usage of PRTR-designated chemical substances

6.8% (compared to FY2012)

material developments

The Olympus Group is striving for appropriate
management and emissions reduction of chemical
substances subject to the PRTR regulations inorder to minimize the impact on people and theenvironment. In fiscal 2018 there was an increasein the volume of PRTR substances emitted andtransferred due to a rise in usage volume of organic
solvents etc. caused by an increase in production.
However, Nagano Facility managed to reduce theuse of 1-bromopropane, which is used as a cleaning
agent, by improving the component cleaning process.

◎ Emissions and Movements of PRTR Class
1-Designated Chemical Substances

(t)

30

20

20.6

20.9

2012

2013

19.3

19.3

2014

2015

19.2

18.0

17.7

2016

2017 2018

10

0

(FY)

*Scope: Manufacturing and development sites in Japan◎ Olympus Group Site Data (Fiscal 2018)
Company/Facility
Technology Development
Center, Ishikawa Facility
Technology Development
Center, Utsugi Facility
Olympus Corporation Technology Development
Center, Takakura Facility
Nagano Facility Tatsuno

Japan

Nagano Facility Ina
Olympus Medical
Systems Corp.

Hinode Plant

Aizu Olympus Co., Ltd.
Aomori Olympus Co., Ltd.

Americas

EuropeAsia/Oceania

Shirakawa Olympus Co., Ltd.
Olympus Terumo
Mishima Plant
Biomaterials Corp.
Olympus RMS Corporation
Olympus Logitex Co., Ltd.
Olympus (GuangZhou) Industrial Co., Ltd.
Olympus Trading (Shanghai) Limited
Olympus Vietnam Co., Ltd.
Olympus Australia Pty Ltd
Olympus Winter & Ibe GmbH
Olympus Medical Products Czech spol s.r.o.
KeyMed (Medical & Industrial Equipment) Ltd.
Algram Group Ltd.
Olympus Corporation of the Americas
Olympus Scientific Solutions Americas Corp.
Gyrus ACMI, Inc.
Olympus Surgical
National Service Center
Technologies America

Location

Waste
discharged(t)(t-CO2e) (thousand m3)
CO2

Water used

Amountrecycled(t)Hachioji-shi, Tokyo

8,993

99

385

385

Hachioji-shi, Tokyo

3,209

28

264

264

Hachioji-shi, Tokyo

441

5

15

15

17,805

325

514

507

Tatsuno-machi, Kamiinagun, Nagano
Ina-shi, Nagano
Hinode-cho, Nishitama-gun,Tokyo
Aizu-Wakamatsu-shi,
Fukushima
Kuroishi-shi, Aomori
Nishigo-mura,Nishishirakawa-gun,
Fukushima
Nagaizumi-cho, Suntogun,
Shizuoka
Hachioji-shi, Tokyo
Sagamihara-shi, Kanagawa
Guangzhou, China
Shanghai, China
Dong Nai Province, Vietnam
Victoria, Australia
Hamburg, Germany
Olomouc, Czech Republic
Essex, U.K.
Devon, U.K.
Pennsylvania, U.S.A.
Massachusetts, U.S.A.
Massachusetts, U.S.A.
California, U.S.A.

* Olympus Group’s production sites in Japan and overseas
OLYMPUS CSR DATA BOOK 2019

56

2,102

18

89

81

1,393

6

62

62

13,776

254

466

431

4,284

38

265

265

3,692

39

394

333

1,480

7

10

7

28
656
307
289
15,848
353
431
847
859
42
4,859
1,447
6,331

0.01
3
1
207
2
15
1
27
2
17
35
16

0.5
360
105
9
984
70
318
15
374
107
594
191
486

0.5
360
102
5
537
35
318
0
328
75
588
82
173

671

12

241

241

－

GovernanceSociety

Environment

Environmentally Conscious Products
Product Life Cycle Assessments
The Olympus Group works to develop products and production technologies that show consideration for safety
and for the environment. Having in fiscal 2003 established its Eco-Products Administration Rules, a voluntarystandard relating to the environmental 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 eachproduct, we have set them as items for the environmental 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 BusinessRhino-Laryngo Videoscope OLYMPUS ENF-VH2<Main Product Features>
1. Ergonomic new handle design with improved operability and easierinsertion in otolaryngological examinations.
2. R educed the weight of the control section by 30% compared to ourconventional models*1 to lessen discomfort during examinations.
3. T he NBI observation technology*2 exclusive to Olympus helps
identify larynx cancer and other lesions at an early stage.
*1 ENF-VH and ENF-V3.
*2 NBI: Narrow Band Imaging. Minute vascular and mucosal patterns are visualized by casting the light in two narrow wavelengths that are easily
absorbed by hemoglobin in the blood.

<Environmentally Conscious Aspects>• Product weight reduction contributes to CO2 emissions reduction from product transportation

OLYMPUS CSR DATA BOOK 201957

GovernanceSociety

Environment

Scientific Solutions BusinessIndustrial Videoscope IPLEX G Lite
<Main Product Features>
1. Improved operability through introduction of atouch panel monitor and electrically operated
scope tip bending.
2. H igher image quality thanks to brightness
doubled from previous models and enhanced
image processing supports more efficient
inspections.
3. E
 nhanced recording and playback functions,
including still picture capture during video
recording and automatic video recording of the previous 30 minutes.

Semiconductor & FPD Inspection Microscopes MX63 & MX63L<Main Product Features>
1. The newly added MIX observation unit provides better visibility
for easier identification of faults previously difficult to detect.
2. L
 ED light source enables observation under stable conditions
over a prolonged period regardless of light source brightness.
3. T he focus aid function enables quick and accurate focusing
without the lens accidentally coming into contact with thesample.
<Environmentally Conscious Aspects> (shared by bothproducts)
Adoption of LED light source prolongs bulb lifetime and reduces power consumption.

Imaging Business
Interchangeable Lens Camera OM-D E-M1X<Main Product Features>
1. Stable grip and improved operability through integrated vertical grip design.
2. S mooth autofocusing system with multi-point selector and cross-type phasedetection AF sensor.
3. C ontinuous shooting up to 60 fps*1 and Pro Capture mode*2 starts recording
before pressing the shutter.
4. High-speed response by double TruePic VIII image processors and HandheldHigh Resolution mode.
5. Sharp images with up to 7.5 EV of image stabilization – the world’s highest.
*1 At 60 fps, autofocus and automatic exposure are locked as of the first frame. With AF/AE enabled, up to 18
fps continuous shooting is available.
*2 The shutter speed is limited to the high end (1/fps or faster) and the flash is disabled.

OLYMPUS CSR DATA BOOK 201958

GovernanceSociety

Environment

IC Recorder Voice-Trek DP-401<Main Product Features>
1. Large buttons and easy operations for IC recorder beginners.
2. V oice guidance walks the user through how to operate the recorder.
3. T he wideband FM radio function delivers news and music with clear sound.
4. Sound collector gathers and amplifies voices in conversations.
* This product is available only in Japan.

<Environmentally Conscious Aspects> (shared by both products)● In accordance with the “Act on Promotion of Recycling of Small Waste Electrical and Electronic 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 arechargeable battery and a retractable battery compartment cover to facilitate battery removal.
● Reduced power consumption when in use and when on standby*1 For more details please visit:
http://www.env.go.jp/recycle/recycling/raremetals/law.html (Only in Japanese)*2 For 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 useof 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) inthe target object by type and content
2. S mall and light for easy measurement on the spot
3. C omplies with dustproof and waterproof standard IP65*3.
4. Use 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

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. U
 sed for inspections of wind power generation facilities and of automobiles competing on low fuelconsumption as well as of aircraft engines

OLYMPUS CSR DATA BOOK 201959

GovernanceSociety

Environment

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 arebeing identified to allow sorted collection. Under the Act on the Promotion of Sorted Garbage Collection andRecycling 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 and packaging materials used.

Environmental Accounting◎ Environmental Conservation 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)

FY2016
Investment
Cost
328
588

FY2017
Investment
Cost
183
263

FY2018Investment
Cost
69
236

38

397

24

119

31

113

290

35

144

8

38

3

0
1
0
10
0
0
0
339

156
70
5
379
34
1
0
1,077

16
0
0
0
0
0
0
183

136
64
3
342
695
6
0
1,373

0
0
0
35
0
0
0
104

120
109
5
355
468
6
0
1,179

◎ Environmental Conservation Effects
Quantitative Effects of Environment
Preservation
Effects inside
Business Area

CO2 emissions (t-CO2e)
Waste Discharged (t)Water Usage (10,000 m3)
Chemical Substances
Transferred/Discharged (t)FY2016FY2017FY201854,8992,533
80

55,4402,635
78

57,864
2,829
82

18

18

19
(Millions of yen)

Economic Benefits of Environmental Protection
Revenue Bene­fits
Cost Savings

Revenues from Sales of Valuable Recycled Substances
Energy Costs
Costs of Water Usage
Disposal Contracting Costs

Change from Previous Fiscal Year
－6
224
6
11

Target period: April 1, 2016–March 31, 2019
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 DATA BOOK 201960

Independent Assurance Statement Related toEnvironmental Data
◎ Independent Assurance Statement Related to Environmental Data (1/2)

OLYMPUS CSR DATA BOOK 201961

◎ Independent Assurance Statement Related to Environmental Data (2/2)

OLYMPUS CSR DATA BOOK 2019

62

GRI Content Index
The information contained within the OLYMPUS CSR DATA BOOK 2019 and some of the information on our Website
conform to the Global Reporting Initiative (GRI) Sustainability Reporting Standards.
This report refers to the GRI Sustainability Reporting Standards below.
Indicator

Item

102
GRI 102：
1

GENERAL DISCLOSURES
General Disclosures 2016
Organizational profile

102-1

Name of the organization

Consolidated Company Outline(Company Name)

102-2

Activities, brands, products, andservices

Business Domains

102-3

Location of headquarters

Consolidated Company Outline (Head
Office)102-4

Location of operations

Worldwide Office Locations

102-5

Ownership and legal form

102-6

Markets served

102-7

102-8
102-9
102-10Scale of the organization

Information on employees andother workers
Supply chain
Significant changes to theorganization and its supply chain

102-11

Precautionary Principle orapproach102-12External initiatives

102-13

Membership of associations

2

StrategyStatement from senior decisionmaker
Key impacts, risks, andopportunities
Ethics and integrity

102-14102-15
3
102-16

Values, principles, standards,
and norms of behavior

4

Mechanisms for advice andconcerns about ethics
Governance102-18Governance structure102-19Delegating authority
Executive-level responsibility foreconomic, environmental,andsocial topics
Consulting stakeholders on
economic, environmental,andsocial topics

102-17102-20102-21

Consolidated Company Outline(Company Name)
Consolidated Company Outline(Revenue by Region)
Integrated Report (Our Value Creation
Process)

Page

https://www.olympus-global.com/
company/profile/top.html
https://www.olympus-global.com/
company/profile/business.html
https://www.olympus-global.com/
company/profile/top.html
https://www.olympus-global.com/
company/base/https://www.olympus-global.com/
company/profile/top.html
https://www.olympus-global.com/
company/profile/top.html

Consolidated Company Outline(Consolidated Headcount)
Worldwide Office Locations
Financial Results

https://www.olympus-global.com/
company/profile/top.html
https://www.olympus-global.com/
company/base/https://www.olympus-global.com/ir/data/
brief/2019.html

Employee-Related Data (Japan)

26-27

―

―

―

―

CSR Promotion Structure
Risk Management System
Commitment to External Initiatives
Environmental Risk Management
Commitment to External Initiatives
Japan Electronics and Information
Technology Industries Association(JEITA).
Disclosure of Medical BusinessInformation

8, 12, 48
12

11, 32Message from the President

https://www.olympus-global.com/
company/message/

Risk Management System

8

Corporate Philosophy
Olympus Group Corporate Conduct
CharterCompliance Promotion System
Compliance Hotline Systems

https://www.olympus-global.com/
company/philosophy/philosophy.html
34, ５

CSR Promotion Structure

https://www.olympus-global.com/
company/governance/structure.html
88

CSR Promotion Structure

8

―

―

Corporate Governance Structure
CSR Promotion Structure

OLYMPUS CSR DATA BOOK 201963

Indicator

Item

Page

102-22Composition of the highest
governance body and its
committees

Corporate Governance Reporthttps://www.olympus-global.com/
company/governance/pdf/report_of_
corporate_governance_2019.pdf

102-23Chair of the highest governancebody

Corporate Governance Reporthttps://www.olympus-global.com/
company/governance/pdf/report_of_
corporate_governance_2019.pdf

102-24

Nominating and selecting thehighest governance body

Corporate Governance Reporthttps://www.olympus-global.com/
company/governance/pdf/report_of_
corporate_governance_2019.pdf

102-25

Conflicts of interest

Corporate Governance Reporthttps://www.olympus-global.com/
company/governance/pdf/report_of_
corporate_governance_2019.pdf

102-26

Role of highest governance bodyin setting purpose, values,andstrategy

Corporate Governance Reporthttps://www.olympus-global.com/
company/governance/pdf/report_of_
corporate_governance_2019.pdf

102-27

Collective knowledge of highest
governance body

Corporate Governance Reporthttps://www.olympus-global.com/
company/governance/pdf/report_of_
corporate_governance_2019.pdf

102-28

Evaluating the highest
governance body’s performance

Corporate Governance Reporthttps://www.olympus-global.com/
company/governance/pdf/report_of_
corporate_governance_2019.pdf

102-29Identifying and managing
economic, environmental, andsocial impacts

Risk Management System

8102-30Effectiveness of risk
management processes

Risk Management System

102-31

Review of economic,
environmental, and social topics

CSR Promotion Structure

8102-32Highest governance body’s rolein sustainability reporting――

102-33

Communicating critical concerns

Risk Management System

8102-34Nature and total number ofcritical concerns

Compliance Promotion System

4102-35

Remuneration policies

Corporate Governance Reporthttps://www.olympus-global.com/
company/governance/pdf/report_of_
corporate_governance_2019.pdf

102-36

Process for determining
remuneration

Corporate Governance Reporthttps://www.olympus-global.com/
company/governance/pdf/report_of_
corporate_governance_2019.pdf

102-37

Stakeholders’ involvement inremuneration

Corporate Governance Reporthttps://www.olympus-global.com/
company/governance/pdf/report_of_
corporate_governance_2019.pdf

102-38Annual total compensation ratio――

102-39Percentage increase in annual
total compensation ratio

―

―

5

Stakeholder engagement8102-40

List of stakeholder groups

Communication with Stakeholders

2102-41

Collective bargaining
agreements

Labor-Management Consultations(Japan)14

102-42

Identifying and selecting
stakeholders――

102-43

Approach to stakeholder
engagement

Communication with Stakeholders

2

Communication with Stakeholders

2102-44

Key topics and concerns raised

6

Reporting practice102-45

Entities included in the
consolidated financial
statements

Organizations Covered by the Report
Financial Results

1
https://www.olympus-global.com/ir/data/
brief/2019.html

102-46

Defining report content and topic
Boundaries――

102-47

List of material topics――

102-48

Restatements of information

Organizations Covered by the Report1102-49Changes in reporting

Organizations Covered by the Report

1102-50

Reporting period

Period Covered by the Report

1102-51

Date of most recent report

Publication Date1

102-52

Reporting cycle

Publication Date

1

OLYMPUS CSR DATA BOOK 201964

Indicator

Item

Page

102-53

Contact point for questions
regarding the report

Inquiries on this CSR DATA BOOK

1

102-54Claims of reporting inaccordance with the GRI
Standards

Reference Guidelines

1

102-55

GRI content index

This GRI Content Index

63-69

102-56External assurance

External Assurance
Independent Assurance Statement
Relating to Environmental Data

1, 61-62

GRI 103：

Management Approach 2016

103-1

Explanation of the material topic
and its Boundary

―

―

103-2

The management approach andits components

Compliance Promotion System
CSR Promotion Structure
Risk Management System
Employment and Labor Management
Systems
Basic Policy on Group-Wide
Occupational Safety and HealthOccupational Safety and Health
Promotion Structure
Promotion Structure of Training and
Education
Promoting Diversity
Personnel Evaluation System
Olympus Group Human Rights andLabor Policy
Systems and Mechanisms (Human
Rights)Systems and Mechanisms (FairBusiness Practices)
Olympus Group “Transparency
Guideline for the Relation between
Corporate Activities and Medical
Institutions and Other Organizations”
Olympus Information Disclosure Policy
Information Security Policy
Personal Information Protection Policy
Olympus Group Quality Policy ーOlympus Group Charitable Donationsand Grants Policy
Olympus Group Corporate Citizenship
PolicyOlympus Group Environmental Policy
Environmental Management Structure

4, 8, 9, 13, 15, 18, 20, 23, 25, 28, 30, 32,
33, 34, 35, 37, 43, 44, 45, 46

103-3

Evaluation of the management
approach

―

―

200

Economic

Economic PerformanceGRI 201：

Economic Performance 2016

201-1

Direct economic value generated
and distributed

Consolidated Financial Results for the
Fiscal Year Ended March 31, 2019https://www.olympus-global.com/ir/data/
brief/pdf/Olympus_FY2019_Consolidated_
Financial_Results_E.pdf

201-2

Financial implications and otherrisks and opportunities due toclimate change

―

―

201-3

Defined benefit plan obligations
and other retirement plans

―

―

201-4

Financial assistance received
from government――

Market PresenceGRI 202：

Market Presence 2016

202-1

Ratios of standard entry level
wage by gender compared to
local minimum wage

―

―

202-2

Proportion of senior
management hired from the local
community――

OLYMPUS CSR DATA BOOK 201965

Indicator

Item

Page

Indirect Economic Impacts
GRI 203：

Indirect Economic Impacts 2016

203-1

Infrastructure investments andservices supported

―

―

203-2

Significant indirect economic
impacts

―

―

―

―

Procurement Practices
GRI 204：

Procurement Practices 2016

204-1

Proportion of spending on local
suppliers

Anti-corruption
GRI 205：

Anti-corruption 2016

205-1

Operations assessed for risks
related to corruption

―

―

205-2

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

6, 30

205-3

Confirmed incidents ofcorruption and actions taken

―

―

―

―

Anti-competitive Behavior
GRI 206：

Anti-competitive Behavior 2016

206-1

Legal actions for anticompetitive behavior, antitrust,and monopoly practices

300

Environmental

Materials
GRI 301：

Materials 2016

301-1

Materials used by weight orvolumeMaterial Balance
Water/Waste, Waste Results

50, 55

301-2

Recycled input materials used

―

―

301-3

Reclaimed products and theirpackaging materials――

EnergyGRI 302：

Energy 2016

302-1

Energy consumption within theorganization

Energy/Atmospheric Release

51-54

302-2

Energy consumption outside of
the organization

Energy/Atmospheric Release

51-54

302-3

Energy intensity

Energy/Atmospheric Release

51-54

302-4

Reduction of energy
consumption

Energy/Atmospheric Release

51-54

302-5

Reductions in energy
requirements of products andservices

―

―

Water
GRI 303：

Water 2018

303-1

Interactions with water as ashared resource

―

―

303-2

Management of water dischargerelated impacts

Water/Waste, Water Use/Wastewater
Results

54

303-3

Water withdrawal

Water/Waste, Water Use

54

303- ４

Water discharge

Water/Waste, Wastewater

54

303- ５

Water consumption

Water/Wastes, Wastewater

54

Biodiversity
GRI 304：

Biodiversity 2016

304-1

Operational sites owned, leased,managed in, or adjacent to,protected areas and areas ofhigh biodiversity value outside
protected areas

―

―

304-2

Significant impacts of activities,
products, and services on
biodiversity

―

―

304-3

Habitats protected or restored――

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Indicator

304-4

IUCN Red List species andnational conservation list species
with habitats in areas affected byoperations

Item

Page

―

―

Emissions
GRI 305：

Emissions 2016

305-1

Direct (Scope1) GHG emissions

Energy/Atmospheric Release

51-54

305-2

Energy indirect (Scope 2) GHG
emissions

Energy/Atmospheric Release

51-54

305-3

Other indirect (Scope3) GHG
emissions

Energy/Atmospheric Release

51-54

305-4

GHG emissions intensity

Energy/Atmospheric Release

51-54

305-5

Reduction of GHG emissions

Energy/Atmospheric Release

51-54

305-6

Emissions of ozone-depleting
substances (ODS)

Energy/Atmospheric Release

51-54

305-7

Nitrogen oxides (NOx), sulfur
oxides (SOx), and othersignificant air emissions

Energy/Atmospheric Release

51-54

Effluents and Waste
GRI 306：

Effluents and Waste 2016306-1

Water discharge by quality anddestination

Water Use/Wastewater Results

54

306-2

Waste by type and disposal
methodWater Use/Wastewater Results

55

306-3

Significant spills

Environmental Risk Management

48

306-4

Transport of hazardous waste

―

―

306-5

Water bodies affected by water
discharges and/or runoff――

Environmental Risk Management

48

Environmental Compliance
GRI 307：

Environmental Compliance 2016

307-1

Non-compliance withenvironmental laws andregulations

Supplier Environmental Assessment
GRI 308：

Supplier Environmental Assessment 2016308-1

New suppliers that werescreened using environmental
criteria

―

―

308-2

Negative environmental impacts
in the supply chain and actions
taken

Initiatives with Suppliers
Green Procurement

11, 48400

SocialEmployment
GRI 401：

Employment 2016

401-1

New employee hires andemployee turnover

Employee-Related Data (Japan)

26

401-2

Benefits provided to full-time
employees that are not provided
to temporary or part-time
employees

―

―

401-3

Parental leave

Employee-Related Data (Japan)

27

Labor/Management Relations
GRI 402：

Labor/Management Relations 2016

402-1

Minimum notice periods
regarding operational changes――

Occupational Health and Safety
GRI 403：

Occupational Health and Safety 2018403-1

Occupational health and safety
management system

Occupational Safety and Health
Basic Approach and Policy

15

403-2

Hazard identification, risk
assessment, and incident
investigation

―

―

403-3

Occupational health services――

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Indicator

Item

Page

403-4

Worker participation,
consultation, andcommunication on occupational
health and safety

Occupational Safety and Health
Promotion Structure

15

403-5

Worker training on occupational
health and safety

―

―

403-6

Promotion of worker health

Health Management
Health Promotion Activities andCampaign
Health Declaration and Stop Smoking
Promotion in Japan

16-17

403-7

Prevention and mitigation ofoccupational health and safety
impacts directly linked bybusiness relationships

―

―

403-8

Workers covered by an
occupational health and safety
management system

―

―

403-9

Work-related injuries

Safety & Health Promotion Activities

15-16

403-10Work-related ill health――Training and Education
GRI 404：

Training and Education 2016

404-1

Average hours of training peryear per employee

―

―

404-2

Programs for upgrading
employee skills and transition
assistance programs

Human Resource Development
Personnel Evaluation System

20-21, 25

404-3

Percentage of employees
receiving regular performanceand career development reviews

Personnel Evaluation System

25

Diversity and Equal Opportunity
GRI 405：

Diversity and Equal Opportunity 2016405-1

Diversity of governance bodies
and employees

405-2

Ratio of basic salary andremuneration of women to men

Promoting Diversity
Employee-Related Data (Japan)

23, 27

Compliance Hotline Systems
Preventing Harassing Behavior

5, 29

Non-discrimination
GRI 406：

Non-discrimination 2016406-1

Incidents of discrimination andcorrective actions taken

Freedom of Association and Collective Bargaining
GRI 407：

Freedom of Association and Collective Bargaining 2016

407-1

Operations and suppliers inwhich the right to freedomof association and collective
bargaining may be at risk

Initiatives with Suppliers
Human Rights Due Diligence11, 28-29

Initiatives with Suppliers
Supplier survey and improvement
activities
Human Rights Due Diligence11, 28-29

Child LaborGRI 408：

Child Labor 2016

408-1

Operations and suppliers at
significant risk for incidents ofchild labor

Forced or Compulsory LaborGRI 409：

Forced or Compulsory Labor 2016409-1

Operations and suppliers at
significant risk for incidents offorced or compulsory labor

Initiatives with Suppliers
Supplier survey and improvement
activities
Human Rights Due Diligence11, 28-29――

Security Practices
GRI 410：

Security Practices 2016

410-1

Security personnel trainedin human rights policies orprocedures

Rights of Indigenous Peoples
GRI 411：

Rights of Indigenous Peoples 2016

411-1

Incidents of violations involving
rights of indigenous peoples――

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Indicator

Item

Page

Human Rights Assessment
GRI 412：

Human Rights Assessment 2016

412-1

Operations that have been
subject to human rights reviews
or impact assessments

―

―

412-2

Employee training on humanrights policies or procedures

―

―

412-3

Significant investment
agreements and contracts that
include human rights clausesor that underwent human rights
screening――

Local Communities
GRI 413：

Local Communities 2016413-1

Operations with local
community engagement, impact
assessments, and development
programs

―

―

413-2

Operations with significant
actual and potential negative
impacts on local communities――

Supplier Social Assessment
GRI 414：

Supplier Social Assessment 2016414-1

New suppliers that werescreened using social criteria

―

―

414-2

Negative social impacts in the
supply chain and actions taken

Initiatives with Suppliers

11

―

―

Public Policy
GRI 415：

Public Policy 2016

415-1

Political contributions

Customer Health and Safety
GRI 416：

Customer Health and Safety 2016

416-1

Assessment of the health andsafety impacts of product andservice categories

―

―

416-2

Incidents of non-complianceconcerning the health andsafety impacts of products andservices――

Marketing and Labeling
GRI 417：

Marketing and Labeling 2016

417-1

Requirements for product andservice information and labeling

―

―

417-2

Incidents of non-complianceconcerning product and service
information and labeling

―

―

417-3

Incidents of non-complianceconcerning marketing
communications――

Personal Information Protection
Measures36

Corporate Disclosure

https://www.olympus-global.com/ir/data/
announcement/2018/contents/ir00015.pdf

Customer Privacy
GRI 418：

Customer Privacy 2016

418-1

Substantiated complaints
concerning breaches ofcustomer privacy and losses ofcustomer data

Socioeconomic Compliance
GRI 419：

Socioeconomic Compliance 2016

419-1

Non-compliance with laws andregulations in the social andeconomic area

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69

Olympus Corporation

Olympus Corporation Social Responsibilities Activities website

https://www.olympus-global.com/csr/