Olympus CSR Report 2014
Toward the Realization of a Better Livelihood and Happiness

The Olympus Group’s CSR

Toward the Realization of a Better
Livelihood and Happiness
The Olympus Group strives to realize better health and happiness for people by being integral membersof society, sharing common values, and proposing new values through its business activities.

▶ Olympus Group Corporate Philosophy

INtegrity

INnovation

INvolvement

Integrity in Society

Creating Innovative Value

Social Involvement

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

*Local communities and the international community include general citizens,
NGOs, NPOs, and the government.

1

OLYMPUS CSR REPORT 2014

Social demands
and expectations

Contribution to Society
through Business:

Contribution to Society
through Other
Voluntary Activities:

By providing needed value
to society and producing
profits through business

By investing in society andestablishing a meaningful
relationship within it

Business
partners

Customers

Shareholders

Localcommunities

Duties andresponsibilities
to society

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

■ The CSR Concept of the Olympus GroupCSR = Development of both society and Olympus

Approach to CSR

Employees
and theirfamilies

International
communities

Fulfilling all obligations through compliance withlaws, regulations and business ethics
EconomySocietyThe
environment

Editorial Policy
This report has been published to inform stakeholders about the basic philosophy
behind the CSR activities of the Olympus Group, and the results of our activities infiscal 2013. The reporting format used in this report is based on the Olympus Group
Corporate Conduct Charter. Icons have been used in this report to show the linkage
between the Corporate Conduct Charter and the seven core subjects in the ISO
26000 social responsibility guidelines. These indicate the pages relating to each of
the core subjects.

INtegrity
Organizational
governanceFair operating
practices

ConsumerissuesLabor
practices

Olympus CSR Report 2014

Toward the Realization of
a Better Livelihoodand Happiness

HumanrightsINnovation
Contents
The Olympus Group’s CSR................................................ 1

INvolvement

Editorial Policy / Contents.................................................. 2The
environment

Community
involvement anddevelopment

Message from the President............................................. 3
Building the New Olympus................................................. 5
Profile of the Olympus Group /Financial Highlights................................................................. 6■ Organizations Covered by the Report
This report covers Olympus Corporation, its consolidated subsidiaries and affiliatedcompanies as of March 31, 2014. The social report covers Olympus Corporation,
Olympus Medical Systems Corporation, Olympus Imaging Corporation. Other
companies are covered as indicated. The environmental report covers Olympus
Corporation, Olympus Medical Systems Corporation, Olympus Imaging Corporationand their main domestic and overseas production subsidiaries.

■ Reference Guidelines● GRI, Sustainability Reporting Guidelines Ver. 3.1●
Environmental Reporting Guidelines (2012) of the Ministry of the Environment,

Japan
The ISO 26000 guidelines and the 10 Principles of the United Nations Global Compact
were also used as reference when selecting items for inclusion in the report.
For the GRI Guideline Reference Chart, please visit Olympus CSR Activities website.

The Business Activities and Social
Responsibilities of the Olympus Group....................... 7

Olympus Products in Action 2014..................... 8
1 Enhancing our Repair and Maintenance

System to Help Ensure the Continuity of
Medical Treatment......................................................... 92 Supporting Researchers in Advanced

Fields and Contributing to Discovering
the Mechanism of Disease.................................... 13

3 Supporting Solutions to Social Issues

through “The Power of Photos”.......................... 16■ Period Covered by the Report

Realizing the “Social IN”
Corporate Philosophy.................................................. 19

April 1, 2013–March 31, 2014
The report contains some information outside this period.

Activity Report 2013........................................................... 22■ Publication Date
November 14, 2014
The previous edition was published in December 20, 2013. The publication of thenext edition is scheduled for October 2015.

INtegrity
Integrity in Society............................ 23
INnovation Creating Innovative Value.............. 35
INvolvement Social Involvement............................ 41■ Contact Point for Comments and Inquiries

Data Section ................................................................. 54

Olympus Corporation
CSR Department, Group Compliance DivisionCorporate Governance Office
TEL: +81-3-6901-9299
Email: csr_info@ot.olympus.co.jp

Governance and Compliance Data......................... 55■ Disclaimer
This report is based on information available at the date of publication.
Please refer to timely disclosure data for information about the current situation.
Some information in this report duplicates the content of the CSR Report 2013.

Personnel and Labor Data........................................... 56
Environmental Data.......................................................... 58
External Awards................................................................. 61
Communication Tools........................................................ 62

OLYMPUS CSR REPORT 20142

Message from the President

In line with our Social IN
corporate philosophy, we will workto achieve sustainable growthhand in hand with society.
Management Philosophy
and Starting Point for
Business
The Olympus Group strives to provide
people with health and happiness by
being an integral member of society,sharing common values, and proposing new value through our businessactivities.
The Olympus commitment to theadvancement of medical and biological sciences dates back to theCompany’s origins in Japan in 1919
with the development of microscopes.
Subsequently, the company went on
to become the first in the world tocommercialize a gastrocamera—aninitiative by company engineers whoshared a common vision with physicians for developing a way to treat
stomach cancer. Today, Olympus
technology is world renowned, andthe Company has around a 70 percent share of the global market for
gastrointestinal endoscopes.
Since I joined Olympus, I havebeen engaged in the developmentof medical equipment for many years
now. In my 30s, when I was working
in the United States, I was involved
with the development of an endoscope to treat infants with jaundice in
response to requests from doctors.
It was a demanding process, but

3

OLYMPUS CSR REPORT 2014

our development team successfully
solved each challenge one by one sothat we were finally able to release acommercially available endoscope
for this purpose. During the scope’s
earliest clinical applications, I remember being in tears when thanked by afamily member of a small patient andbeing grateful I worked in such a rewarding industry. At Olympus, we arecommitted to developing productsthat contribute to the health and happiness of people around the globe. It
is part of our corporate social responsibility and integral to the Company’sDNA, which has been passed downfrom one generation of employees tothe next.

Revitalizing Olympus
into a Highly Reliable
Company
Soon after I became president of thecompany in April 2012, I was instrumental in formulating a medium-term
vision, effective for the year ended
March 2013, aimed at regaining thetrust of Olympus stakeholders—atrust the company had lost due tofinancial misconduct and fraudulent
financial reporting that came to light in2011. This new vision was designed
around our three core management
principles: “Back to Basics,” “OneOlympus,” and “Profitable Growth.”
We steadily implemented measuresin line with those strategies, and as
a result, the Tokyo Stock Exchange
lifted its “security on alert” designation for Olympus stock in June 2013.
Additionally, we were able to achieve
our target of 30 percent for our equity
ratio three years earlier than planned.
At present, we are reviewing theseparate operations of the medical
and imaging businesses, examining
how we can reorganize based on
sharing values and strategies acrossthe Group, and optimizing the use of
our managerial resources to boost
performance as much as possible.

Meeting the Expectationsof Society throughBusiness Operations
In April 2013, Japanese government
emissaries visited Russia and the
Middle East to improve their politicaland economic ties with Japan. I wasable to take part in the visit to help
represent the Japanese medical
equipment industry. Our visit to thesecountries made me realize the magnitude of their needs for minimallyinvasive endoscopic technologies
that contribute to early diagnosis andtreatment. That visit reinforced tome the heavy responsibility Olympus

Hiroyuki Sasa
President and Representative Director

carries to contribute to society throughdevelopment and expansion of ourtechnologies and services, including fostering endoscopic treatment
and improving medical standards
in emerging countries. In 2008, weestablished the Medical Training &Education Center in Shanghai to support training in endoscopic treatment
for doctors in China and India. As acompany working in the medical field,
we believe that it is our responsibility
to help improve the world’s medical
standards in collaboration with our
stakeholders. We will continue with
our activities to help solve societal
challenges in our three businessdomains (medical, science, andimaging).

Implementing ourSocial IN Management
Philosophy
Olympus has been participating in
the United Nations Global Compact
since 2004. We also rejoined andresumed our activities in the Global
Compact Japan Network last year,
which is a domestic organization for
the global initiative. For our Millennium
Development Goals (MDGs), we
continue to conduct enlightenment
activities that use the power ofphotographic images. For example,
when the fifth Tokyo International
Conference on African Development(TICAD V) was held in Yokohama in
June 2013, we held a photographic

exhibition in partnership with JICA
Yokohama.
Our management incorporates
a diverse range of social values andexpectations as part of our efforts
to fulfill our corporate social responsibility, including compliance with
the Global Compact’s 10 principles
and our contribution to the MDGs.
We will continue to fulfill our social
responsibility based on our Social
IN management philosophy and will
work to achieve sustainable growthfor society through dialogue with ourcustomers, business partners, shareholders and investors, employees
and their families, local communities,
and the international society.

OLYMPUS CSR REPORT 20144

Building the New Olympus
Medium-Term Vision
Medium-Term Vision Toward Realization of a New Olympus
The financial year that ended March 2013 was the firstyear of a new medium-term vision adopted by Olympus
in June 2012. Under this vision, for which the slogan
is “Back to Basics,” we aim to make a fresh start andrestore the confidence of our stakeholders by taking
Olympus back to its roots so that we can create newcorporate value.

Corporate Management Policies and Basic Strategies
Under the new management structure, we have designated three corporate management policies: “Backto Basics,” “One Olympus,” and “Profitable Growth.”
Expressing regret for our past misconduct, we aim toachieve growth with profitability by adopting “Back to
Basics” as the principle behind all our actions and strategies. We will make a concerted effort to share values

and goals among all our employees around the world
with the aim of building “One Olympus” and achieving“Profitable Growth.”
With these management policies as a foundation, we
will implement the following basic strategies to rebuild
Olympus and create new corporate value.

Corporate Management Policies
1 Back to Basics

2 One Olympus

We aim to regain the credibility of our stakeholders, rebuild
Olympus, and create new corporate value by going back tothe basic values that existed when Olympus was first established and looking ahead to a fresh start.

We will strive to maximize our corporate value by making a
concerted effort to share values and goals among all our employees around the world, harnessing their collective wisdomand demonstrating teamwork.

(Olympus’ founding basic values)●
Our mission to contribute to society and its development
through products and solutions.
●Continuously strive to develop the world’s first and bestproducts.
● Focus on customers and customer needs.

3 Profitable Growth
We will redefine our core business domains as “Medical
Business,” “Scientific Solutions Business*” and “Imaging
Business.” This will enable us to abandon our previous excessive emphasis on sales, comprehensively review our cost
structures and achieve growth with profitability while pursuing efficiency.

Basic Strategies
Rebuilding of the Business Portfolio and Optimal
1 Allocation of Management Resources
We have identified the “Medical Business,” “Scientific
Solutions Business” and “Imaging Business” as our corebusiness domains. We will invest our management resources
strategically, with a special focus on the “Medical Business.”
In non-business domains, we will reassess the best ways toimprove the business value of each business and subsidiary.

2 Review of Cost Structures
We aim to improve the earning performance of the Groupby significantly reducing COGS and SG&A expenses.
Specifically, we will implement effective measures targeting“personnel optimization,” “reduction in costs through the restructuring of production sites and reinforcement of procurement capability,” and “acceleration of group-wide activities tocurtail SG&A expenses.”

3 Restoration of Financial Health
We will secure reliable income flows and build shareholders’equity by consistently implementing our business strategies.
We aim to achieve financial stability by improving our equity
ratio as quickly as possible.

4 Restructuring of Governance
We will establish management systems based on a clear
separation of executive and supervisory functions under
our new corporate governance structure. Furthermore, wewill ensure that there is no repetition of financial misconduct
involving delays in accounting for past losses, by implementing group-wide initiatives to rebuild our governance systems,
including measures to foster a commitment to high ethicalstandards, raise awareness of compliance, and strengthen
compliance promotion structures.

*In April 2014, the name of the Life Science & Industrial Business
was changed to the Scientific Solutions Business.

Medium-Term Vision (Medium-Term Vision Toward Realization of New Olympus) http://www.olympus-global.com/en/ir/data/plan/

5

OLYMPUS CSR REPORT 2014dh0Profile of the Olympus Group■ Company Outline

Olympus Corporation
Established: October 12, 1919
Head office: ‌Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome, Shinjuku-ku,
Tokyo 163-0914, Japan

Activities: Manufacture and sale of precision equipment
Capital: 124,520 million yen (As of March 31, 2014)
Consolidated headcount: 30,702 (As of March 31, 2014)

Company information http://www.olympus-global.com/en/corc/■ Main Group Companies● All Segments ● Manufacturing Site(except in Japan)

Main Group Companies in Europe

Main Group Companies in the Americas

Olympus Europa SE & Co. KG (All Segments)
Olympus Soft Imaging Solutions GmbH (Scientific Solutions)
Olympus Deutschland GmbH (Medical, Scientific Solutions, Imaging)

Olympus Corporation of the Americas (All Segments)
Olympus America Inc. (Medical, Scientific Solutions)
Olympus Imaging America Inc. (Imaging)
Olympus Latin America, Inc. (Medical, Scientific Solutions)

Olympus Winter & Ibe GmbH (Medical)
KeyMed (Medical & Industrial Equipment) Ltd. (Medical, Scientific Solutions, Imaging)
Olympus France S.A.S. (Medical, Scientific Solutions, Imaging)
Olympus Moscow Limited Liability Company (Medical, Scientific Solutions, Imaging)

Gyrus ACMI, Inc. (Medical)
Olympus Canada Inc. (Medical, Scientific Solutions, Imaging)
Olympus NDT Canada Inc. (Scientific Solutions)

Main Group Companies in Japan
Olympus Corporation (All Segments)
Olympus Medical Systems Corp. (Medical)
Olympus Imaging Corp. (Imaging)
Nagano Olympus Co., Ltd. (Medical, Scientific Solutions)
Aizu Olympus Co., Ltd. (Medical)
Aomori Olympus Co., Ltd. (Medical)
Shirakawa Olympus Co., Ltd. (Medical)
Olympus Systems Corporation (Other Business)
Olympus Software Technology Corp. (Other Business)

Olympus Logitex Co., Ltd. (Other Business)
Olympus Engineering Co., Ltd. (Scientific Solutions)
Olympus Intellectual Property Services Co., Ltd. (Other Business)
Olympus Medical Science Sales Corp. (Medical, Scientific Solutions)
Olympus Terumo Biomaterials Corp. (Medical)
Olympus Digital System Design Corp. (Other Business)
Olympus-Supportmate Corp. (Other Business)
Olympus Memory Works Corp. (Other Business)
Sony Olympus Medical Solutions Inc. (Medical)

Main Group Companies in Asia and Oceania
Olympus Corporation of Asia Pacific Limited (All Segments)
Olympus Hong Kong and China Limited (Medical, Imaging)
Olympus (Shenzhen) Industrial Ltd. (Imaging)
Olympus (China) Co., Ltd. (All Segments, Scientific Solutions)
Olympus (Guangzhou) Industrial Co., Ltd. (Medical, Scientific Solutions)
Olympus (Beijing) Sales & Service Co., Ltd. (Medical)
Olympus Trading (Shanghai) Limited (Medical, Other Business)
Olympus Korea Co., Ltd. (Medical, Imaging)
Olympus Singapore Pte. Ltd. (Medical, Scientific Solutions)
Olympus Imaging Singapore Pte. Ltd. (Imaging)

Olympus Soft Imaging Solutions Pte. Ltd. (Scientific Solutions)
Olympus (Malaysia) Sdn. Bhd. (Imaging)
Olympus (Thailand) Co., Ltd. (Medical)
Olympus Medical Systems Vietnam Co., Ltd. (Medical)
Olympus Medical Systems India Private Limited (Medical)
Olympus Imaging India Private Limited (Imaging)
Olympus Australia Pty Ltd (Medical, Scientific Solutions)
Olympus Imaging Australia Pty Ltd (Imaging)
Olympus New Zealand Limited (Medical, Scientific Solutions)

Financial Highlights■ Consolidated Net Sales/■ Consolidated Net Sales

Others(Million(%)
of Yen)219 (3%)40
FY ended FY ended FY ended FY endedJapanFY ended
March
March
March 1,726
March
32.1 March Asia/
2010 Oceania
2011
2012
2013 (24%)
2014
30
1,187
Net Sales
883,086 (17%)
847,105 848,548 743,851 713,286

Equity Ratio

Operating Income/Ordinary Income/Net Income

Equity Ratio

11.0
4.6
FY
ended
March
2011

FY
ended
March
2012

Total
35,518¥713.3
35,077billionOperating
15.5Income

61,16038,379Ordinary
Income46,075Net Income

52,527

23,215 17,865
Europe3,866
1,840 -48,985
(26%)

FY
ended
March
2013

FY
ended
March
2014

13,04673,44520
14.1
50,913108,020 Americas
13,6272,1610
(30%)
FY
ended
March
2010

by Segment

Other Business
264 (4%)
32.1

Imaging
Business961 (13%)

11.0
Scientific 4.6
Solutions
Business
985 (14%)FY
FY
ended ended
March March
2012
2011

■ Consolidated Net Sales

by Region

FY
ended
March
2013

(%)

Japan
1,726
(24%)

Asia/
Oceania
1,187
(17%)

MedicalBusiness
4,923
(69%)
FY
ended
March
2014

Europe
1,840
(26%)

Asia/
Oceania
1,187
(17%)

32.1

961 (13%)
14.1

10Americas
2,161
(30%)

Other Business
264 (4%)

Imaging

30Business
20

Total
¥713.3billion

Others219 (3%)Equity Ratio

40

Others219 (3%)

Total¥713.3
15.5
billion■ Equity Ratio

Scientific
0Solutions
FY
Business
985ended
(14%)
March
2010

Total
¥713.3
11.0
billion

FY
ended
March
2011

15.5
4.6

MedicalBusiness
FY
FY 4,923
ended ended
March
March (69%)
2013
2012

Europe
1,840
(26%)
FY
ended
March
2014

OLYMPUS CSR REPORT 2014

6

The Business Activities and Social Responsibilitiesof the Olympus Group■ Business and Main Products

Medical BusinessVideo
endoscopesystems

Products include video endoscope systems, surgical endoscopes and related products, surgical treatment devices,and endoscopic devices. In terms of global market share,
Olympus is the leading supplier of gastrointestinal video endoscope systems.

Capsule endoscope
systems*

Surgical treatment
devices

Main ProductsVideo endoscope systems, medical information systems, bronchovideoscopes, endoscopic ultrasound gastrovideoscope systems,
capsule endoscope systems, endoscope peripherals, surgical endoscopes and related products, surgical treatment devices, endoscopic surgery peripherals, and endoscopic devices

Electrosurgical knives(endoscopic devices)

Surgicalvideoscopes*The logo is not displayed on actual capsule endoscopes.

Scientific Solutions
Business
Life Science products include biological microscopes andbioimaging equipment. The Industrial products category encompasses industrial microscopes, industrial endoscopes,
and ultrasonic flaw detectors.

Ultrasonic flaw
detectors

Main Products
Upright and inverted microscopes, laser microscopes, stereo
microscopes, fluorescence microscopes, bioimaging systems,
metallurgical microscopes, measuring microscopes, industrial videoscopes, industrial rigid scopes, ultrasonic flaw detectors, eddy
current flaw detectors, phased array flaw detectors, and X-ray diffraction analyzers

Laser scanningmicroscopes

Industrial
videoscopes

X-ray fluorescenceanalyzers

Industrial microscopes

Imaging Business
OM-D mirrorless SLR camera series, PEN series, and othercompact digital cameras with long zoom lenses and toughfeatures, as well as our market-leading audio recorders

Compact digital cameras
Digital SLR cameras

Main Products
Digital SLR cameras, compact digital cameras, digital camera
products, lens barrels for digital cameras, optical materials, audio
recorders, and binoculars
Binoculars

7

OLYMPUS CSR REPORT 2014

Audio recordersOlympus Products in Action

2014

Examples of activities aimed at meeting the
expectations of society through business■ Society’s Expectations and the Responsibilities of Olympus

Medical Progress
Olympus responds to frontline medical needs, carries out research anddevelopment in collaboration with medical professionals, and supplies
equipment that contributes to medical progress.

Improving Patients’ QOL
Olympus aims to improve the quality of life (QOL) of patients by reducing
suffering and lifestyle limitations through the development of equipmentthat contributes to the early detection of diseases and helps to reduce theburden on patients through minimally invasive procedures.

1
Enhancing our Repair andMaintenance System to Help
Ensure the Continuity of
Medical Treatment

Page 9Improving Medical Efficiency and Reducing Costs
By developing and supplying technology that contributes to the early detection of diseases and facilitates minimally invasive procedures, Olympus
is helping to shorten hospitalization and treatment times and reduce medical expenses.

Advancing Life Science Research
By supplying microscopes and bioimaging systems, Olympus supports
basic life science research that leads to new medical knowledge, including
iPS cell research and research into brain functions and diseases.

Making Life Safer
Olympus is helping to make the world we live in safer by supplying equipment used to maintain and inspect social infrastructure and lifelines,
such as roads, bridges, overpasses, power generation facilities, chemicalplants, pipelines, and water supply and wastewater systems.

2
Supporting Researchers in
Advanced Fields andContributing to Discovering
the Mechanism of Disease

Page 13

Contributing to Industrial Progress
Olympus contributes to industrial efficiency and progress by supplying industrial inspection equipment used in research and quality control in suchareas as mechanical and electronic parts and raw materials.

Enriching the Experience of Life
Olympus enriches the life experience by helping people to enjoy the funof photography and sound recording. Our affordable micro-SLR cameras
offer superb image quality and advanced functions, while our compact
digital cameras can be used in an expanding range of situations thanks totheir ability to withstand dust, weather, and accidental impact. Our audio
recorders make high-quality recording readily available.

Building a Barrier-Free World
Olympus audio recorders are designed for optimal ease of use. They haveaudio guide functions and support the playback of DAISY* audio books.
Even inexperienced users find these products easy to operate thanks totheir logical and intuitive designs and the use of Color Universal Design toenhance visibility for people with different vision characteristics.

3
Supporting Solutions toSocial Issues through“The Power of Photos”

Page 16*DAISY (Digital Accessible Information System): DAISY is an international standard for digital audio books used in place of audio cassettes by those who are unable to read printed text, suchas people with visual disabilities. This information system is developed and maintained by the
DAISY Consortium, a Swiss-based organization with member organizations in over 50 countries.

OLYMPUS CSR REPORT 20148

1

Enhancing our Repair andMaintenance System to Help Ensure
the Continuity of Medical Treatment
Olympus endoscope systems are used daily at medical facilities. To ensure the safe use of thesedevices, Olympus operates a global repair and maintenance service.
We continue to enhance our service delivery to meet the ongoing requirements of medical facilities
and help them ensure the continuity of medical treatments.

An endoscope repair baseContributing to Early
Detection and Minimally
Invasive Treatment ofDiseaseIn 1950, Olympus became the firstcompany to develop a prototype
gastrocamera, and in the years since,
has made significant contributions inestablishing a method to diagnose
stomach cancers. After our introduction of gastrocameras, the Company
introduced glass fiber endoscopes
and then video endoscope systems.
Endoscopes have contributed to theearly diagnosis and detection of disease, and the development of minimally invasive treatment* methodologies using endoscopic devices andsurgical endoscopes to improve thequality of life (QOL) of patients.
*Minimally invasive treatment:
Treatment method that imposes a minimalburden on patients.

9

OLYMPUS CSR REPORT 2014

Repair Service to Support
All of our Products
Worldwide
An endoscope is a precision machinecomposed of a long tube (scope)
incorporating a number of different parts, including a video imaging
processor and a monitor. Because
endoscopes are used inside the human body, they must be subjected
to rigorous cleaning and disinfection
protocols after each use to ensure
patient safety. These reprocessing
requirements can take a toll on endoscope performance over time.
To ensure our healthcare customers can deliver continuity of medicalcare, Olympus provides ongoing inspection and maintenance services
to keep equipment operating at peak
performance.
At Olympus, we understand that
we cannot fulfill our responsibility to
medical professionals just by selling
excellent products. We also needto ensure the availability of prompt
repair and maintenance services.
Before Olympus enters a new market, we first make sure we are firstprepared to deliver a system toservice any products we sell in that
region. Our “no service, no sales”
approach means we can help ourcustomers optimize the use of theirequipment and minimize their procedural downtime. Today, Olympus has
more than 200 repair bases acrossthe globe.
This ever-expanding network of
repair bases has played an important role in maintaining the quality of
Olympus endoscopes, providing ourcustomers with the technology andservice they can trust.

Global Activities to
Improve Repair Quality
In addition to expanding our service network, we established a
Quality Audit and Review system

Olympus Products in Action 2014

for our repair centers that is similar
to the quality audits carried out at
our manufacturing facilities. As partof the process, we identified areas
for improvement, worked to implement those improvements, and established Global Technical Service
Guidelines to provide all repair baseswith common guidelines to maintainthe same repair quality worldwide.
Ultimately, the key to further improving repair quality has been ourcommitment to enhancing the skillsof our repair staff. Using our global
Quality Audit Review, we were able
to evaluate the skill levels at individual repair bases to determine where
additional training and improvements
were needed. Globally, bases havebeen motivated to compete witheach other in improving their skill levels over a short period of time. As aresult, the evaluation scores of themain repair bases have increased
by 20% or more on average over the
past five years.

Establishing Service
Centers Worldwide
that Offer Major Repair
Services
In addition to initiatives to continuously improve repair quality, we haveworked diligently to expand our network of repair bases that can perform major repair services such as
equipment overhauls. We now havenine of these major repair service
centers internationally.
In the United States, we have
the San Jose National Repair
Service Center for U.S. customers.
In Europe, we have repair service
centers for the United Kingdom,
Germany, France, and the Czech
Republic. In Asia, there are two service centers for China, and we areworking to establish similar centersin South Korea, Vietnam, Thailand,
Singapore, and India.

and West Japan. This will ensure that
medical facilities can maintain continuity of medical services.

Nagano Medical Equipment Service Operation
Center opened in 2013

Launch of a Nagano
Center to Expand Service
in JapanOlympus established the Shirakawa
MedicalEquipment
Service
Operation Center in Japan, a major
repair service and rental accessories
management base in Nishigo Village,
Fukushima Prefecture, in 2005. It
has been working diligently since inception to improve its repair quality
and shorten the repair period.
As a result of our experiences in
the Great East Japan Earthquake in2011, we wanted to be able to provide a stable repair service even during a disaster. In 2013, we opened
another repair service center, theNagano Medical Equipment Service
Operation Center, in Ina City, Nagano
Prefecture. Now the Shirakawa center covers East Japan and Hokkaido
and the Nagano center covers Mid

Responsible Provision of a Repair Service to Help Medical Facilities
Ensure the Continuity of Their Medical Services
Endoscopes are delicate devices, and throughrepetitive use or improper handling, they can beeasily damaged. Regular maintenance and prompt
repairs can help minimize overall repair expenditures as well as the scheduling impact on medical
facilities. Because we have a reliable service system, we can sell our products to customers in a
responsible way, and they can buy and use themwith peace of mind.

It also provides us with satisfaction, knowing that
our technology contributes to the early detection
and treatment of disease while our repair services
help medical facilities ensure the continuity of theircare.

Kuniaki Horiuchi
General Manager

Global Service
Planning Department
Olympus Medical
Systems Corp.

OLYMPUS CSR REPORT 2014101

Introducing a Licensing
System and Implementing
Preventive Maintenancefor Higher Service Quality
In addition to implementing quality
improvements across the board, theservice departments of our manufacturing bases are now building up alicensing and training system. This
will provide all of our service employees with the same quality of training
using a common database, with aview to improving the entire repair

service operation on a global scale.
Our goal is for all repair employees tobe licensed before they can perform
repair services to ensure we always
deliver the same high-quality repair
service anywhere in the world.
We have also been enhancing
our preventive maintenance service, which can help prevent product failure that can lead to morecostly repairs. During preventive
maintenance, our field service staff
visit our medical customers to help
them implement use, handling, andreprocessing protocols that minimizes equipment damage, and productfailures. To enhance this service,
we are focusing on expanding ourfield service staff as well as providing them with additional training. We
also intend to make more use of IT in
the effort to help detect and prevent
product failures.

The Same Repair Service Quality Anywhere in the World—Messages from Area Service Managers—
EuropeAmericasContinuous improvement toprovide the best service

Maximizing customer
satisfaction and productivity
with world-class service
The quality our customers expect from
Olympus medical products is the same
they require to receive during service
from the Olympus Medical service
organization. The entire European
organization is committed to maximizing
customer satisfaction by providing worldclass service for Olympus products.

Johannes Stecher
Director
Medical Systems &Micro-Imaging Solutions
Group
Technical Service Centre
OLYMPUS EUROPA SE& CO. KG

11

OLYMPUS CSR REPORT 2014

Eddie Garcés
MSG Service Division
V.P. Repair Operations
Olympus America Inc.

Asia/Oceania

Providing safe and reliable
service for the future
Variations to standards or processes forrepairing precision medical devices canhave serious repercussions on productperformance and safety. At Olympus, weare committed to providing safe andreliable repair services to ensure ourp ro d u c t s p e r f o r m re l i a b l y a n d a s
expected throughout their usable life.

Service is the driving force of ourbusiness. Listening to our customers
enables us to meet their needs. Ourcommitment to providing the best service
in our market is reflected in ourinvestments in personnel, customerfriendly systems, and continuous
improvement.

Dedicated to helping customers
properly use and maintain our
devicesPaul Stevens
Director of Technical
Services and Managing
Director Medical Physics
International
Olympus KeyMed

Due to the impact medical devices haveon human lives, our devices must always
be in perfect condition and used in thec o r r e c t w a y. T h i s i s w h y w e a r e
dedicated to ensuring that customers
understand how to use and maintaintheir devices properly.

Ichiro Nagata
Managing Director
Olympus Australia

Olympus Products in Action 2014

Shift of focus from repair to prevention throughcustomer contact
From my work developing endoscopes, I keenly
understand the important role repair service playsin the longevity of our equipment. An essential
part of that repair service is promotion of preventive maintenance, which requires regular contact
and collaboration with our medical customers.
Our infrastructure, human resources, and early
development of a repair service system has given

Olympus some unique strengths. Today’s systemis the result of strenuous efforts made over decades, and one we are committed to expanding
and developing further to ensure our customers
can deliver continuity of care.

Yoshihito Shimizu
Division Manager

Service Division
Olympus Medical
Systems Corp.

ColumnSupport Given to Medical Facilities by Olympus Immediately
after the Great East Japan Earthquake
Giving Priority to Repairing Endoscopes Used at Medical Facilities
Devastated by the Disaster and Loaning Endoscopes Free ofCharge to Facilities in Affected Areas
The Great East Japan Earthquake of March 2011 inflicted serious damage on a range of medical facilities, with significant impact on their medical services. Olympus Medical Science Sales
Corporation—which is engaged in the sales, repair services, and customer support activities for
medical, life science, and industrial machines manufactured by Olympus—sent out employees
to more than 1,200 customers located in disaster-affected areas to check on the damage
and inspect the endoscopes used at these facilities. Our visits made it clear that functioning endoscopes were needed at many of these locations. To meet this need, we
granted priority repair status to equipment from customers in affected area. We
also loaned endoscopes free of charge to customers who suffered substantial disaster damage.
Onagawa Community
Medical Center

Useful Support from Olympus: Providing Endoscopes to ReplaceThose Swept Away by the Tsunami
Onagawa Community Medical Center (former
town hospital) is located on a hill overlooking
the port and the town. It combines a hospitaland nursing care center in one three-story building. In the March 2011 disaster, the first floor of
the building was flooded by the tsunami, whichswept away the medical equipment, medicines,
and medical records of patients. While waterand power supplies were suspended, the hospital resumed medical appointments with patients using just stethoscopes and blood pressure monitors. Two to three weeks after theearthquake and tsunami, the number of victims
suffering gastrointestinal disorders began toincrease because of mental stress caused by
the disaster. However, we had no endoscopes
to examine these patients. When an Olympus
Medical Science Sales employee visited us tocheck on the disaster damage, we took thisopportunity to ask if it would be possible to havean endoscope on loan. In the middle of May
2011, when we resumed health treatment at a
temporary facility, Olympus delivered an endoscope to our facility. This significantly improved
the quality of the service we were able to provide
at the temporary facility, and we were very grateful. Medical services are as essential to people
as electricity, gas, and water services and werecritical in the recovery of our town. We would
like to continue providing local citizens withmedical services that they can use with peaceof mind, and we hope that Olympus will kindly
support us in providing local citizens with medical treatment by supplying a range of information on their endoscopes.

Mitsuru Saito
Administrator

Onagawa Community
Medical Center

OLYMPUS CSR REPORT 2014

12

1

2

Supporting Researchers in Advanced
Fields and Contributing to Discovering
the Mechanism of Disease
Olympus started in 1919 by developing and manufacturing microscopes. Since then, the company has
continued developing microscopes for nearly 100 years, contributing significantly to the progress of science.
Even now, biological microscopes represent a core product of Olympus’s scientific solutions business.
At the forefront of life science, we are committed to developing products that meet the true needs of researchers.

In front of the Fundamental Medicine Memorial Hall and Faculty of Medicine Museum, Kyoto University

Live Imaging for Real-Time
Observation of Living Cells
Many of you might have the experience of feeling astonished at the intricate micro-world expanding in frontof you when you peer through a microscope. Being able to see what is
invisible with the eyes—this is a very
important challenge and a theme forlife science and microimaging.
Molecular biology is one of theinnovative fields developed in parallel with the development of microimaging, and provides the basis forresearch into regenerative medicine,clarification of the mechanism behindcancers and studies of brain functions, which are now attracting muchattention from the public. In these
innovative fields, the main targets of
microscopic observation used to becells cultivated in containers. Now,
however, new observation methods
are being used for the in-vivo, realtime observation of living cells and

13

OLYMPUS CSR REPORT 2014

tissues. These methods help us tounderstand in-vivo biological phenomena, and are leading to epochmaking achievements, including thedevelopment of new therapies.

Incorporating theOpinions of Users in theDevelopment of Products

specimens in a stable manner. To
meet this requirement, Olympus customizes its products to the needs ofindividual researchers who are tackling advanced themes, such as “observing living cells in vivo.”
To support users, Olympus cooperates closely with Olympus
Engineering Co., Ltd. (OEC), an

Live imaging is made possible by atechnology called fluorescence imaging,*1 and two-photon excitation
microscopy*2 represents the latest
advances in the field. Olympus manufactures the world’s finest microscopes, making use of its long experience and knowledge accumulated
in this field.
It is not enough, however, simply to supply high-performance microscopes; to help our customers
make what is invisible visible themicroscopes need to be equippedwith unique concepts and useful devices to ensure that users can see

Olympus’s microscopes support the progressof life scienceOlympus Products in Action 2014

Observation of Living Cells Makes It Possible to Predict Efficacy
We are now witnessing an explosion in the
progress of medicine and biology, triggered by
the development of molecular biology. And it
is microimaging that is fostering the advancement of molecular biology. Also in research
into cancers, which is my specialty, the classical method of observing collected cells is now
being increasingly replaced with the methodof observing living cells to predict efficacy.
Two-photon excitation microscopes areindispensable for our
research. However, weare basically users rather than experts on theequipment. We wanted tomake various requests tomicroscope manufacturers, but to our frustration,
we did not know how tocommunicate what wereally wanted to themprecisely.
The initiative with
Olympus, in which thecompany sent an engineer to work with us to

Olympus Group company, to offer
a comprehensive support service,including initial interviews, customization and onsite troubleshooting.
OEC thus supports researchers’ innovative activities, and the information and know-how obtained in theprocess are utilized by Olympus development teams to develop the next
generation of products. We are thus
contributing to raising the researchlevel as a whole by supporting a generation of researchers through therelease of new, easy-to-use products that incorporate leading-edge
technologies.
*1 Fluorescence imaging
Technology that implants fluorescent lightemitting genes in a specific protein and sheds
excitation light on the protein to make it emit
light, thus making it observable*2 Two-photon excitation microscope
Through the simultaneous absorption of two
photons with a special laser, this microscope
enables fluorescence imaging with an excitation wavelength that is double the conventional
wavelength. Compared with conventional microscopes, it causes less damage to specimens,
while making it possible to observe deeper sections of cells.

support our viewpoint as users, was really innovative and useful. The fixation device developed by Mr. Nakasho substantially increased
the parts of specimens that could be observed through microscopes, and will lead toa whole range of achievements. Mr. Nakasho
also helped us communicate our requests toOEC, which then developed a microimaging
system that meets our expectations.
The basic methodology in the field of pathology, which supports
the diagnosis of disease,has been unchanged for
decades. I would like tomake innovations in thisfield by using leadingedge
microimaging
technologies.

Professor Matsuda andthe Olympus IX83 inverted
research microscope(in his laboratory at Kyoto
University)

Sending a Microscope
Developer to the Forefrontof Research Activities
Collaboration with the team ofProfessor Michiyuki Matsuda at
Kyoto University’s Graduate School
is one of the initiatives we implemented to develop products thatmeet the needs of researchers engaged in advanced fields.
Professor Matsuda’s team isahead of others in understanding themechanisms of cancer using live imaging technologies. Olympus transferred an employee belonging to
the development department to thelaboratory of the professor for a period of about two years from January
2011. The employee conducted research with the team members andgained considerable insight into how
our microscopes are used. At thattime Professor Matsuda was serving
as research representative for thisnew academic field (fluorescence live
imaging) supported by the Ministry ofMichiyuki Matsuda
M.D., Ph.D.

Department of Pathology andBiology of Diseases
Professor, Graduate School of
Medicine, Kyoto University
Doctor of Medicine (University of Tokyo).
Engaged in research into the mechanismof the canceration of cells at the Universityof Tokyo, Rockefeller University, Infectious
Disease Surveillance Center, National Center for Global Health and Medicine, Osaka
University and Kyoto University. Became thefirst researcher to visualize Ras activationin living cells by using a fluorescence biosensor in 2001. Since 2011, he has beenworking on the visualization of information
communication in cells of live animals byobserving transgenic fluorescent mice witha two-photon excitation microscope.

Education, Culture, Sports, Scienceand Technology and was working toraise the level of Japan’s entire medical and biological fields. To this end,
the professor thought it necessary to
involve a microscope manufacturer in
his activities and looked to Olympus.
For Professor Matsuda’s research,
two-photon excitation microscopes
are indispensable tools. During theperiod in which Eiji Nakasho wastransferred by Olympus to work withthe professor’s team in his laboratory, the team faced the problem of
how to fix a live mouse on the observation table. If the specimen moved
even a bit, the target to be observedin a world of several micrometers
would easily become out of focus.
Nakasho worked on this problem
with Professor Matsuda and his
students.
To solve the problem, Nakasho
first developed a software application to enable the microscope to
track the movement of the specimen. Then, through a trial and error

OLYMPUS CSR REPORT 2014

14

2

Olympus Products in Action 2014

2

Making Use of Firsthand Research Experience in the Development of Microscopes
Employees engaged in development at our company often visit research laboratories to listen to
the opinions of users of our products, but thelong-term dispatch of an employee to a laboratory was a first for Olympus, and as the employee
who was dispatched I had new experiences every
day in Professor Matsuda’s laboratory. I had beenworking to develop products from the viewpointof the user, and working with the research teamdramatically broadened my view.
As a result, I developed a specimen fixation
device. If I had not actually worked with the research team I would not have recognized the factthat the success of research depends not only on

process, he finally developed a suctioning device to fixate the specimen.
When the research team began
their joint research with Olympus,
they were able to observe only a partof a live mouse, such as the skin on
the ear. As a result of the softwareand device being developed, they
can now observe far more parts ofa live mouse, including the organs,muscles and blood vessels.

Sharing Research Results
Widely to Make Progresswith Young Researchers
Professor Matsuda’s team createdan instruction manual for the fixation
device they developed and disclosed
the information on their website withthe aim of sharing their research results widely with others to accelerate

the microscope itself, but on the device to fix the
specimen to the observation table. Working withthe team made me feel that we could also givevarious kinds of support to users regarding peripheral devices for microscopes and other equipment that they were using daily. Seeing young students devoting themselves seriously to researchalso made me feel, from the bottom of my heart,that I wanted to do something for them. What I
have learned directly from the attitude and cultureof the research team has become a great asset,
not only for me as a developer, but also for the entire company as a manufacturer of microscopes.

progress throughout the entire research community.
Further in April 2013, at the request of Professor Matsuda’s team,
Olympus made a new microimaging system, in which an expensive
laser oscillator is shared by an upright microscope and an inverted
microscope, and the light intensity
is increased for deeper live imaging.
The system was then delivered to thelaboratory. The team has since beenencouraging the use of this system
as an “open laboratory,” giving researchers and students from otheruniversities and institutes access tothe system.
The fixation device developed
jointly with Professor Matsuda’s teamwas unveiled at an academic conference held in December 2013 and received a huge response. The device

Eiji Nakasho
Team Leader

Product Planning Dept.
Product Planning &Support Division,
Scientific Solution
Business Company,
Olympus Corporation

Olympus’s FLUOVIEW FV1200MPE two-photon
excitation laser scanning microscope used byProfessor Matsuda’s team (basic model)

has already been commercialized by
OEC and is being supplied to a variety of researchers.
The devices and products developed by Olympus based on its firsthand research experience will support advanced research conductedin the life science field and contributeto the health of people through theachievements made in the research
activities.

Responding Promptly to Customers and Incorporating Their Opinions
in the Development of Products
In cooperation with Olympus, at OEC we provide users engaged in biological research with a range of solutions. As part of this activity, we respond promptly
to the requests of customers who are conducting
research to become top of their respective fields,
and incorporate the information and knowledge weobtain in the development of the next product.
Professor Matsuda’s “open laboratory” has
two sets of two-photon excitation microscope systems in which two microscopes share a laser oscillator. We have also customized a state-of-the-art
two-photon excitation microscope in combination
with an incubator*. We also commercialized the15

OLYMPUS CSR REPORT 2014suction-type fixation device developed by Nakasho
and are working to spread the use of this device toother research laboratories.
We supply microscopes that contribute to theprogress of life science and people’s health. As anengineer, I feel fulfilled in being directly engaged in
the development of these devices. We will continue
to listen to the voices of our users and develop products equipped with new functions.
*Incubator
This device allows users to observe living cells for an extended time by maintaining an environment that is similar to
the in-vivo environment.

Yoshiharu Saito
General Manager

Products
Development
Department,
Olympus Engineering
Co., Ltd.

3

Supporting Solutions to Social Issues
through “The Power of Photos”
Photojournalists introduce social issues to the public by giving the issues
concrete form with their photos. Olympus is developing and supplying
cameras that meet the needs of photojournalists and support their activities.

Prize-winning photos from the Environmental Photo Contest for Employees All Over the World 2011 to 2014 (see page 46)

Revealing Social Issues
through “The Power of
Photos”
You can record moments in yourdaily life and enjoyable events withyour colleagues and family by taking
photos with your camera. Cameras
are also used to inform large numbers of people of incidents that are
occurring across the world.
Photos thus communicate thereality of the world and inspire theirviewers.
Olympus cameras, including
the OM Series single-lens reflex film
cameras, have been highly evaluatedby photographers who frequently
take photos outdoors because thecameras are compact and lightweight, but also robust. The DNA
of Olympus cameras has also been
inherited by the E-M1, the flagshipmodel of the OM-D Series of mirrorless digital SLR cameras. Thesecameras are excellent in terms ofboth image quality and mobility andare equipped with the In-body 5-Axis
Image Stabilization system that removes all types of camera shake.*
They also have a high dust-, splashand freeze-proof performance, allowing photographers to use them in a
wider range of situations.
*In-body 5-Axis Image Stabilization systemthat removes all types of camera shake
This system can compensate for vertical, horizontal and rotational camera shake, thereby
allowing handheld shooting in a range of situations. One advantage of having an in-body image stabilization system is that the system cancompensate for camera shake for any lens attached to the camera.

Engineers from Different
Fields Collaborate to Help
Photographers Catch theMomentOlympus’s cameras are made utilizing the knowledge and experienceof engineers specializing in different fields. The camera, however,
only plays a supporting part; theE-M1, flagship model of the OM-D Series

photographer plays the leading role.
Photographers release the shutter to capture the crucial moment.
Olympus will continue creating highly
reliable cameras that meet the needsof photographers to help them catchthe moment in their photos and show
it to the public. We believe that by
doing this we will be able to contribute to solving social issues through“the power of photos.”

OLYMPUS CSR REPORT 201416

Lifetime’s Work in Mongolia—Showing Nature and Social Change
in the Country through Photography
After I became an independent photographer, I
made my first visit to Mongolia to take photos of
the wild snow leopards living there. Subsequently
in 2004, I had a private exhibition of the landscapephotos I had taken in Mongolia. At that time, mydaughter had just been born and I happened tothink about the street children I had met in Mongolia
while taking her photo. My daughter and the street
children in that country were living in quite different environments, and I began to think that I had
to use my photos to introduce to the world how
street children in Mongolia live in the space under
manhole covers in winter, when temperatures drop
to 30 degrees Celsius below zero. In order to takephotos of these children in these underground utility
spaces, where the temperatures is higher than theoutdoor temperature and it is very humid, I chosethe highly dust- and splash-proof Olympus E-1. I
received the first Natori Yonosuke Award from theJapan Professional Photographers Society for oneof these photos and there was a great responseto the exhibition of the photos. I cannot save children in Mongolia but I can introduce their lives tothe public through the power of photos, which is indeed great. In Mongolia, I sometimes take photos insandstorms with a wind velocity exceeding 20 m/s.
With the OM-D E-M1, which I use now, I can takephotos even in these storms. The camera thus supports me in introducing Mongolia to the public. My
life’s work has been in Mongolia and I will continue
to visit the country to take photos of the changing
lifestyles, streets, and the lives of minority people
living in the country.

Tetsuro Shimizu
Photographer

Born in Yokohama City in
1975. Graduated from the
Nippon Photography Institute.
Became an independent photographer at the age of 23 andsince then has taken a rangeof photos, including snapshotsand documentary photos. Won
the first Natori Yonosuke Award
for a photo of a street child in2005.

Dispatching Information on Global Problems and Networking People
When I was in junior high school, I visited Cambodia
in a summer vacation program implemented by an
NGO and had exchanges with children who werevictims of human trafficking. After that, I was carried away by the impulse to save children, and wassearching for ways to express my ideas throughspeaking, writing or by other methods, when I saw
a photo that captivated me. It was a photo of thecivil conflict in Angora in Africa taken by Atsushi
Shibuya, who is a photojournalist. This photo,which captured only one moment in the life of thecountry, encouraged me to become a photojournalist and to take inspiring photos.
For me, taking photos is a way of communicating. By taking photos, I can have an enjoyable timewith children in the area I visit for my work, and the

OM-D E-M1 compact and lightweight camera helps
eliminate barriers between me as a photographer
and my subjects. I often take photos under severe
conditions and it is also important that I can use thecamera without worrying about breakdowns, whichallows me to focus on the subject.
In addition to taking photos in Cambodia,
Southeast Asia and Africa on issues such as AIDS
and photos of refugees from Iraq and Syria, I makevisits to Rikuzen Takata to photograph the changes
made to the March 11 disaster-devastated town.
Photos have the power to make people become
interested in issues in which they had no interest
before. I see it as my role to disseminate information
about global issues and to network people throughphotos.

Natsuki Yasuda
Photojournalist

Born in Kanagawa Prefecture
in 1987. Began working as aphotojournalist when studyingin the Department of Education, Faculty of Human Sciences at Sophia University.
Won the 8th Natori Yonosuke
Award for a photo of orphansborn with AIDS in Uganda.

Developing a Camera That Catches the Moment Even Under Severe Conditions
When taking a picture with an SLR camera, whether
a film camera or a digital one, the photographer looks
at the subject through the viewfinder, with the line ofsight on the light axis. This stable shooting postureis preferred in particular by professional photographers and highly skilled amateurs. The E-M1 mirrorless camera is equipped with a large electronic
viewfinder (EVF) comparable to the one mounted ona full-sized SLR camera and has a high dust-, splashand freeze-proof performance with a compact andlightweight body. Users of this camera can take it toplaces under conditions that are too severe to takepictures with a conventional camera. The highly reliable In-body 5-Axis Image Stabilization system andthe high-speed AF system help photographers catch

17

OLYMPUS CSR REPORT 2014

the moment without fail under any conditions. We
have received a high evaluation for the camera also
from professional photographers, who say the E-M1
is a camera made by those who really know about
cameras. In developing it, we asked professional
photographers to use the prototypes and madeimprovements based on their opinions. Impressive
photos have a strong impact on the viewer, who willremember them vividly. I think photos have power inthis sense. When a professional said to me, “I could
not have taken the photo without the Olympus camera,” I felt so privileged to have made a contribution,
albeit small, to that person’s work and was motivatedto develop cameras that were resistant to even more
severe conditions.

Eiji Shirota
Manager

Product & Marketing
Dept.,
Product & Marketing
Planning Division,
Olympus Imaging
Corporation

Olympus Products in Action 2014

Photo on the left: Twoboys popping their faces
up from undergroundlike moles. Around 2005,
there were many poor
“manhole children” inMongolia.
Photo on the right:
Taken the morning after
the sandstorm finallyabated after raging forthree days. The Gobi
Desert sparkled in the
golden morning sun.
This landscape, which
has never been inhabited by people, looked
breathtakingly beautiful.
© Tetsuro Shimizu© Tetsuro Shimizu© Natsuki Yasuda

The town was covered
with snow soon after
the turn of the year. Thelion dance team walked
around the town on thefestival day. Yuya, a fiveyear-old boy and otherchildren visited houses
with the dance team,wishing for the health of
the household members.
(Rikuzen Takata, Iwate
Prefecture)

Dawn in my family’s town in Cambodia, where you can see thebeauty of the rising sun in the dry season. Children who got up
early gather at the side of a local pond. Now people begin a new
day energetically under lots of sunshine.
(Prey Veng Province, Cambodia)© Natsuki Yasuda

Bringing the Pleasure of Photography
to More People
I was engaged in developing the PEN E-PL,
which is an entry model mirrorless SLR
camera. The OM-D E-M10 was developed
as an improvement on the model PEN E-PL.
We worked to make it a camera that can beused by a lot of people by making it userfriendly, compact and lightweight, while also
incorporating the technologies and functions incorporated in the flagship model.
The result is a compact camera that is easy
to use but produces high-quality photos. I
would like to supply this camera, which cantake high-quality photos anytime you want,to more people.

Naohiro Tsuchida
Team Leader
Manager

Product Development
Dept.,
R&D Division,
Olympus Imaging
Corporation

ColumnSupporting the Organization of a
Senior High School Student Photo
Competition
Olympus gives full support to the organization of
the first senior high school student photo competition held on the theme “HAPPY” by the Nippon
Photography Institute. The competition is intended
to encourage senior high school students to enjoy
photography in their daily lives;
specifically by taking photosof the precious moments they
have with people who are important to them and of the happy moments in which they feelstrong ties with their friends.

OLYMPUS CSR REPORT 2014

18

3

Realizing the “Social IN” Corporate Philosophy
Toward the Realization of a Better Livelihood and Happiness
The Olympus Group strives to realize better health and happiness for people by being integral membersof society, sharing common values, and proposing new values through its business activities.

As part of its efforts to put the “Social IN” corporate philosophy
into practice, Olympus has adopted the Corporate Conduct
Charter as guidelines for the conduct of all members of
the Olympus Group. We have also formulated CSR-related
guidelines, charters and ideals, which are being appliedconsistently throughout the Olympus Group.
Revised versions of the Olympus Group Corporate
Conduct Charter and Code of Conduct were adopted onJune 20, 2012. The changes reflect our profound regret about
the issues that came to light in 2011 concerning fraudulent
financial reporting. As part of our efforts to build awarenessof compliance, we ensured that the revisions would reflect thedebate among workplace leaders and the view of Olympus
Group overseas employees.

■ Olympus Group’s Corporate Philosophy

INtegrity

INnovation

INvolvement

Integrity in Society

Creating Innovative Value

Social Involvement

We aim towards establishing firm ties withsociety through the three IN’s

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

1. Adherence to High Ethical Standards

3. Delivering Innovative Value

5. Harmony with the Environment

We will prioritize the spirit of compliance under
any circumstances and will never tolerate any
action that violates laws and regulations, social
norms or internal rules. We will create an environment within the organization where no concern pertaining to compliance will be ignored.
Moreover, we will implement training and provide
guidance to all parties concerned.
We will consistently oppose any antisocial
force or organization posing a threat to the orderand safety of civil society and completely dissociate ourselves from any relation with them.

Olympus strives to play an integral role in helping people around the world lead healthier andmore fulfilling lives. To enhance people’s lives,
the Olympus Group will continue to offer innovative value.
To that aim, we constantly seek to provide
safe, high quality products and services that engender loyalty and affection for our brand andthat are meaningful to society, while taking sufficiently stringent measures to protect customers’
information.

Respecting the importance of people’s safety
and health and the essential role of nature insupporting their lives, the Olympus Group willcontribute to a healthy environment and pursue sustainable development of society throughbusiness activities and technological developments that are in harmony with nature.

2. Respect for Human Rights

The Olympus Group will provide a safe andhealthy working environment where individualityand diversity are respected and personal development is fostered. This environment will allow
employees to strive for the highest level of skill
and knowledge, and enable the innovative creation of value sought by society.
We will aim to create working environmentswith a high level of transparency in management,
to share information without seeking to hide orobfuscate unfavorable truths, and an atmosphere in which free and vigorous discussion is
encouraged.

In all corporate activities, the Olympus Groupwill respect all internationally recognized humanrights and will prohibit forced labor, child laboror discrimination based on race, beliefs, gender,
age, social position, family lineage, nationality,
ethnicity, religion or disability.

4. Working Environments with Vitality

6. Contribution to Society
The Olympus Group is always mindful of the
impact our decisions have on stakeholders andsociety, and we will actively seek out the voicesof stakeholders, including customers, business
partners, shareholders, employees and communities, and sincerely respond to their questions, concerns and needs. 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 and activities.
Additionally, we will always respect the culture
and practices of the countries and regions where
the Group engages in business.
Adopted on June 20, 2012

*The Olympus Group Corporate Conduct Charter reflects the social responsibility principles required under the latest international guidelines, including ISO 26000, the 10 Principles of
the United Nations Global Compact, and the 2011 OECD Guidelines for Multinational Enterprises.

Olympus Group Code of Conduct http://www.olympus-global.com/en/csr/olycsr/socialin/principle/policy.jsp

19

OLYMPUS CSR REPORT 2014

Realizing the “Social IN” Corporate Philosophy

CSR-Related Philosophies and Policies■ From Corporate Philosophy to■ Linkage between Corporate Conduct Charter and CSR Policies

Policies/Plans/Actions

The Olympus Group
Corporate Conduct Charter

Corporate philosophy, Social IN

CorporatevisionGroup Corporate
Conduct Charter

CSR-related
guidelines

INtegrity
Integrity inSocietyGroup Code of Conduct

Medium-term business plan
Company rules

INnovation
Creating
Innovative
Value

Annual business plan

Daily business activities

Laws,
regulations
and social
norms

INvolvement
SocialInvolvement

1. Adherence to High
Ethical Standards
2. Respect for
Human Rights
3. Delivering
Innovative Value
4. Working
Environments with
Vitality
5. Harmony with theEnvironment
6. Contribution toSociety

CSR-Related Basic Policies,
Charters and Philosophies
Information Disclosure Policy
Information Security Policy
Procurement Policy
Personal Information Protection Policy
Human Rights and Labor Policy
Quality Philosophy
Personal Information Protection Policy
Human Rights and Labor Policy

Environmental Charter
Social Contribution Policy

Joined the United Nations Global Compact
Olympus agreed with and joined the UN Global Compact
in October, 2004.
The Global Compact (GC) is a voluntary initiative tocreate a global framework within which companies cancontribute to good corporate citizenship and sustainablegrowth through responsible and creative leadership. GC
signatories support and practice the ten GC principles,
which relate to the protection of human rights, the elimination of unfair labor practices, protection of the environment, and the prevention of corruption, and are required
to make continuing efforts, based on commitments by
their own chief executive officers, toward the achievement of the Millennium Development Goals of the United
Nations.

The principles of the Global Compact are incorporated
into our Corporate Conduct Charter and related policies
and reflected in our business activities.
Olympus also supports initiatives concerning climatechange under the Global Compact “Caring for Climate”
initiative, of which it has been a signatory since 2009.
The United Nations Global Compact
http://www.unglobalcompact.org■ The Ten Principles of the UN Global Compact
Human Rights
Principle 1: Businesses should support and respect the protection ofinternationally proclaimed human rights; andPrinciple 2: make sure that they are not complicit in human rights
abuses.
Labor
Principle 3: Businesses should uphold the freedom of association andthe effective recognition of the right to collective bargaining;
Principle 4: the elimination of all forms of forced and compulsory labor;
Principle 5: the effective abolition of child labor; andPrinciple 6: the elimination of discrimination in respect of employment
and occupation.

Environment
Principle 7: Businesses should support a precautionary approach toenvironmental challenges;
Principle 8: undertake initiatives to promote greater environmental
responsibility; andPrinciple 9: encourage the development and diffusion of environmentallyfriendly technologies.
Anti-Corruption
Principle 10: Businesses should work against corruption in all its forms,
including extortion and bribery.

OLYMPUS CSR REPORT 201420

Realizing the “Social IN” Corporate Philosophy

Communicating with Stakeholders
Olympus sees the reflection of public input in its management policies as vital to the realization of the “Social IN”
corporate philosophy. We continually listen to the views of
stakeholders in the context of our day-to-day activities.

■ Examples of Communication with Stakeholders

Customers

Shareholders and Investors

Voice of Customer (VOC) activities are used throughout
the Olympus Group to reflect customer inquiries, opinions, wishes and criticisms in our products and services.
We are also working to expand opportunities for customer contacts. For example, we have extended the operating hours for our customer call centers, and we also
hold seminars for customers.

Olympus is committed to the fair, timely and accurate disclosure of corporate information, including management
policies, financial data, and information about businessactivities and CSR activities.
When announcing our financial results, we hold IR
meetings to explain the results and publish financial data.
In addition, we use our website to distribute presentationmaterials and stream audio recordings of IR meetings,
including Q&A sessions.
Investor Information http://www.olympus-global.com/en/ir/

21

Suppliers

Employees and Their Families

In addition to dialogue in the context of day-to-daytransactions, we also hold regular briefings about our
procurement guidelines. Other opportunities for dialogue
include on-line questionnaire surveys. Since fiscal 2012,
we have continuously conducted a CSR audit focusing
on overseas suppliers.
In addition, suppliers can access our Compliance
Hotline, which is used to report compliance issues or
seek advice on compliance-related matters.

The senior management of Olympus actively holds town
meetings that provide opportunities for direct exchangesof views with employees.
In 2012, we conducted an opinion survey of all employees of Olympus Group companies in Japan. In addition, we held workplace meetings to discuss compliancerisks and review measures against them at all workplaces
in Japan, including those of affiliated companies in 2013.

Communities

International Community, Civil Society

We actively participate in various community activities aspart of our efforts to inform a wide range of stakeholders,
including communities, schools and businesses locatednear its business facilities, about the activities of the
Olympus Group.
We also organize facility tours and work experience
opportunities based on the characteristics of eachbusiness site. Other initiatives include the provision of
instructors to schools, and participation in and support
for community events.

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

OLYMPUS CSR REPORT 2014

Activity Report 2013

“From the Ocean to the Sky,” the Olympus Prizewinner at the Second Photo Contest for Children on the theme of “Ocean Legacy” (See page 49)

Main Activities (Page)

INtegrity
Integrity
in Society

INnovation
Creating
Innovative Value

INvolvement
SocialInvolvement

Adherence toHigh EthicalStandards
Respect for
Human Rights

Delivering
Innovative
Value
Working
Environmentswith Vitality

Harmony
with theEnvironment
Contribution toSociety	Strengthening Corporate Governance

p. 23

	
Promoting Compliance

p. 27

	
Fair Business Practices

p. 29

	
Human Rights and Labor Policy

p. 31

	
Employees’ Human Rights

p. 31

	
Respect for Human Rights in the Supply Chain

p. 32

	
Human Rights Due Diligence

p. 33

	
Product and Service Creation fromthe Customer’s Perspective

p. 35

	
Quality Assurance

p. 36

	
Quality Evaluation at the Development Stage

p. 36

	
Improving Customer Service

p. 37

	
Human Resource Development,
Fair Assessment

p. 39

	
Creating Free and Open Workplace Environments

p. 39

	
Safety and Health

p. 40

	
Creating Energized Working Environments

p. 40

	
Environmental Management

p. 41

	
Environmental Initiatives throughout
Product Life Cycles

p. 43

	
Environmental Education and Awareness Activities

p. 45

	
Social Contribution Policies and Activities

p. 47

	
Local Activities

p. 51

	
Support for Recovery fromthe Great East Japan Earthquake

p. 53

The reporting format used in this report is based on the Olympus Group Corporate Conduct Charter. Icons have been used in this report to show thelinkage of the seven core subjects in the ISO 26000 social responsibility guidelines. These indicate the pages relating to each of the core subjects.

Relating core subjects in ISO 26000
Organizational governanceFair operating practices

Human rights

Labor practices

The environment

Community involvement and development

Consumer issues

OLYMPUS CSR REPORT 201422

INtegrity

Integrity in Society

Adherence to High Ethical Standards

1

Strengthening Corporate
Governance

We are working to enhance transparency
and soundness, both to maximize corporate
value, and to ensure that there can never be
any recurrence of the recent problems.

Information Concerning the
Financial Misconduct

Reports from the Third Party
Committee and other Investigative
Committees
http://www.olympus-global.com/en/
info/2011b/if111206corpe.pdf
Toward Realization of New Olympus
Rebuilding Trust: The First 100 Days
http://www.olympus-global.com/en/
common/pdf/csr_confidence_2012.
pdf

Investor Relations
Corporate Disclosure
http://www.olympus-global.com/en/
ir/data/tes/2014/23

OLYMPUS CSR REPORT 2014

Following the collapse of Japan’s economic
bubble, Olympus incurred substantial unrealized losses as a result of its investment in financial assets. By the second half of the 1990s,
those losses had climbed to almost ¥100 billion. To prevent this problem from coming tolight, Olympus transferred financial assets on
which it had incurred unrealized losses up to
the year ended March 2000 into multiple “receiver funds” at book value. The effect of thisprocess was to remove these assets from theconsolidated balance sheet and delay the inclusion of the losses in the accounts.
Starting in 2007, Olympus sought to dispose of the losses in three ways. First, threedomestic subsidiaries were bought from thereceiver funds at inflated prices. Second, massive advisory fees were paid when Gyrus GroupPLC (“Gyrus”) was acquired, resulting in the
supply of funds totaling ¥135 billion and theelimination of the receiver funds. Third, goodwill
relating to the three domestic subsidiaries andGyrus was shown in the accounts as assets.
The problems surrounding the massive expenditures relating to the acquisition of threedomestic subsidiaries and Gyrus came to lightin October 2011. In November, Olympus established a third-party committee consisting of
attorneys and certified public accountants withno conflicts of interest with Olympus to carryout an investigation. In December, Olympus
became the subject of a criminal investigationby the Tokyo District Public Prosecutor’s Office,
the Tokyo Metropolitan Police Department
and the Securities and Exchange SurveillanceCommission. In March 2012, the Tokyo District
Public Prosecutor’s Office filed charges on suspicion that Olympus had violated the Securities
and Exchange Act and the Financial Instruments
and Exchange Act (fraudulent financial reporting). In January 2012, Olympus received an order from the Tokyo Stock Exchange to pay alisting agreement violation penalty. At the sametime, all Olympus stock was designated as a“security on alert.”

Actions to Prevent Recurrence
Olympus is implementing the following measures to prevent problems of this type fromever happening again.
1 Strengthen Corporate Governance Structure• Clear separation of executive and supervisory

functions• Reinforcement of supervisory authority andfunctions over executive functions• Fairness in selection of outside directors andcorporate auditors, and expansion of the roles
and functions of outside directors and corporate
auditors• Active disclosure of information
2 Improve Internal Control Systems• Improvement of internal checks and balances• Appropriate management of business investments,

subsidiaries and affiliated companies• Prevention of fraudulent activities throughimprovements to human resource management
systems• Enhancement of internal audits
3 Review Compliance Systems• Improvement of management team’s complianceawareness, and establishment of clear
accountability• Establishment of systems to support further
reinforcement of compliance promotion• Fostering of consistent awareness of compliance• Improvement of Hotline systems

Highlights of Fiscal 2013
The following developments related to the series of issues took place in fiscal 2013.
June 2013

Cancellation of Designation as Securities on Alert
Tokyo Stock Exchange notified Olympus that it hascanceled Olympus stock designation as a “security
on alert.”
January 21, 2013: Olympus worked on restructuring its internal control system on a group-widebasis, and submitted written affirmation on the internal control system as set out in the Securities
Listing Regulations.
June 11, 2013: As a result of the examination in
response to written affirmation on the internal control system, the Tokyo Stock Exchange canceledINtegrity

the designation of Olympus stock as a “security
on alert” because no problems were found in theinternal control system.
July 2013

Judgment of Breach of the Financial Instruments
and Exchange Act
Olympus received a judgment from the Tokyo District
Court imposing a penalty of ¥700 million (prosecution’s demand: ¥1 billion).
March 7, 2012: Prosecuted for the facts as
charged at the Tokyo District Court Office forbreach of the Securities and Exchange Act and of
the Financial Instruments and Exchange Act (filingannual securities reports with false statements). A
supplementary prosecution was issued on March
28 of the same year.
July 3, 2013: Tokyo District Court handed down
its judgment, imposing a penalty of ¥700 million(prosecution’s demand: ¥1 billion). The judgment
was confirmed once the period for lodging an appeal had passed, and the penalty was paid in full.
September 2013

Final Settlement of Litigation in the United States
Olympus entered into a memorandum of understanding with the representatives of all purchasersof Olympus American Depository Receipts (ADRs)
during a certain period, who filed a class action on
November 14, 2011, to pay $2,603,500. The classaction was finalized on May 12, 2014.
November 14, 2011: Purchasers of Olympus
American Depository Receipts (ADRs) in the US
filed a claim for damages caused by plummetingstock value.
September 26, 2013: Agreement was reached on
the details of the settlement by the representativesof the plaintiffs.
May 12, 2014: The class action was finalized withcourt approval. The court procedures were completed on May 13.
November 2013

Settlement of Lawsuit in Japan
Judicial settlement was reached in the civil action
filed by Terumo Corporation with the Tokyo District
Court with payment of ¥6 billion in damages.
August 1, 2012: Claim for damages was filed
against Olympus, due to past activities regarding
deferral in posting of losses.
November 18, 2013: In view of the details of thematter and potential legal costs arising from continuing the lawsuit, it was decided that early settlement was the best way, and a settlement was arrived at.

Integrity in Society

Message from the Chairman
As chairman and director since April 2012, I have been working
to establish a new corporate governance framework that excels
in both fairness and transparency. A management system that
separates business execution and supervisory functions has
been put in place, with the company president Hiroyuki Sasa
in charge of business operations as a whole and myself aschairman serving as chair of the board of directors. Additionally,
external directors will make up the majority of the board of directors to ensure full functionality of the control and supervisory
functions. The external directors have all demonstrated a clear
and strong awareness of the problem and a sense of responsibility, and have expressed their open and sincere opinions indiverse discussions from a broad range of perspectives.
In June 2013, the Tokyo Stock Exchange notified Olympus
that it has canceled Olympus stock designation as a “security
on alert.” I believe that this was in recognition of our companywide efforts to upgrade and reorganize our internal control system and of this system functioning effectively as a result. I must
express once again my sincerest apologies for the troubles andthe concerns the company has caused for our stakeholders. At
the same time, I am determined to continue to pursue further
development and reinforcement of our internal controls to build
stronger trust with all parties.
Olympus is capable of meeting the expectations of society
and contributing by offering products and services that enrich
lives, as well as the health and sense of safety and security ofthe public at large through its three business areas of Medical,
Scientific Solutions and Imaging. In addition to complying withlaws and corporate ethics, I feel that it is my responsibility tocreate an environment in which Olympus can demonstrate its
potential strengths and competitiveness and deliver maximum
value to society. The company will unfailingly operate withtransparent governance and the Olympus Group will devote its
energies into meeting the expectations of its stakeholders andsociety at large to become a company that can win greater trustfrom all.

Yasuyuki Kimoto
Chairman

OLYMPUS CSR REPORT 201424

INtegrity
Integrity in Society
Adherence to High
Ethical Standards

Corporate Governance Structure*1■ Directors and Auditors(As of June 26, 2014)

Chairman:
Yasuyuki Kimoto
President and Representative Director:
Hiroyuki Sasa
Directors, Senior Executive
Managing Officers:
Hideaki Fujizuka
Yasuo Takeuchi
Director, Executive Managing Officer:
Shigeo Hayashi
Outside Directors:
Takuya Goto
Shiro Hiruta
Sumitaka Fujita
Motoyoshi Nishikawa
Hikari Imai
Kiyotaka Fujii
Keiko Unotoro
Masaru Kato
*Seven of the outside directors,
excluding Mr. Masaru Kato, areindependent directors as defined in
the Securities Listing Regulationsof the Tokyo Stock Exchange.

Attendance at Board Meetings
Number of meetings: 19

Attendance of outside
directors: 99.3%(April 2013-March 2014)*2■ Corporate Auditors(As of June 26, 2014)

Standing Corporate Auditors:
Takashi Saito
Masashi Shimizu (non-Olympus)
Outside Corporate Auditors:
Nobuo Nagoya
Katsuya Natori*The two outside corporate auditors
are independent directors as
defined in the Securities Listing
Regulations of the Tokyo Stock
Exchange.

Olympus has an executive officer system. Its
governance structure is based on a separationof roles between the executive officers, who
are responsible for the performance of business operations, and the directors, who areresponsible for management decision-making
and the supervision of the performance of business operations.
Highly independent outside directors makeup the majority of our 13-member Board of
Directors*1. Normally the Board of Directors
meets every month to ensure timely decisionmaking on management strategies and otherimportant aspects of management, and to provide appropriate oversight of the performanceof business operations by executive officers.
Board meetings are chaired by the Chairman,
who must be a person other than the President.
The outside directors apply their specialized
knowledge to the management of Olympus.
There are specific terms of office and age
limits for the President and executive officers.
The President’s term of office is in principle
six years. Olympus has further strengthened
its governance by voluntarily establishing theNominating Committee and Compensation
Committee as independent committees, eachof which has a majority of outside directors.
These committees nominate candidates for theposts of Chairman, President, directors andcorporate auditors and set remuneration standards for directors and executive officers.
The Executive Management Committee
normally meets three times a month to assist
the President with decision-making by deliberating on important matters. It consists of the
President, managers of business divisions,

Accounting Auditor

•
•
•

•

OLYMPUS CSR REPORT 2014

 orporate Auditors and BoardCof Corporate Auditors
Olympus has adopted a corporate auditor system.
To ensure the independence and neutrality of audits, one of the two Standing Corporate Auditors
is appointed from outside of the Olympus organization, in addition to the two Outside Corporate
Auditors*2. A Corporate Auditors’ Office with fulltime staff has been established to assist the workof the Corporate Auditors.
The Board of Corporate Auditors normallymeets once a month. The Corporate Auditors
attend important meetings, including meetingsof the Board of Directors, and also have regular
discussions with directors and executive officers. Basically, they have quarterly exchangesof views with the representative director. The
Corporate Auditors are briefed by the accounting auditor about annual audit plans, items
relating to quarterly financial results, year-end
audit reports and other matters. If necessary,
the Corporate Auditors also have discussions
with the accounting auditor.

Establishment of
Independent Committees

Data
Section

Page 55

We now have a Nominating Committee and aCompensation Committee, which are comprised
primarily of completely independent outside officers, effectively separating the authority related
to corporate officer nomination and compensation from management. Under the guidance of
these committees, the Company has been transformed
significantly.
Atthesuggestionof■ Corporate Governance Structure
theCompensation
General Meeting of Shareholders
Committee, we introAppointment/Dismissal
Appointment/Dismissal
Appointment/Dismissal
Audit
duced a stock option
Nominating Committee
Board of Directors
Audit & Supervisory
Discussions/system to reflect our
ProposalsBoard
5 directors
Compensation Committee
8 outside directors
2 standing and 2 outside
Discussions/
Audit
Cooperation audit & supervisory
shareholders’ perspecProposals
Chairperson:
Compliance Committee
Chairman of the board
board members
Reporttive in our compenReports/
Election/
Cooperation
Audit Suggestions
Supervisionsation system. Also,
President andGroup Internal
CSR Committee
Representative
Director
based on the selecAudit
OfficeAssistance
Cooperation
Reportwithtion of the Nominating
Executive Management decision-making
Audit
Audit
Audit
Committee
Committee, we apChairperson: President
Observers: Chairman,
pointed a female outAuditorsside director.
Business divisions, corporate divisions, and Group companies•

25

and the Chief Compliance Officer (CCO). The
Chairman and standing corporate auditors attend meetings as observers.

INtegrity

Internal Audit Organization
Internal audits are coordinated by the GroupInternal Audit Office (23 people), which reports
directly to the President. It also carries out internal audits of Olympus and its group companies
in cooperation with the internal audit divisions(19 people) of regional headquarters in Europe,
the Americas, and Asia. The Group Internal
Audit Office assesses the development and implementation of internal control systems underannual audit plans and conducts management
audits, including operational audits, compliance audits and system audits. Through theseaudits, it identifies areas in which improvements
are needed and follows up remedial measures(as of April 2014).
The implementation of results of internal
audits are reported at regular intervals or as required to the President and Board of Directors.
The Group Internal Audit Office also communicates closely with the Board of Auditors andthe accounting auditor, including information
sharing about audit plans and results. It collaborates with the Board of Auditors and the accounting auditor, including on-site attendance
at audits.
Furthermore, we are focusing on the education of human resources in order to improve theaudit quality. We now have four Certified Internal
Auditors (CIAs), a Certified Fraud Examiner(CFE), a Certified Information Systems Auditor(CISA), and a Certified Public Accountant (CPA)in the Office (as of April 2014).

Establishment of a CSR
Committee
Olympus established the CSR Committee
under the Chairmanship of the President tostrengthen its CSR activities and ensure therealization of its “Social IN” corporate philosophy. By assisting the President in his
decision-making and promoting and monitoring the implementation of decisions, the CSR
Committee helps to disseminate and consolidate CSR within the Olympus Group. Several
promotion committees have been establishedunder the CSR Committee. These work with
the CSR Committee to study measures anddevelop plans, and promote their implementation in the functional areas for which they are
responsible.

Integrity in Society■ CSR Committee and Promotion Committees
CSR Committee
Risk Management Promotion Committee
Information Security Promotion Committee
CSR Procurement Promotion Committee
Safety & Health Promotion Committee
Social Contribution Promotion Committee
Corporate Culture Committee

Risk Management System
Olympus promotes a range of global risk management activities in order to prevent andminimize risks in corporate management. If
any risks are identified, we make all efforts tominimize potential damage by putting in place
prompt and appropriate countermeasures.
In implementing this system, we established
the Risk Management Promotion Committee
under the CSR Committee. Through the Risk
Management Promotion Committee, we are
putting risk management activities fully into
practice across the Group, including different
business sites and affiliated companies.
A dedicated Risk Management Department
has also been established. The department is
responsible for managing risks in a comprehensive manner through organizing rules andrelated documents, assessing risks, and minimizing risks through verification. As a part ofthe company-wide risk minimization measures,
the Risk Management Department also createsand implements a Business Continuation Plan
(BCP) working together with a number of departments to prepare for a serious emergency,such as a large scale earthquake.

■ Risk Management System
President

Risk management leader

Task Force(activated in the event of a crisis)

CSR Committee

Chairperson: President

Corporate Governance
OfficeRisk Management
Department

Risk Management
Promotion Committee

Executive groups,
affiliated companies andhead office departments

OLYMPUS CSR REPORT 201426

INtegrity
Integrity in Society
Adherence to High
Ethical Standards

Promoting Compliance2

Olympus will create an organizational environment in which compliance concerns arenever disregarded under any circumstances. We make sure that compliance is firmly
in place by providing appropriate education and raising awareness of complianceamong all parties involved in our activities.

Compliance Promotion Structure
Olympus has appointed a Chief Compliance
Officer (CCO) whose task is to clarify
compliance-related responsibilities. We havealso established a Compliance Committee,
chaired by an outside director and consistingof the CCO and independent members, toadvise the Board of Directors. The Compliance
Committee works to strengthen complianceinitiatives through its meetings, which arenormally held every quarter.
Olympus holds quarterly meetings of Global
Compliance Committees for complianceofficers from each regional headquarters
worldwide. The purpose of these committees
is to implement compliance-related policies
and measures, to identify issues, and enforce
countermeasures as required, both globallyand regionally.
■ Compliance Promotion Structure
General Meeting of Shareholders
Compliance Committee

Reports/Proposals

Members: Outside Directors,
Non-Olympus Members, CCO

Reports

Reports/Proposals

Requests

Executive
Management
Committee

Global Compliance Committees

CSR Committee

Americas

Asia

Actions undertaken by the complianceorganization in each region

27

OLYMPUS CSR REPORT 2014

President

CCO

Members: CCO, Regional Compliance Officers

EuropeBoard ofDirectors

Instructions/Advice

Japan
Compliance Promotion
Committee

Each
Organization

Integrity Hotline Systems

Data
Section

Page 55

The Compliance Helpline, a contact systemfor employees to submit their concerns aboutcompliance, is operated by an internal contact
point, and from May 2012, an external contact
point managed by an attorney.
This new system provides greater assurance of anonymity, since the attorney providing the service will not, without the approval of
the whistle-blower, reveal any information that
could be used to identify the individual to staff
within the company. We have further enhanced
the system, including the addition of clearly
defined rules to the corporate regulations requiring follow-up action on all matters reported,and efforts to report all matters of concern, withthe aim of raising awareness of the system andincreasing its use. The number of reports madeto the Helpline in fiscal 2013 in Japan was 32.
The Compliance Helpline is also accessible bysuppliers of domestic Olympus group companies to ensure prevention of compliance issues.
Further, overseas regional headquarters
run their own Hotline Systems covering eachcountry.

Self-Assessment

Data
Section

Page 55

With the aim of ascertaining the state of management systems on a global scale, we conducted a self-assessment survey of the compliance management systems of 88 consolidated
subsidiaries and four regional headquarters inJapan and overseas between December 2013
and February 2014. The response rate was100%.
The assessment results revealed that companies generally have compliance structuresand mechanisms in place, but at the sametime, some issues to be addressed were identified. These results and issues were fed back to
the relevant companies and regional headquarters and will be used to strengthen compliancestructures in each region.

INtegrityImprovement ofCompliance Education

Data
Section

Page 55

In order to raise compliance awareness andpromote an understanding of important laws
and regulations, as well as to ensure consistentcompliance with them, Olympus is enhancing
its compliance education. Specific educational
activities are planned and implemented in eachregion and provided through e-learning systems and new employee training.
Outlined below are the main initiatives underway in Japan.
● General Compliance Education

All executives and employees receive education about general aspects of compliance,
including the Olympus Group Corporate
Conduct Charter, laws, regulations and social norms. This type of education is provided
through e-learning and study sessions, as wellas the distribution of compliance handbooks.
Particular laws and regulations that require
more advanced knowledge are given prioritizedcoverage in educational programs.
● Function-Based Education

Educational programs focusing on aspects oflaws and regulations relating directly to staff
work activities, such as CSR procurement,
trade controls, and the prevention of fraudulent transactions, are repeatedly provided to
relevant units and employees. Members ofcorporate organizations whose work requires
highly specialized knowledge and awarenessof compliance, such as staff involved in the administration of the Compliance Hotline, receive
specialized training relating to their specificfunctions, including seminars provided by external organizations.*

including speeches and intranet messages by
the President and executives. October is designated as Compliance Month for the global
Olympus organization, during which a message
from the CCO about compliance is distributed
globally to promote our corporate philosophy
and the Conduct Charter as the basis of business activities.
Also, senior management and the CCO
continue to hold a series of town meetings for
executives and employees, including those ofaffiliated companies and overseas subsidiaries,
to promote thorough compliance and improve
workplace communication.

 ompliance Surveys andC
Workplace Meetings

Integrity in Society

Compliance Handbook
distributed to executives
and employees at
general complianceeducation sessions

Data
Section

Page 55

Since fiscal 2012, we have conducted asurvey among Olympus Group employees inJapan concerning compliance awareness tomonitor the level of awareness and identify any
related issues.
We also held workplace meetings in different offices and affiliated companies to discuss
compliance risks in the workplace and review
the status of countermeasures.
The results confirmed that complianceawareness is well established. This awareness survey will continue to be conducted
regularly to uncover any issues and promote
improvement measures, while also continuing
furthering ethical awareness and systematic
education.

*Training of the staff
responsible for administering
the Compliance Hotline
The staff responsible foradministering the Compliance
Hotline are required to be certified
as Business Ethics Experts by the
Association of Certified Business
Ethics Expert JAPAN. They also
undergo systematic training,
including participation in externalseminars.

● Rank-Specific Education

In addition to general educational programs,
Olympus also systematically provides training
activities for people of specific ranks, including educational programs for management andexecutive personnel, for employees who havebeen promoted, and for new employees.
●	Messages from Senior Management and

Dialogue Opportunities
The importance of compliance is repeatedlyemphasized through management messages,

OLYMPUS CSR REPORT 201428

INtegrity
Integrity in Society
Adherence to High
Ethical Standards

3

Fair Business Practices

Olympus respects laws and regulations
and conducts its business activities fairly
and in accordance with sound commercial
practices and social norms. We comply withlaws, regulations and social norms relating
to gift-giving, entertainment and other activities. We prohibit any involvement in antisocial activities and maintain a sound relationship with society.

Prevention of Corruption*1	Authorized Economic
Operator (AEO) Program
A program that offers relaxed
or simplified custom processes
to operators certified as having
sufficient security and legal
compliance systems in place formanaging shipments, in orderto ensure both security andsmooth operations in international
distribution.

Olympus will never engage in actions that could
be deemed to be corrupt in its dealings withgovernment officials (including officials of foreign governments), employees of government
agencies (including international agencies), or
any other parties. To prevent such behavior, wehave established corporate regulation basedon key laws and regulations and implemented
comprehensive education programs. We havealso established structures to prevent actions
that could be interpreted as corruption throughprocess controls.

Exclusion of Antisocial Forces
Olympus will have no involvement with antisocial forces that threaten the order of society,and we 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. We
also ask the parties with which we do businessto sign agreements requiring the exclusion ofantisocial forces.

Prevention of Insider Trading
Olympus Information Disclosure
Policyhttp://www.olympus-global.com/en/
ir/policy/disclosure/29

OLYMPUS CSR REPORT 2014

Olympus is determined to ensure the fairness
and soundness of securities markets and earn
the trust of shareholders and investors byworking to prevent insider trading. The Insider
Trading Prohibition Regulations clearly forbid
use of undisclosed information gained throughactivities related to trading in stocks, and continuous education about these regulations isprovided to all employees through e-learning
courses and other means.
We have adopted rules concerning thebuying and selling of our own shares, and we

consistently comply with those requirements,
including the submission of notices concerning
such transactions.

Appropriate Trading
In our exporting and importing activities, wework to maintain international peace and security by carrying out transactions appropriately
and in compliance with security export laws
and regulations in Japan and the other countries concerned.
In fiscal 2013, we provided e-learning programs about export and import operations forall employees in Japan. A total of 714 employees involved in export work took part in 14
specialized educational programs, and a totalof 88 employees involved with imports took
four other specialized programs. Through thecollaboration of the export management offices in each department, we continue to be
an Authorized Economic Operator (AEO)*1 certified by Japan Customs through maintaining
and reinforcing our export control system that
conforms to the Compliance Programs designated by the Ministry of Economy, Trade andIndustry.
We also commenced organizing global
export control systems working together
with the regional headquarters in Europe, theAmericas, Asia, and Japan, in order to prepare
ourselves for the extraterritorial application ofexport-related laws by the U.S., and other legal requirements. In Asia, export controls overthe high-precision facilities in local production
sites also take account of Japanese laws andregulations.

Dependable Corporate
Communication
Olympus strives to gain the understanding andconfidence of all stakeholders, including shareholders and customers, through fair, timely, appropriate and proactive disclosure of corporate
information, including management policies,
financial status, information about business activities and CSR activities.

INtegrity

Information Transparency● The Ethics Committee

Olympus is involved in regenerative medicine
and genome-related business activities. These
activities are reviewed from an ethical perspective by the Ethics Committee, which consistsof experts. To enhance the transparency of the
Ethics Committee’s activities, Olympus publishes the committee rules and membershiplist, as well as the minutes of each meeting.
● Transparency Guidelines
To ensure awareness of the fact that it conducts
its business activities in relation to medical institutions and similar organizations on the basisof fair and appropriate decisions, Olympus has
adopted a policy based on the “Transparency
Guidelines for the Medical Device Industry andits Relationships with Medical Institutions andOther Organizations” of the Japan Federationof Medical Devices Associations (JFMDA), of
which it is a corporate member. In accordancewith this policy, payments to medical institutions and similar organizations will be disclosed, starting with payments made in 2013.

Reinforcement of Compliancein Relation to Procurement
Activities
A comprehensive understanding and practice of compliance takes time. Our focus infiscal 2013 was on the continuation and enhancement of existing compliance promotion
activities.
● Promotion among Suppliers
Each of our business divisions holds briefing
sessions*2 for their major suppliers to informthem of our procurement policy and strategy
every year.
The fiscal 2013 briefings were held under
the collaboration of the procurement departments of each business division, the Group
Compliance Promotion Department, CSR
Department, and Corporate Procurement
Planning Department in CMIC Headquarters.
The briefings explained which compliance issues to be aware of and requested cooperationfrom the suppliers.

● Enhancement of Compliance Helpline
Olympus’s contact point for compliance issues,
the Compliance Helpline, was also made available to our suppliers from June 2012. We promote the helpline to an even wider audiencethrough our official website and procurement
policy briefing sessions.
● Continuation and Enhancement of

Education on the Subcontract Act
Under the initiative of the Group Compliance
Division, Olympus identifies important laws of
which the group should be aware in conducting its business and promotes the comprehensive compliance to such laws. The Act against
Delays in Payment of Subcontract Proceeds,
etc. to Subcontractors (Subcontract Act) is
one such law. Along with the Subcontract
Act, the Act on Special Measures Preventing
and Correcting Actions that Interfere with
Shifting Consumption Tax with the Aim to
Ensure the Smooth and Appropriate PassOn of Consumption Tax enforced in October
2013 was also made the subject of awarenessraising.
Following on from the previous term, education remained a major focus in fiscal 2013.
Programs were provided through e-learning
courses and individual study sessions to all
employees working in the business divisions,as well as in the research and development
departments.
We continue our education by reviewing thecontents and methods to ensure comprehensive compliance with the Subcontract Act.

Integrity in Society

Ethics Committee(including minutes of meetings)(Only in Japanese)
http://www.olympus.co.jp/jp/csr/
integrity/fairness/ethic/

Principle of Transparency
Guidelines
http://www.olympus-global.com/en/
csr/integrity/fairness/transparency/
policy.jsp*2 Compliance-related topics
in fiscal 2013 procurement
policy briefing session:● Prevention of corruption andunfair competition● Request to participate in theconflict minerals survey● Promotion of ComplianceHelpline

OLYMPUS CSR REPORT 201430

INtegrity
Integrity in Society
Respect for Human Rights

United Nations Global Compact

1

See page 20.

Olympus Human Rights and Labor
Policy (Extract)
http://www.olympus-global.com/en/
csr/integrity/humanrights/

Olympus supports the Universal Declarationof Human Rights, which was adopted by theUnited Nations in 1984. In October 2004,
we also joined the United Nations Global
Compact, which requires signatories to uphold and apply universal principles relating
to human rights and labor. Respect for human rights is a management principle under the Olympus Human Rights and Labor
Policy adopted in March 2005, which also
requires our business partners to protect
human rights.

2*1 Olympus-Supportmate Corp.
Established:
April 1, 2009
Address:
c/o Olympus Corporation,
Technology Research Facilities
Utsugi2-3 Kuboyama-cho, Hachioji-shi,Tokyo
Employees:
68 (as of April 1, 2014)
Businesses:
Cleaning of business sites andoffices, sales of fertilizers, etc.

*2 Special-purpose subsidiary
A subsidiary approved by the
Minister of Health, Labour andWelfare under the provisions ofArticle 44 of the Act on Employment
Promotion, etc., of Persons with
Disabilities as an organizationthat gives special consideration
to the employment of people
with disabilities and is deemed as
one business office of its parent
company.

*3 Preventing harassment
Olympus has established aconsultation service to deal withsexual harassment and power
harassment complaints. Any
information disclosed to consultants
is kept strictly confidential andcannot be disclosed to any otherparty. As part of its efforts to raiseawareness of sexual harassment,
Olympus has produced a Sexual
Harassment Prevention Guidebook,which is available to all employees
via the intranet.

31

OLYMPUS CSR REPORT 2014

Human Rights and Labor
PolicyEmployees’ Human Rights

Olympus respects the human rights of its
employees and aims to be a good employer.
We comply with local laws in the countries
where we are active, and we implement ourpolicies in ways that are in harmony with local characteristics.

 esponsibility Structure forR
Human Resource and Labor
IssuesOlympus aims to energize both individuals andorganizations. We are actively striving to create working environments in which individuals
can achieve their full potential and achieve selffulfillment, by respecting the human rights ofindividuals, and by recognizing the importanceof diverse values and individuality.
■ Organization of Personnel and Labor Issues
President
Human Resources Committee
Director in charge of
personnel and labor issues
Human Resources Subcommittee
Personnel Department

Facility
General Manager

Facility
General Manager

Facility
General Manager

Facility
General Manager

Managers of business divisions such as affiliates and business groups*The President is ultimately responsible for personnel and labor issues, while the director in charge of personnel and labor issues
supervises individual activities. Since, in some cases, several subsidiaries and in-house companies are located in one facility, eachfacility has its own facility general manager to ensure the comprehensive implementation of policies and measures concerning personnel and labor issues.

Diversity and Opportunity

Data
Section

Page 56

In all of its business activities, Olympus avoids
discrimination on any basis, including race,
beliefs, gender, age, social status, family
background, nationality, ethnicity, religion or
disability.
● Equality of Opportunity for Men and Women

Olympus excludes any gender discriminationin terms of employment, promotion, and salary
increases, and actively promotes human resources who are equipped with highly specialized skills and a sense of morality. As of June 1,
2014, the number of female managers stands
at 17 and 98 female employees are registeredas managerial candidates. Also, there is one
female outside director as of the end of June2014.
● Employment of Global Human Resources

Olympus actively employs skilled and talented people and strives to place each employee in the position for which he or she isbest suited, regardless of nationality. As of
May 31, 2014, two people with foreign nationality were employed by Olympus Medical
Systems Corporation, while Olympus Imaging
Corporation had one foreign director.
● Employment for People with Disabilities

Olympus is committed to providing amenable
workplaces in which people with disabilities
can enjoy working. Olympus-Supportmate
Corp.*1, a special-purpose subsidiary*2 established in April 2009, has created working
environments and working conditions that areappropriate both for the nature of each individual’s disabilities, and for operational requirements. Olympus will continue to implement
specific initiatives designed to expand employment opportunities for people with disabilities,
including active recruitment and the development of working environments.
● Respect for Individuals

Olympus works to prevent any form of harassing behavior*3 in the office, including sexual
harassment, which injures human dignity, andtakes prompt and appropriate steps to resolve
such situations should they occur.

INtegrity

3

Respect for Human
Rights in the Supply
Chain

Olympus respects internationally recognized human rights and will never condone
forced labor or child labor in any country or
region throughout the world.

Olympus Group
Procurement Policy
The procurement policy of the Olympus Groupis based on the “Social IN” management philosophy. In addition to disseminating information about our basic stance on procurement
within and beyond the Olympus Group, we arealso working to strengthen compliance withlaws, regulations and social norms. We havealso adopted “Request to Suppliers,” a document defining our expectations toward suppliers in such areas as respect for human rights,
compliance with laws, regulations and social
norms, including the laws concerning the exclusion of antisocial elements, the prohibitionof corruption, bribery and similar behavior, thepromotion of fair and equitable trading, andconsideration for the environment.
Our procurement policy is defined by these
two sets of guidelines. Through our procurement activities, we strive to build and strengthen healthy relationships based on fair, equitable
and transparent trading with our suppliers, as
our partners in harmonious coexistence andshared prosperity.

CSR Procurement Initiatives● Continuous Supplier Survey System

Olympus conducts yearly surveys of key suppliers to check various aspects of their business activities, including their financial situation,
structures for the management of quality, costs,
delivery dates, and the environment (QCDE),
and CSR initiatives.
The scope of these surveys was expanded
in fiscal 2013 to include development and trial
production suppliers and major overseas suppliers. Based on this survey, we will expand
it into an improvement activity, including promoting the understanding of CSR in terms ofprocurement.

Integrity in Society● On-Site Inspections of Suppliers’

Facilities
Based on our “Request to Suppliers,” Olympus
has created a supplier checklist with the assistance of outside experts. Using this checklist,
we carry out on-site inspections of overseas
and some domestic suppliers’ compliance withsocial and environmental requirements. Since
fiscal 2012 we require suppliers to take remedial action concerning any deficiencies in relation
to important items concerning human rights.
From the human rights viewpoint, we selectsuppliers and coverage areas to be inspected
to continue to reduce CSR risks.

Olympus Group Procurement
Policyhttp://www.olympus-global.com/en/
procurement/procurement/“Request to Suppliers”(English and Chinese versions)
http://www.olympus-global.com/en/
procurement/supply/■ PDCA Cycle for CSR Procurement

Request to Suppliers(English version)*4 Conflict minerals● Basic Stance on Conflict Minerals

The Olympus Group affirms international efforts to resolve the problems of conflict minerals*4. On behalf of the Olympus Group, theOlympus Corporation participates in a committee established by the Responsible Minerals
Trade Working Group established by theJapan Electronics and Information Technology
Industries Association (JEITA). Working together with suppliers, we ensure transparency
in our supply chains and continue the procurement of parts and materials that does not support human rights violations.

The Democratic Republic of theCongo (DRC) and surrounding
countries produce minerals such as
tantalum, tin, tungsten, and gold.
Armed groups in the DRC, where
the civil war continues, use theseminerals to raise funds, causing
human rights violations (child laborand sexual violence), as well as
environmental damage. In July 2010
the United States sought to cut
off this supply of funds to armed
groups by introducing an amendment to its financial regulation law
defining these four substances asconflict minerals. Companies listed
in the United States that use conflictminerals are now required to submit
reports to the U.S. Securities andExchange Commission (SEC). Other
moves by international organizations, governments, NGOs andindustry organizations to solve thisproblem include the publicationof the Due Diligence Guidancefor Responsible Supply Chains ofMinerals from Conflict-Affected andHigh-Risk Areas by the Organization
for Economic Cooperation andDevelopment (OECD).

Japan Electronics and Information
Technology Industries Association
http://www.jeita.or.jp/english/index.
html

OLYMPUS CSR REPORT 201432

INtegrity
Integrity in Society
Respect for Human Rights

4
Human Rights Due Diligence
Workshop
http://www.crt-japan.jp/EN/files/
human_rights_due_diligence/intro.
html

Human Rights Due
Diligence

Olympus is working to identify issues relating to human rights through dialogue withmultiple stakeholders.

Participation in the Human
Rights Due Diligence
Workshops
In 2012, Olympus took part in the Human
Rights Due Diligence Workshops organizedby the Caux Round Table Japan. We clarified
some of the critical issues in each businesssector through this workshop.
Step 1

Gaining some insight into issues ofbusiness and human rights

On three occasions since September 2012, we participated in dialogues with representatives from 11
NGOs and 39 companies (including Olympus) todeepen our understanding of human rights.

Theme:

Human rights issues that should be targetedby Olympus
Date: Thursday, July 18, 2013
Venue: Conference room, Shinjuku Monolith
Participants:

Hiroshi Ishida
Professor, Institute of Business and Accounting,
Professional Graduate School, Kwansei Gakuin University
Executive Director, Caux Round Table Japan

Kaori Kuroda
Executive Director, CSO Network Japan

Makoto Teranaka
Visiting Professor, Faculty of Contemporary Law, Tokyo
Keizai University
Olympus Corporation
Hitoshi Ezaki (General Manager, CSR Department)
Minoru Matsuzaki (CSR Department)
Shuuichi Hada

(Manager, Corporate Procurement Planning Department CMIC
Headquarters)

Gaisuke Noguchi(Corporate Procurement Planning Department CMIC Headquarters)

Facilitator
Yoshihiko Yamabuki
General Manager of Corporate Communication Dept.,
Adviser of CSR Innovation Room, Cetus & General Press Inc.
(Department names and titles as of July 2013)

Step 2

2013 Dialogue by Experts
concerning Human Rights Issues
http://www.olympus-global.com/en/
common/pdf/duediligence-dialog.
pdf

2013 Conference on CSR and Risk
Management
http://www.crt-japan.jp/EN/
press/130905_Conference_E.html*Key persons who took aleading role in implementing
the Guiding Principles on
Business and Human Rights
in the world are as follows:Puvan Selvanathan, UN Working
Group on the issue of Human
Rights and Transnational
Corporations and Other BusinessEnterprises; Roger D. Branigin,
Executive Director of Global
Corporate Community of Practice(GCOP); Sandra Atler, Former Chairof ISO 26000 NGO Stakeholder
Group.

Working together to identify key
human rights issues by sector

We worked together with other companies to identify key human rights issues in each sector, using
worksheets based on the Human Rights GuidanceTool formulated by the United Nations Environment
Programme Finance Initiative (UNEP FI) in November
2011. Following the four dialogue sessions held in
2012, and a public consultation on its draft, “Human
Rights Issues by Sector (2012)” was issued.

Efforts to Identify Human Rights
Issues within Olympus
In fiscal 2013, efforts made to address humanrights issues within Olympus were reviewed
and reorganized. In July, we also conducteda dialogue between the CSR Department,Group Procurement Planning Department, andoutside experts. Through this meeting, the experts provided us with useful feedback on ourcurrent efforts and advice for future activities,
such as reinforcement of procurement audits
and comprehensive procurement tracking,improvement of the conflict mineral questionnaire, and organizational reinforcement against
human rights risks.

Participation in Conference on
CSR and Risk Management
In September 2013, Olympus took part in the
Conference on CSR and Risk Management. In
the exclusive session, we participated in thediscussion on CSR risks that should be considered when conducting human rights due diligence with the key persons who took a leadingrole in implementing the Guiding Principles on
Business and Human Rights in the world*, andshared information on the current situation in
Japan and other Asian countries.

Workshop participants

33

OLYMPUS CSR REPORT 2014

INtegritythat may be involved in each value chain. We further
compiled the “Potential human rights issues in thespecified products and services, and relevant value
chains,” reflecting advice from NGOs, NPOs, academics, and experts. Further we sought commentson this document from two companies and five organizations with extensive insight into corporations andhuman rights, and then published it as Human Rights
Issues by Sector v.2 after incorporating their advice.

Activities at the 2013 Human
Rights Due Diligence
Workshop
Following on from fiscal 2012, Olympus participated in the Human Rights Due Diligence
Workshop 2013, which is a multiple stakeholder engagement program held by Caux Round
Table Japan and furthered our understandingof human rights issues.
Step A

Human Rights Issues by Sector v.2<Manufacturing><Key value chains in manufacturing sector>
Create:research, development, design
Buy:capital investment, procurement
Manufacture: production, manufacturing
Transport:
storage, logistics
Sell:
distribution, sales and marketingUse:
consumption, utilization
Discard:disposal, recycling

Identifying key human right issues bysector and sharing awareness<Discussed products and services>
Thermal electric power plants
Electronic parts* (ferrite products)
Digital cameras

Based on the Human Right Issues by Sector produced in fiscal 2012, we specified intended products
and services and assessed the human rights issues*Among various product families in electronic components, ferrite
products (parts) were selected and their value chain was focused on.

■ Sustainable Navigation*

Endorsement
2013 Statement of Human Rights
Due Diligence Status Check

Nippon CSR Consortium

Identification ofhuman rights
issues by sector

STEP

STEP

STEP

Mappig relevant
sustainability
issues andbusiness strategy

Inherent risk
assessment

Risk
management
in major
suppliers

STEP

STEP

Mapping ofexisting
activities

Dialogue withstakeholders,
NGOs &
experts

C

F

B

D

G

HRDDWS :Human Rights Due Diligence Workshop

E

STEP

STEP

Determinationof policy andaction plan

Actions
activities,
training,
audit

H

STEP

I

Do

Review

ActionDialogue between
companies andstakeholders

Prioritize

Materiality

STEP

Identify

HRDDWS

STEP

A

L

Reviewing
the report

STEP

STEP

Endorsement

Caux Round Table Japan herewith confirms that
Olympus Corporation has understood a holistic
approach shown as the framework of Sustainable
Navigation, and undertook the following activities.
Olympus Corporation participated in a series of
Human Rights Due Diligence Workshops at the
Nippon CSR Consortium. During the workshops,
Olympus contributed to identifying human rights
issues related to the value chain of the manufacturing sector, while sharing expertise with othermembers from different companies, NGOs and experts. In addition, at the individual company level,
Olympus has mapped existing CSR activities, andhad a dialogue with experts.
I look forward to seeing how Olympus will determine policy and put this into concrete actions.

Programme carried out
by individual companies
Programme supported
by CRT Japan
Package programme
Programs completed
by Olympus

ReportReportK

CheckReview

J

Review activities
by the Executive
Committee

Human Rights Issues by Sector v.2
http://www.crt-japan.jp/files/
documents/HR_DD(2013)_
Report_E.pdf

Key value chains applicable to the manufacturing sector
were classified into seven categories, and concrete
issues were further explored focusing on the products
and services specified below.

Dialogue between the Company andNGOs

Since July 2013, we conducted two dialogues witha total of 10 representatives, including those from
NGOs, NPOs, universities, and other experts. We
attended lectures on possible human right infringements liable to corporate activities and understoodother issues to be aware of through the dialogues.

Step B

Integrity in Society©2014 Caux Round Table Japan

Hiroshi Ishida
Executive Director,
Caux Round Table Japan*For the details of Sustainable Navigation: See http://www.crt-japan.jp/EN/files/Holistic_Approach/intro.html

OLYMPUS CSR REPORT 201434

INnovation

Creating Innovative Value

Delivering Innovative Value

1*1 Design and manufacturingreflecting customers’comments
New products and services
reflecting customers’ comments
Customers
Inquiries Proposals Requirements

Evaluation &Comments

Communication by
TelephoneHP

E-mailMarketingdepartments andsales companies
in Japan
Overseassubsidiaries
and agentsShowrooms

Face toFace

Customer
SupportCenters

Usability
evaluation

Discussions inrelevant departments
Marketing and Sales
Development and
Design Planning

Product and Service
Creation from theCustomer’s Perspective● VOC*2 and VOC Shower Activities in the

Imaging Business Segment
Customer support centers and repair centersof Olympus Imaging Corporation receive some
20,000 inquiries and comments from customWe gather information through manufacturers every month. From these comments, we
ing research and by listening to the comcan identify gaps between the needs of cusments and views of users of Olympus prodtomers and the products and services provided
ucts. This customer input is then applied to
The CAPD cycle in VOC-based
by Olympus. In order to eliminate such gaps
our manufacturing activities.
business management
by reflecting customers’ inputs into our prodCommunication
Research andwithanalysisucts andservices, we compile complaints andC
Customer-Focusedcustomers
Identifying
VOC
issuesrequests
directly expressed by customers into
Manufacturing
the VOC
Shower*3 newsletter, made available
A
D
VOC-based
Delivery ofbusiness to VOC
allemployees—including
the President andWe use methods based on the characteristics
issuesproducts and management
services
directors. VOC Shower functions as a meansof each business unit to reflect customer
input
P
Decisionto gain insights into the thoughts,
in the products and services*1 that we create. Business for employees
Planning
makingstrategies
and activities Product feelings,
Sharingand expectations of customers andWe have also raised the level of ourstrategies
execution
information
enable them to apply such knowledge to newby establishing interfaces for the sharing of inproductdevelopment and better services.
formation among our business units,Corporate
allowing
culture based on customers’
standpoint
each unit to learn from successful initiatives
implemented by other units.

Reflecting customer comments
in products and services
Approaches to provide products thatcan earn customers’ satisfaction*2 Aims of VOC activities
The CAPD cycle in VOC-based
business management
Communicationwithcustomers

C
VOC

D

VOC-based
Delivery ofbusiness
products and management
servicesP

Planning
andexecution

Businessstrategies
Product
strategies

Research andanalysis
Identifying
issuesA
VOC issues

Decisionmaking
Sharing
information

Corporate culture based on customers’ standpoint*C: Check, A: Action, P: Plan, D: Do*3 VOC Shower activities
Period:July 2011 through March 2014
Frequency of publication:
Bi-weekly
Delivered to:
President, directors and all
employees
VOC cases covered in VOC Shower:
2,500
Number of times viewed by
employees (cumulative total):
52,46835

OLYMPUS CSR REPORT 2014

VOC Response Case Studies
Making the Best Use of a Large Aperture Lens
We received the following comment
from a user of an OLYMPUS OM-D
E - M 5 , a m i r ro r l e s s S L R c a m e r alaunched in 2012.
“Design, quality, operability, andresponse are all excellent. The EVF isvery clear, and the body is compact
enough to carry around easily. I reallyenjoy shooting photographs with thiscamera. However, a shutter speed of
1/4000 second at ISO 200 is too slow
to make the best use of a large aperture lens. It would also be useful tohave a focus-peaking function.”
This request was actually incorporated in the OLYMPUS PEN E-P5 andthe OLYMPUS OM-D E-M1, mirrorless
SLR camera launched in 2013, both offering a shutter speed as fast as 1/8000
second at ISO LOW (equivalent to ISO
100). This enables shooting photos
with lovely soft-focus backgrounds bymaking the most of a wide maximum
aperture even in bright daylight. Thesecameras are also equipped with afocus-peaking function that helps when
focusing manually.

OLYMPUS OM-D E-M1

Fast mechanical shutter
with a maximum speed of
1/8000 second

Left: F3.5 at 1/4000 shutter speed with ISO 200
Right: F1.8 at 1/8000 shutter speed with ISO LOW (equivalent to ISO 100)INnovation

2

Quality Assurance

3

With the aim of providing high quality anduseful products and services to our customers, the Olympus Group endeavors toensure quality through a range of activities.

Quality Philosophy
The Olympus Group realizes its quality philosophy by ensuring that all employees approach
their manufacturing and service tasks from thecustomer’s perspective.

Quality-Related Organizational
Structures
We have developed quality assurance systems
that reflect the characteristics of each businesssegment. We use these systems to achieve therequired quality standards through quality improvement activities at all stages from development through to production, sales and repair
services. In addition, we have also established
the Corporate Quality Assurance Department,
which works across all business segments. Itstask is to assess quality management activities
in each business segment and report its findings to the President.

Quality Evaluation at theDevelopment StageOne of the ways in which Olympus ensuresthat its products and services can be usedwith confidence by customers is throughquality checking, including checks basedon various international certification standards. We have established systems for thispurpose, and we are continually working to
improve those systems.

Enhancing Quality
Evaluation
Olympus places particular importance on quality evaluation at the development stage, which isthe starting point for manufacturing. Measures
to ensure product quality at this stage include
calibration, EMC*4 and safety testing, usability
assessment, mechanical and environmental
testing, and materials analysis.

Quality Evaluation at the Development Stage
Calibration
Calibration is a process used tomaintain the accuracy of measuring instruments by ensuringthat all components are functioning correctly. The precision of
measuring instruments can varyfrom day to day in response tochanges in environmental conditions. As an entity certified under
the Japan Calibration Service
System (JCSS), Olympus carefully monitors errors caused bythese changes and applies approved calibration methods to its
measuring equipment.
Electromagnetic Compatibility
and Safety Testing
The significance of EMC is being
recognized more widely in recent

Creating Innovative Value

years, and related regulations
were enforced in various countries. We test our products in a
10 m RF anechoic chamber* 5
built in 2004.
Usability Evaluation
Multifunctional high-tech products are complex to operate, andsome people experience usability
problems. Olympus aims to supply products and services thatprovide optimal usability for as
many people as possible.
Mechanical and Environmental
Testing
Taking account of various conditions of usage, storage, andtransportation, mechanical tests
assess product strength and life

expectancy. Tests include a vibration test, drop test, andenvironmental tests, including
operational humidity and temperature, to confirm that products will
maintain their performance andhave sufficient strength and life.
Materials Analysis
Olympus not only analyzes andassesses parts and materials,
but also uses various analyticalsystems to identify defects andother issues through detailed
analyses carried out after produ c t s h a v e b e e n b ro u g h t t omarket. Findings from theseanalyses are used to eliminate
the causes of problems and prevent recurrences.

Quality Philosophy
http://www.olympus-global.com/en/
csr/innovation/quality/policy/*4 EMCElectromagnetic Compatibility
Electromagnetic compatibility (EMC)
testing is carried out to ensure thatelectrical and electronic equipment
will not emit electromagnetic noisethat exceeds acceptable levels andcould affect other equipment, andthat it will not malfunction when
exposed to such emissions.

*5 10 m wave anechoic chamber
Olympus’s 10 m wave anechoic
chamber is one of the mostadvanced facilities of its type in theworld and has been certified for use
in electromagnetic testing under
the National Voluntary Laboratory
Accreditation Program (NVLAP) of
the United States.
It was also the first safety testing
facility for electromedical devices inJapan to be certified by the Japan
Accreditation Board for Conformity
Assessment (JAB) under ISO/IEC
17025:2005* in 2005, which is
the international standard for thecertification of testing facilities. As atesting laboratory accredited underthe ILAC-MRA system, this facility
is also used to conduct complianceevaluations for electro-medical
equipment under the IEC 60601-1
standard.
*ISO/IEC 17025:2005: This standard
defines general requirements

10 m wave anechoic chamber
Olympus Ways
http://www.olympus-global.com/en/
technology/way/

For more details about Olympus’ manufacturing and approach to provide innovative value, see Olympus Ways.

OLYMPUS CSR REPORT 201436

INnovation
Creating Innovative Value
Delivering Innovative Value*1 Calls received at Customer
Support Centers
Imaging

Medical Systems

Microscopes(Calls)209,546 219,189 214,926
197,361 205,644
128,083
117,933 121,450 125,016

146,120

17,054

16,976

15,35318,09918,700

2009

2010

2011

2012

2013
(Fiscal year)

4

Improving Customer
ServiceOlympus has developed systems to respond promptly and appropriately to inquiries from customers*1 and provide timely
repair services in the event that faults occur
in our products. We are also continuously
improving our customer services.

Business
FieldsWidening the Scope of Products Coveredby the Customer Support Center
Scientific
Solutions

The Customer Support Center, operating under
the Scientific Solutions Business, has expanded
the scope of its support for microscopes andindustrial endoscopes to non-destructive testing
equipment, laser interferometers, microspectrophotometers, EE cleaning liquid, and
X-ray analyzers.

Seven Day Allocation of Call Center Staff*Excluding system maintenance days and year
end/New Year holidays

Customer Support System
Working with overseas subsidiaries and distributors, the Olympus Group owns a global
network to provide customer support based on
product characteristics. Our websites are also
designed to provide clear information about
points of contact for inquiries for different products in different regions.

Customer Response

ImagingEnhanced Telephone and E-mail Support
per Product Category
We constantly check and improve customer
satisfaction through secret surveys by externalorganizations and customer questionnaires, aswell as by enhancing the communication skills
and product knowledge of call center staff
members.

Repair System
Important Notice(Only in Japanese)
http://www.olympus.co.jp/jp/info/
qinfo.jsp
Customer Support(Only in Japanese)
http://www.olympus.co.jp/jp/
support/index3.jsp■ Customer Response Structures in Each ProductField (Japan)
Business
FieldsCustomer Response

Olympus has developed service systems
designed to ensure the safety and reliabilityof medical equipment.
● Technical support for inquiries concerning

Medicalhandling of tools, troubleshooting, etc.

● Specialist teams for endoscopes, cleaning,sterilizing, and filing● Prompter responses to inquiries from frontline

medical workers through liaison between callcenters and regional support staff

Microscope Seminars(Only in Japanese)
http://www.olympus.co.jp/jp/
showroom/technolab/tokyo/plan.
cfm

Customer Satisfaction Improvement
Activities at Customer Support Centers● Provide feedback to development, production,and marketing departments, including minority
comments● Providing optimal solutions to differing
requirements and enhancing related skills● Centralized response to e-mail and telephoneinquiries and management of related
information

Microscope Seminars
Scientific
Solutions● Hosting and promoting Olympus Microscope

Seminars● Dispatching lecturers to biology and clinicallaboratory science classes in universities andtechnical schools

More about Our Microscope Seminars
Olympus Microscope Seminars provide manycustomers with opportunities to learn about the
fascinating world of microscopy and how to use
their microscopes more effectively.
We increased the number of seminars onpolarizing microscopes used for asbestos testingin particular to respond to needs from analysis
technicians. We also offer on-site microscopeseminars to universities and technical schools todisseminate basic knowledge of microscopes.

37

OLYMPUS CSR REPORT 2014

As part of our efforts to ensure user confidence
in Olympus products, we have established a
dedicated website where users can view important announcements and customer support
about our products and services. To minimize
repair times and costs, we have developed arepair service network to meet user needs ineach region and product category.

INnovation

Creating Innovative Value■ Repair Service per Business Field and Improvement Efforts (Japan)

Medical Business*2

Minimizing Downtime During Endoscope Failures
To minimize endoscope downtime when an endoscope

fails or is being repaired, Medical Service Operation
Center Shirakawa centrally manages repairs and courtesy
equipment.

Science Solutions BusinessBack-to-Base Repair Services for Microscopes
Back-to-base repair services are provided for small equipment that is relatively easy to transport, or for items requiring major repairs or dismantling for inspection and repairs.

On-Site Repair Services for Microscopes
Technical staff specializing in microscopes are based inTokyo and Osaka to provide on-site services, including
maintenance inspections, calibration, repairs and relocation.
Repairing IPLEX Series Videoscopes
and Fiberscopes

One-Month Repair Period
We aim to limit the turnaround time of microscope
repairs to within one month from the requested date,regardless of the type of repair. Minimization of repair
time and enhancement of after-sale services is a partof our constant efforts for better customer satisfaction.

IPLEX Series videoscopes and fiberscopes are repaired in
facilities equivalent to the manufacturing sites and within
the same premises to ensure the same quality as factoryshipped products. The target repair time is three weeks
from accepting products for repair at sales outlets.
For IPLEX Series products, a special maintenance contract is offered to optimize customers’ lifecycle costs.

Imaging Business
More Convenient Repairs through Various Services
We offer the following four services for more convenient
product repairs:(1) Pickup service via website and telephone(2) On-line repair booking and estimating service
Internet-based service that enables customers to book repairs, and check estimated costs and progress of the work.
(3) Flat-rate system for repairs
For compact digital cameras and IC recorders only.
A single charge repair service that includes both technicalservices and parts (excluding consumables and accessories).
(4) Quick Repair Service
A repair service for mirrorless SLR camera bodies and interchangeable lenses to minimize repair time.
We also offer special repair services for Olympus products (personal products) in communities covered by theDisaster Relief Act.

Information Management
The Olympus Group recognizes the importance of protecting information in today’s network society and believes that it is the Olympus
Group’s social responsibility to handle and protect information appropriately.
● Personal Information Protection
Olympus handles personal information concerning its customers and other stakeholders
using appropriate methods in accordance with
its Personal Information Protection Policy.
● Information Security Activities

Olympus specifies Information Security Policy
and Personal Information Protection Policy as apart of means to provide safe and high quality
products and services.

Improving the On-Time Rate for Back-to-Base Repairs
One of our target indicators for customer satisfactionis the on-time rate for back-to-base repairs. We arecontinually working to improve this rate through initiatives that include a review of service procedures during
busy periods.

■ Percentage of Repairs Completed within

the Allotted Time

*2 Endoscope repair service
networks
Overhauls* are available at thefollowing locations:Japan: Medical Service Operation
Center Shirakawa, and the Medical
Service Operation Center Nagano
Overseas: Service centers in the
United States, Germany, France,
Czech Republic, United Kingdom,
China, India, etc.
*An overhaul involves the dismantling,inspection and repair of malfunctioning
equipment.

Simple repairs to endoscopes andperipherals:
Available through a worldwide
network of 200 repair sites

Back-to-Base Repair Services for
Microscopes (Only in Japanese)
http://www.olympus.co.jp/jp/support/
ind-micro/service/detail/leave.cfm
Repair Service for Industrial
Endoscopes
http://www.olympus-ims.com/en/
service-and-support/service-centers/
Repair Service for Imaging
Products (Only in Japanese)
http://www.olympus.co.jp/jp/
support/cs/digital/service/

(%)

100
80

Digital compact cameras
Digital SLR cameras
Audio

60
40

2009

2010

2011

2012

Olympus Personal Information
Protection Policy (Translation)
http://www.olympus-global.com/en/
privacy/policy.jsp

2013(Fiscal year)

In addition to organizing information control
systems and regulations, we implement a
range of measures to reinforce the efficacy of
information control*3 to ensure protection of information assets and respond to the trust fromour stakeholders.
The Information Security Promotion
Committee was established to support theactivities of the CSR Committee. The information security plan created by this committee is
implemented across the company.
E-Learning Programs on Information Security
Number of Participants

Attendance Rate

July 2012

11,126

99.8%

February 2013

10,868

99.8%

July 2013

10,97099.9%

February 2014

11,041

99.8%

Information Security Policy (Extract)
http://www.olympus-global.com/en/csr/
innovation/cs/management/security.jsp*3 Major information security
measures● Building and floor access control

using authentication systems
according to different security levels● Network protection measures bycomprehensive implementation ofanti-virus and firewall functions● Computer system security
measures including software
vulnerability countermeasures● Easy-to-access intranet publicationof company regulations, educational
documents, and case studies
concerning information security● Distribution of an emergency cardfor use in the event of loss or theftof mobile devices● Regular security education for
directors and all employees● Information security awarenessraising through various events,
such as Information Security Month

OLYMPUS CSR REPORT 201438

INnovation
Creating Innovative Value
Working Environmentswith Vitality*1 Olympus College
The Olympus College offers over 250
courses centering on management
training, business training, technicaltraining and global training.
Employees can take courses thatreflect their own needs.
Number of Advanced
Technicians/Engineers
Fiscal Year 2011 2012 2013 2014
No. Newly
67
611
Qualified
Total
Qualified 164 171 177 188*Total number qualified includes the number newly qualified for that year.

*2 Corporate Culture
Questionnaire Survey
This survey covered all 6,000
employees of Olympus Corporation,
Olympus Medical Systems Corp.
and Olympus Imaging Corp., and theeffective response ratio was 97%.

1

Human Resource
Development,
Fair Assessment

Olympus defines corporate value as thesum of the values of each individual. We
therefore aim to develop and implement human resource management systems thatallow every individual employee to achieve
growth and realize his or her full potential.

Management by Objectives/
Assessment Systems● Encouraging Challenge and Growth with

MBO-S
Olympus has based its human resource management systems on the belief that a company’s performance consists not only of its business results but also of the growth achievedby individual employees. This is reflected in theemphasis placed on independent challenges
and growth. One of the key systems for thispurpose is MBO-S (Management by Objectives
and Self-Control). Under this system, employees create their own themes for business
operations and skill development within theframework of policies set by senior management. Employees and supervisors plan andimplement initiatives based on these themes
as work targets.
● Fair and Reasonable Treatment
Salaries and bonuses reflect each individual’s
activities. The criteria used are the level ofachievement under the MBO-S system and theskill displayed in work activities. Because corporate performance depends on the contributions made by employees, the funds available
for bonuses are linked to business results.

Skill Development System● Olympus College

Olympus recognizes that people are the mostimportant driving force for the improvement ofcorporate value. We established the Olympus
College*1 as an internal education structurethat values individuality and develops professionals with the ability to adapt quickly tochanges in the business environment.

39

OLYMPUS CSR REPORT 2014

● Advanced Technician/Engineer Incentive

SystemOlympus has an advanced technician/engineer
incentive system to systematically improve andpass on technical and practical skills over generations of workers.
The level of skill is evaluated by the Skill
Level Evaluation Table, and employees thatmeet the qualification requirements are awarded the special title of Advanced Technician/Engineer and receive a bonus. As of April 2014,
there were more than 100 such qualified technicians working for Olympus.

2

Creating Free and OpenWorkplace Environments

Olympus fosters a free and open corporate
culture based on mutual respect for individuality and diversity, in which individuals can
express doubts and opinions in the spirit ofcooperation.

Corporate Culture Reform
Project
With the aim of understanding the status of
our corporate culture and to utilize the insightgained to make further improvements, we
conducted a questionnaire survey in 2012 ofover 6,000 employees.*2 In 2013, we compiled comments from the questionnaire resultsby employees and the labor union and lead a
discussion about the preferred corporate culture. This developed into Oly-Com, a corporate
culture reform project lead by the managementof each business division, which commenced
activities in January 2014.

Dialogue between Senior
Management and Employees
Olympus actively holds town meetings for the
direct exchange of views between senior management and employees. By fiscal 2013, theGroup Chairman and President had held a totalof 100 meetings in seven countries with morethan 1,000 employees attending. A town meeting is an important opportunity to inform employees directly about management thinking
and aims, and to absorb information, including
employees’ views and workplace issues.

INnovation

Safety and Health3

Olympus has a strong commitment to
the health and safety of its workers andis determined to provide environments inwhich individual employees can work withconfidence.

Occupational Safety and
Health Management

Data
Section

Page 56● Promoting Occupational Safety Activities

The Safety & Health Promotion Committee has
been established under the CSR Committee.
This committee promotes safety and healthactivities throughout the Olympus Group andworks to prevent recurrences of problems bysharing information about initiatives by groupcompanies, the causes of accidents, andcountermeasures.
Led by the Safety & Health Committee,
each company and business facility carries out
various activities designed to eliminate hazards
from the workplace and improve the healthenvironment, including safety and health risk
assessments, regular patrols, and road safety
education.
● Systematic Health Management

Implementation of comprehensive health management across the entire Olympus Group isunderway by appointing doctors, health workers, and nurses. They offer general health advice, health checkups, and interviews to prevent health problems from overwork, as well asprivate health counseling sessions.

Health Promotion Activities● Health Promotion Activities*3

Olympus helps its employees to improve theirhealth so that they can enjoy greater fulfillment
in their lives. In cooperation with the Health
Insurance Association, we have expanded the■ Health Promotion Cycle Based on

Lifestyle Improvement

Regularhealthcheckups

Evaluation of healthcheckup results

Health guidance
based on results
Lifestyle improvement
planning● Lifestyle improvement (diet, exercise, etc.)● Development of physical strength, health promotion

range of health examinations available. We
have also created an environment in which employees have access to advice about mental
health and the alleviation of lifestyle diseases.*44Creating EnergizedWorking Environments Page 57
Data
SectionOlympus helps its employees to enjoy active and fulfilling family and social lives. We
have established a variety of systems in
consultation with employees and unions.

Helping Employees Enjoy Their
Work and Home Lives
The following systems and measures havebeen implemented in Japan.
● Promoting Work-Life Integration

To enable employees to exhibit their full potential and maintain active careers, Olympus
promotes work-life integration that supports
employees’ work-life balance and enhances
their synergies. We also offer various ways ofworking*5 for employees to continue their jobs
in a diverse manner, such as part-time working
schemes exclusive to Olympus that offer better
conditions than the legal requirements.
● Welfare Cafeteria Plan

Employees are allocated points each year andare able to use those points to obtain cash
payments by selecting from a menu of welfare
options according to their specific objectives.
We provide additional support to employees for priority activities, such as language
studies, visits to relatives requiring care andbathing assistance, and for baby-sitting anddaycare facility fees.
● Refresh Plan

The Refresh Plan is designed to reinvigorate
long-service employees and renew their motivation for work. Special paid leave and bonuses are offered to employees after seven years
and 20 years of continuous service. In addition
to this paid leave and bonus, employees aged
55 can attend a seminar with their wives orpartners to help plan their post-retirement lives.

Creating Innovative Value*3 Health Promotion Activities● In addition to the regular healthcheckups, cancer examinations arealso available. The Health Insurance
Association meets most of the cost ofcancer examinations, which are alsoavailable to dependent family members
for a fraction of the cost.
● Employees aged 35 or older can takeoptional endoscopic gastrointestinal andcolorectal examinations.
● Breast cancer and cervical cancer
examinations are available for female
employees of all ages.
● For the early identification and treatmentof colon cancer, colonoscopy has been
available since fiscal 2007 in addition to
occult blood tests. Since fiscal 2009,
endoscopic colorectal examinations
were made available to all employees
aged 35 or more upon request.
Approximately 2,000 employees
received the examinations in fiscal 2013.
● Brain scans and dental examinations arealso a part of the health checkup menu,
promoting overall health checkups
among employees.
● Apart from mental health counselingservices within the Olympus
organization, employees have freeaccess to counseling services
throughout Japan. These services arealso available to employees’ families.
● Health Examination System is accessible
to dependents of employees aged 30
and older. Family members can takeexaminations at a reduced cost.

*4 Support for Lifestyle
Improvements
In cooperation with the Health Insurance
Association, Olympus arranges various
activities such as specific health advice,
walking campaigns, exercise seminars,
quit smoking seminars, diet improvement
seminars and health seminars.

*5 The System for Promotingof Work-Life Integration● Work at Home System

This system provides opportunities fora flexible approach to work by allowing
employees to work at home.
● Reentry System

This system gives employees theopportunity to return to an active rolein Olympus after they have previously
resigned due to circumstances, such as a
spouse’s work transfer or the need to carefor children or aging relatives.
● Task Flex System

This system allows executives who
temporarily need to devote theirenergies to childcare or care for aging
relatives to reconcile their work and care
responsibilities by setting aside their
executive tasks for a specific period.
● Reduction of Working Hours

This system exceeds the statutory
entitlement to reduced working hours
for childcare purposes (two hours until
the end of April in the child’s first yearof elementary school, one hour until theend of April in the child’s fourth year ofelementary school). Reduced working
hours are also available for employees
caring for aged relatives. Olympus also
operates its own working hour reduction
program for pregnant employees.

OLYMPUS CSR REPORT 201440

INvolvement

Social Involvement

Harmony with the Environment

1
Olympus Group Environmental
Charter
http://www.olympus-global.com/
en/csr/involvement/management/
principle/

Promotion System forEnvironmental Management Page 58

Environmental
Management

Data
SectionWe are working under the Olympus Group
Environmental Charter to maintain a healthy
environment and contribute to the creationof a society capable of sustainable development by establishing environmental
management systems and reducing environmental loads.

Olympus Group
Environmental Charter
The Olympus Group Environmental Charter
was adopted in August 1992 (amended in
October 2005) with the aim of defining ourbasic philosophy on environmental issues andlinking that philosophy to concrete action.
We place great importance on the reduction of environmental loads throughout product life cycles, and we are actively working tocreate environmentally-conscious products, toconsider the environment at our business sites,
and to improve the environmental performanceof our logistics processes. Progress on these
initiatives is reviewed by the Board of Directors
and the Executive Management Committee aspart of efforts to achieve environmental load reduction targets through continual improvement.

Olympus has established an organizational
unit responsible for the promotion of environmental management in group companies andbusiness units. The Quality & Environment
Administration Division is also working to promote environmental management throughout
the Olympus Group.
We regard our environmental management
systems as essential environmental management promoting tools. Our major production facilities, as well as logistics and sales subsidiaries
in Japan and overseas, have been accreditedwith ISO 14001 certification. We are continuously improving our environmental management systems through audits and other means.
■ Environmental Management Structure
Board of Directors andExecutive Management Committee
President
Director Responsible forEnvironmental Affairs
Environmental Management Supervisor
Olympus Group
Environmental Committee

Olympus Group Environmental
Management Division(Olympus Group
Environmental Secretariat)

Business Group
Environmental
Management
Organizations

Eco-Products ApprovalCommittee

Facility
Environmental
Management
Organizations

Local Overseas
Subsidiaries

Summary of Results of Activities in Fiscal 2013
Priority Policy

Promotion ofenvironmental
management

 umulative Total of Olympus
C
Eco-Products
503

Environmental
initiative
throughout
product life
cyclesTargetResults

Future Plans

Improvement of systems
and processes to ensurecompliance with environmental
laws

Reinforced management ofenvironmental law compliance

Improving management
system by closer global liaison

Education on compliance withenvironmental laws

Provided environmental risk
education to all employees inJapanEnhancement of environmental
education

Increasing the cumulative totalof Olympus Eco-Products

Created environmentallyconscious products in all
business areas

Continuous creation ofenvironmentally-conscious
products

Energy consumption rate:
Reduced more than 1%(in Japan, compared to fiscal
2012)

Energy consumption rate:
Improved by 2.9%
(in Japan, compared to fiscal
2012)

Continuous reduction ofenvironmental loads throughimprovement of production
efficiency and environmental
improvement activities

Promotion ofenvironmental
communications

Raising of environmental
awareness throughrevitalization of environmental
communications

Global implementation of
educational activities to raise
environmental awarenessSharing activities throughinternal exhibitions (22 sites inJapan and overseas)

Raising environmental
awareness throughcontinuous environmental
communications

Social contribution
activities for global
environment

Environmental contribution
activities under the theme of“Water Circulation—Protectionof Forests, Rivers, andOceans”

Conducting environmental
activities at each site
Activities under the theme of“Ocean Legacy Project”

Continuing environmental
activities through business
operations

Compliance withenvironmental
laws

Reduction ofenvironmental
loads

418
The Olympus
Eco-Product mark

286

130

3
2003

Number of products

40
2005

2007

2009

2011

2013
(Fiscal year)

41

OLYMPUS CSR REPORT 2014

Environmental
education andawarenessraisingINvolvement

Compliance withEnvironmental Laws
In fiscal 2013 there were no environmentrelated lawsuits, fines or penalty charges.
Neither was there any leakage that could
cause significant environmental impact beyond
the business premises.

Control of Chemical Substances
Used in Products
In recent years, governments worldwide havetightened regulations relating to the reduction
or control of chemical substances that affecthuman health or the environment.
Olympus has established the Environmental
Regulation Liaison Committee as an internal
forum for the sharing of information on environmental regulations, and for deliberations on
related measures. We established the Control
Rules for Environment-Related Substances
Used in Products. We rigorously control
chemical substances according to control
levels based on local regulatory requirements,
such as the RoHS Directive and REACH etc.
in Europe, as well as other criteria, including
social trends.
We also conduct in-house analyses onenvironment-related substances containedin the materials and components used in our
products. Information about environmentrelated substances in procured products
is stored in a database and verified bydevelopment and purchasing staff. This
information is used to select or changematerials, parts and suppliers as part of ourefforts to ensure that our products do notcontain environment-related substances.

Environmental Risk
Management
Along with redevelopment our facilities, voluntary inspections of soil and water were conducted on land owned by Olympus Corporationin Omachi, Nagano Prefecture, and the factoryof Aizu Olympus Co., Ltd. The inspections
found that some of the soil contained designated substances beyond the permitted amountin both premises. We presented reports andheld discussions with the administration,
through which we are currently implementing

legally-compliant countermeasures, such as
replacing the contaminated soil with cleanmaterial and preventing the contaminated soil
from dispersing through air and water.

Global Warming Prevention
Measures

Social Involvement

Olympus Group Control Rules forEnvironment-Related Substances
Used in Product
http://www.olympus-global.com/
en/csr/involvement/management/chemical/● Monitoring and Responding to the Impactof Climate Change on Business Activities
The Olympus Group recognizes that climatechange could affect our business activities asfollows.
Laws and regulations could be strengthenedin such areas as the energy efficiency of
products and emissions trading.
Increased frequency of typhoons, floodingand other disasters could cause delays in the
procurement of raw materials and parts.
We are working to address these impacts bymonitoring changes in the laws and regulationsin Japan and other countries, and by diversifying our procurement networks.
● CO2 Emissions during Product

Data
SectionLife Cycles
Page 58
Olympus regards the reduction of CO2 emissions as a priority issue, and takes initiatives
in reducing greenhouse gases over the entire
product life cycle.
In fiscal 2013, we achieved a 20% reduction (on a year-on-year basis) through a combination of environmental initiatives, such as
development of lighter, more compact andmore energy-efficient products, improvementof production efficiency, and modal shifts in our
logistics.

Biodiversity Conservation
There is concern that the loss of biodiversity
will have a serious impact on the global environment and our lives.
In fiscal 2013 Olympus continued environmental contribution activities, including water
resources and green area management basedon our biodiversity conservation guidelines.

OLYMPUS CSR REPORT 201442

INvolvement

2

Environmental Initiatives throughout Product Life Cycles

Olympus develops environmentally-conscious products and production technologies
and supplies the benefits of that work to society. We assess environmental impacts
and work to improve those impacts at every stage of product life cycles, including
development, procurement, production, sales and use.

Social Involvement
Harmony with the Environment

Data

Green Procurement

Product-Related Initiatives/Olympus Product Life Cycle Assessments Section

Page 58

Olympus published its approach to environmental activities as the Olympus Group
Green Procurement Standard and distributed
the Standard to all suppliers. We also continuously improve the environmental initiative
contents working together with our suppliers
through surveys covering their environmental
management systems and activities.
Olympus Group Green Procurement Standard(Japanese, English, and Chinese versions)
http://www.olympus-global.com/en/csr/
involvement/products/procurement/

Raw Materials and Sub-Materials
Metals (steel, aluminum, brass)
Plastics	(optical plastics, ABS, PC,polyethylene, polypropylene)

We use the concept of Life Cycle
Assessment (LCA) to identify each product’s
environmental impact.
In the industrial endoscope life cycle, forexample, the raw materials and parts production stage has the greatest environmental impact, while it is the distribution stage
in the digital camera life cycle. We are employing optimal improvements appropriate
to each product.

■ LCA for the IPLEX RX/RT

Industrial Endoscope

Disposal 0.0%
Use 6.4%
Distribution 0.2%
Assembly ofparts 1.1%

D

Productionof parts
29.4%

Productionof rawmaterials
62.9%

AssembEnergy (total)
Electric power

1,633 TJ (–6%)
136.30 million kWh (–1%)

City gas

2.179 million m3 (–11%)LPG

694 t (+6%)

LNG

1,153 t (–3%)

Heavy fuel oil

315 kl (–18%)

Kerosene

37 kl (–25%)

Diesel fuel2,380 kl (–45%)

Gasoline

30 kl (–16%)

Office Supplies
Copy paper

121 t (+16%)

Chemical Substances

39 t (–18%)(PRTR substances handled)

Water
Piped water
Ground water

0.42 million m3 (–7%)
0.76 million m3 (–5%)

INPUT
Procurement

Research and Development

Production

OUTPUT

Data

Reducing CO2 Emissions Section

Page 59

CO2 emissions from our facilities in fiscal
2013 were reduced by 7% compared to theprevious year.
We achieved this through streamlining
production systems in Asia, improving the
air conditioning system efficiency in the
Hachioji facility, and continuous improvements to energy-saving activities in all ourfacilities.
Most of the energy that we use consistsof electric power. Initiatives to reduce power
consumption include day-to-day energy
conservation activities, the use of renewable energy, loss visualization by means ofelectricity monitoring, and the developmentof energy- and resource-efficient manufacturing technologies. These activities form an
important part of our efforts to improve theenvironmental performance of our manufacturing activities.
We also utilize renewable energy inJapan and other countries, such as solar
panels and purchasing green power.

43

OLYMPUS CSR REPORT 2014

Green House
Gasses (total)
CO2 generated
from energy
CO2 not generated
from energy

92,682 t-CO2 (–7%)
92,631 t-CO2 (–7%)
51 t-CO2 (+55%)

Substances Emitted
NOx
SOx

90 t (–29%)
0.4 t (–18%)

Discharge
Waste discharged
Amount recycled

3,859 t (–1%)
3,684 t (+1%)

Conserving Water Resources
Water consumption in fiscal 2013 was reduced by 5% compared to the previous
year.
Olympus uses water to clean productcomponents. We develop manufacturingmethods that help to minimize the amountChemical Substances(PRTR substances emitted)

26 t (+15%)

Discharge to Water Systems
Water discharged
0.63 million m3 (–7%)(public waters)
Water discharged
0.54 million m3 (–3%)(sewage)
2 t (+5%)
BOD

Data
Section

Page 59of water used. In addition, we regularly
inspect facilities to ensure that all waterleaks are repaired. We also work to minimize
environmental impacts by maintaining andmanaging water treatment facilities andmonitoring the quality of wastewater.

INvolvement

Social Involvement

Product-Related Initiatives/Olympus Eco-Products■L CA for the OM-D E-M1

Mirrorless SLR Camera

l 0.0%
e 6.4%
n 0.2%
mbly ofs 1.1%

Productionof parts
29.4%

Disposal 3.0%
Use 0.6%

Productionof rawmaterials
62.9%

Distribution
51.4%

Productionof rawmaterials
14.7%

Productionof parts
29.7%

Assembly of parts
0.6%

Use of Packaging
Materials (total)
Cardboard
Paper
Plastic
Metal
Glass
Others

841 t (–55%)
499 t (–63%)
175 t (–39%)
115 t (–40%)
1 t (—)*
0 t (0%)52 t (0%)

Under the Eco-Products Administration
Rules formulated in 2003, Olympus certifies products that meet its own standards
for environmentally-conscious products as“Olympus Eco-Products.”
In fiscal 2010, Olympus added newenvironmentally-responsible design standards that are even more rigorous than the
Eco-Products Standards. Under these newstandards, products that make significant
contributions to the reduction of environmental loads are classified as “Super EcoProducts.” In fiscal 2013, 36 products wereadded to the list of Olympus Eco-Products,
bringing the cumulative total to 503, including nine Super Eco-Products.
Olympus will continue these efforts to
reduce the environmental impact of every
product. As a manufacturer, we are determined to supply environmentally harmonious products.

List of Certified Super Eco-Products
http://www.olympus-global.com/en/csr/
involvement/products/eco-products/listsuper.jsp■ Eco-Products System
Super Eco-Products Standards
Super Eco-Products must meet either oneof the following requirements in addition to
the Olympus Eco-Products Standards.

Super
Eco-Products

1. Compared‌to the predecessor as its
basis*1, the rate of greenhouse gas
emissions reduction is 50% or
more*2.
Eco-Products
2. Compared‌to the predecessor as
its basis*1, the rate of mass
3
reduction is 30% or more* .
3. ‌Equipped with innovativeenvironmentally-conscious technology.
4. ‌Received environment-related awards
from outsiders.
*1 ‌Normally in comparison with FY2007 products*2 ‌Calculated on an LCA basis*3 ‌Total mass, including the product, accessories
and packaging

Evaluation Items for Eco-Products Standards◎ Safety/environmental protection◎ Energy conservation◎ Resource conservation (3Rs)◎ Disclosure of environmental information*No use in previous year.

Transportation Fuel
Transportation fuel (gasoline, diesel fuel, etc.)

Only production facilities in Japan
Global production facilities
Difference in percentage from previous year in brackets

Logistics

CO2 Emissions
during Transportation (total)
CO2 (Japan)
CO2(international)

Sales

52,560 t-CO2 (–12%)
1,898 t-CO2 (–2%)
50,662 t-CO2 (–12%)

Effective Use of
Resources

Major Products (total)
Endoscopes
Microscopes
Digital cameras
Recorders

Data
Section

Page 59
Waste emissions in fiscal 2013 were 1%
less than the previous year.
We will continue to enhance our resource
productivity through efforts on various levels, including the reduction of disposal in
landfills, the improvement of recycling ratios,
the reduction of processing losses, and thedesign of products to minimize waste.

Repair and Service

Disposal

2,278 t (–33%)
985 t (+19%)
579 t (+14%)
577 t (–69%)
137 t (–37%)

Chemical Substance Safety and Control
Emissions and movements of PRTR substances in fiscal 2013 increased by 15%
from the previous year.
Olympus specifies Control Rules forEnvironment-Related Substances Used in
Products, based on the chemical regulation
trends across the world. In order to minimize chemical substance emissions to theenvironment, Olympus manages chemical
substance usage under the four categories
specified in the rules: completely discontinued substances, substances scheduled
Environment-related Substances Used in
Manufacture Process Control Regulations
http://www.olympus-global.com/en/csr/
involvement/products/chemical/basis2.jsp

DataSection

Page 60

to be completely discontinued, limited use
substances, and substances requiring appropriate management systems.

Logistics-Related
Initiatives

Data
Section

Page 60
Logistics-related CO2 emissions in fiscal
2013 reduced by 12% over the previous year.
Olympus is working to reduce transportation loads by reducing product andpackaging weights. We are also cutting
transportation-related CO2 emissions byimproving transportation efficiency andexpanding our modal shift to transportation
methods that produce less CO2.

OLYMPUS CSR REPORT 201444

INvolvement
Social Involvement
Harmony with the Environment

3

Environmental Education
and Awareness Activities

We hold regular programs to raise environmental awareness among all employees, aswell as providing environmental education
appropriate to each department.

Environmental Education
Olympus provides environmental education
for all employees. We also train internal environmental auditors for appropriate operationof the environmental management system.
Educational programs tailored to businesscharacteristics and departmental functions arealso provided.

• Basic Environmental Education (e-Learning)
We provided this e-learning program for domestic employees to raise awareness of environmental risk management and recognize
individuals’ roles in our business.
Outline of Basic Environmental Education (e-Learning)
Participants

All employees in Japan

PeriodJune 7 to 28, 2013

Completed by

11,020 employees• Environmental Lectures
An environmental risk management lecture waspresented by an external expert to encourage
employees to recognize the environmental risks
involved in business operations in each department and take actions to reduce such risks.

Company-Wide Environmental Education Programs
Implemented by Environmental Departments

SeminarNumber of
Seminars
Held Annually

Number ofParticipants

Training for ISO 14001
internal auditors

6

65*These seminars are for Olympus Group companies in Japan.

Environmental Awareness● Environmental Awareness Month Program

In June 2013 we launched the 38th Environmental Awareness Month program. A number of programs were conducted across the
Olympus Group companies in Japan and othercountries under the theme of “Raising Awareness of Environmental Compliance and Social
Contributions for the Earth.”

Global Environmental PhotoContesthttp://www.olympus-global.com/
en/csr/involvement/communication/
photocon/2014.jsp

 ain Activities in the 38th Environmental
M
Awareness Month• Global Environmental Photo Contest
The aim of this contest is to raise environmental awareness. The theme was “Saving theBlessings of Nature for the Future.”
The selected photographs were exhibitedat 22 sites across the world.
Outline of Global Environmental Photo Contest
Attendants

Employees of Olympus Group companies
and domestic affiliated companies, andtheir family members

PeriodJune 1 to 30, 2013

No of Entries 720

45

OLYMPUS CSR REPORT 2014

Lecture on Environmental Risk Management
Outline of Environmental Lectures
Title

Importance of Environmental Risk
Management and Its Implementation

LecturerMr. Kazuki Satake,Japan Environmental Management
Association for Industry

Participants195• ‌“Lights Down Campaign” by the Ministryof the Environment, Japan
We turned off lights in our premises on the
midsummer and July 7 evenings to support
the “CO2 Emissions Reduction/Lights Down
Campaign” hosted by the Ministry of theEnvironment. The campaign is to encourage
people to turn off the lights at illuminated facilities and people’s homes to support anti-global
warming.

INvolvement

Social Involvement

Winning Entries in the Global Environmental
Photo Contest 2013
Contest Overview

Theme
Saving the Blessings of Nature for the Future
Views of forests, rivers, oceans, and vast fields.
Also, the riches of nature, including the flora andfauna embraced by these environments
Photo exhibition within the company

Birth of a new life

Cross on the Klein Matterhorn

After the Storm

Nature of growing

OLYMPUS CSR REPORT 201446

INvolvement
Social Involvement
Contribution to Society

1
Olympus Social Contribution
Policyhttp://www.olympus-global.com/en/
csr/involvement/contribution/policy/

Social Contribution
Policies and Activities

Olympus will continue to use the management resources gained through its businessactivities to help people enjoy better lives.

Social Contribution Policy
In addition to its contribution through business,

Activities Relating to
Medicine and Health
Colorectal Cancer AwarenessCampaign in Cooperation with
Government Agencies

Brave Circle Steering Committee(Only in Japanese)
http://www.bravecircle.net/

In February 2007, Olympus launched theBrave Circle Campaign to eradicate colorectal cancer. The aim of this campaign is to reduce the number of deaths from colorectal
cancer by informing people in the target age
group (40 and over) about the importance of
having diagnostic checks. In July 2009, theBrave Circle Steering Committee was granted the status of a non-profit organization(NPO), and the initiative has since evolved
into a public service activity involving many
companies and organizations.
In fiscal 2013, Olympus provided some
1,000 municipalities with explanatory booklets on diagnostic checks to be enclosed withthe letters sent by municipalities to their citizens to encourage them to undergo medical
checkups, and also provided 173 municipal
departments in charge of fostering cancer
screening with the know-how and referencematerials for the Colorectal Cancer Quiz.
Olympus actively supports these activities as an official sponsor of the Brave Circle
Steering Committee.

The Japanese Foundation for
Research and Promotion ofEndoscopy
http://www.endo-jfe.or.jp/e/Onaka no Kenko Dot Com(Only in Japanese)
http://www.onaka-kenko.com/

47

OLYMPUS CSR REPORT 2014

Olympus will contribute to society in various
other ways through the use of its management
resources, including its technology and human resources. Our Social Contribution Policy,
which we adopted in March 2005, focuses onfour areas of social contribution: medicine andhealth, culture and the arts, the global environment, and natural science. It also encourages
every employee to participate actively in voluntary activities.

Support for the Japanese Foundation
for Research and Promotion ofEndoscopy
The Japanese Foundation for Research andPromotion of Endoscopy, a public interest
incorporated association, was established
to contribute to the development of medicine and improvements for the welfare ofhumankind by encouraging and subsidizing
research into endoscopic medicine. It was
launched with a donation from Olympus in1982. Every year, Olympus gives donations
to the Foundation to support its activities.
In fiscal 2013, the Foundation provided research support to 48 recipients.
Other Activities to Increase the Public’s
Awareness of Endoscopic Examinations● Onaka no Kenko

Dot Com

To help the generalpublic understandmore about endoscopes, we operate the “Onaka no
Kenko Dot Com”
website,which
presents informa- Onaka no Kenko Dot Com
tion in layman’s (Only in Japanese)
terms
on
top- http://www.onaka-kenko.com/
ics such as gastrointestinal diseases, the importance of early
detection, and how to undergo an endoscopic
examination.
● Endoscopy Day on July 14

Supporting the organizationof a walking event for theelimination of colorectal cancer

Employees are supporting
events held jointly withgovernment agencies

The Japanese Foundation for Research andPromotion of Endoscopy designated July 14 as“Endoscopy Day” for the development and spreadof endoscopic therapies, obtaining approval fromthe Japan Anniversary Association in July 2006.
July 14 was chosen because “714” can be pronounced “naishi” (“endoscopic”) in Japanese.
Olympus conducts a range of awareness-raising
activities on Endoscopy Day.

INvolvement

Activities Relating to
Culture and the Arts
Toward Achieving the Millennium
Development Goals (MDGs)*1
As an advocator of the eight goals to beattained by the international community,
including the eradication of poverty andstarvation, Olympus has been working toincrease people’s awareness of the MDGs
using the power of photography and specifically through the following events: “A Day
in the Life of Africa (DITLA),” one of the biggest photographic events of all time held in
2002 and “Picture This,” the MDG-themed
photography competitions that Olympus
held in collaboration with the United Nations
Development Programme (UNDP) and the
AFP Foundation (established by Agence
France-Presse) in 2009 and 2010.
■ Organization of a TICAD V

Commemorative Photo Exhibition Jointlywith JICA Yokohama

In 2013, Olympus held an exhibition of DITLA
and Picture This photographic works jointlywith JICA Yokohama as a partner project for
the Fifth Tokyo International Conference on
African Development (TICAD V). We also exhibited at the African Festa and Global Festa
held by the Japanese Ministry of Foreign
Affairs and cooperated with the Junior
Chamber International Japan, WASEDASAI,
and the Citizens’ International Plaza to increase people’s
awareness of theMDGs.

employees to work as volunteers for thecommittee.
Photos of more than 100 oyako (parentchild) groups taken at the Super Photo
Session held on Oyako
Day were displayed at
Olympus’s photo galleriesin Tokyo and Osaka.
Production of a film titled OYAKO began in 2013
in commemoration of the10th anniversary of Oyako
Day in 2012, and Olympus Poster for Oyako Day
has been giving its support. 2013

Overseas Photographic
Field Work
Olympus is giving support to the Overseas
Photo Field Work Program of the Nippon
Photography Institute (NPI), which is a program to train documentary photographers.
In 2013, the eighth group of students
took up the challenge of a continuous 183day photographic tour throughout Asia (10countries), and Olympus provided them with
GPS-equipped compact digital cameras.
During the Singapore stage of the photographic tour, local staff from Olympus
Imaging Singapore Pte. Ltd. gave students participating in the tour the opportunity to hold exchanges with local students
and citizens by staging a photo exhibition
and a seminar at Glocal Connect Village at
Temasek Polytechnic, an institute of higher
education. After the students returned toJapan, the photos they had taken during thetour were exhibited at the Olympus photogallery.

TICAD V commemorative photo
exhibition

Social Involvement

A DAY IN THE LIFE OF AFRICA
http://www.olympus-global.com/en/
event/DITLA/

Picture This: Caring for the Earth(Only in Japanese)
http://www.olympus.co.jp/jp/event/picturethis/Picture This: We Can End Poverty(Only in Japanese)
http://www.olympus.co.jp/jp/event/picturethis2010/*1 Millennium Development
Goals (MDGs)
At the Millennium Summit held at the
UN headquarters in New York City in
September 2000, 189 representativesof UN member states, including 147
national leaders, adopted the United
Nations Millennium Declaration as
a commitment to working together
to build a safer, more prosperous
and equitable world. The declarationand the development goals set atthe major international conferences
and summits held in the 1990s weresummarized into the Millennium
Development Goals (MDGs), whichshow eight time-bound goals to bereached by 2015, 21 targets and 60
indicators.

Logo for the MDGs

*2 Oyako Day
The Oyako Day initiative wasa social action initiated by thephotographer Bruce Osborn in2002 to encourage oyako (parents
and children) to face each otherand strengthen mutual ties on the
fourth Sunday of July—Oyako Day(approved by the Japan Anniversary
Association in 2005), which comes
after Mother’s Day on the second
Sunday in May and Father’s Day on
the third Sunday in June.

Oyako Day*2
In 2004, Olympus became the first corporate supporter of the Oyako Day Promotional
Committee and has since been proactive insupporting the Committee’s activities by engaging in its official events and encouraging

Group photo taken at the exhibition venue in
Singapore (Photo provided by NPI)

Oyako Day
http://www.oyako.org/en/top.html

Overseas Photo Field Work
http://www.npi.ac.jp/pfw/en/

OLYMPUS CSR REPORT 201448

INvolvement
Social Involvement
Contribution to Society

Activities Relating to
the Global Environment
Environmental Conservation
Water Circulation and Forest, River andOcean Conservation
In order to contribute to building a society capable of sustainable development
and to increase environmental awareness,
Olympus has been conducting localized environmental activities at its site, focusing onwater circulation and forest, river and ocean
conservation.
● Forest Conservation

 lympus regularly organizes tree-planting programs,O
including fund raising as part of its contribution toprotecting local ecosystems.

● River Conservation

 rojects are regularly organized to remove litter fromP
roads, parks and rivers across wide areas around
Olympus sites.

● Ocean Conservation

 n the theme of “Ocean Legacy,” Olympus isO
conducting activities that include running a nature
school, organizing a photo contest and conserving
coral reefs.

■ Providing a Coastal Observation and

The Oceanic Wildlife Society(Only in Japanese)
http://www.ows-npo.org*World Wide Fund for Nature(WWF)
The WWF is a nature conservation
organization that conducts activities
in around 100 countries. It was
founded in Switzerland in 1961 toprotect species at risk of extinction.
Today it focuses on conserving
forest and ocean biodiversity,
promotes the sustainable use ofnatural resources such as woodand fish and the mitigation of global
warming, working to build a society
in which humanity and nature
coexist in harmony.

49

OLYMPUS CSR REPORT 2014

Photography ClassIn June 2013, Olympus organized a coastal
observation and photography class for elementary and junior high school students
in collaboration with the Oceanic Wildlife
Society (OWS), a non-profit organization.
Participants used Tough Series compact
digitalcameras,which provide excellent resistance towater, dust and impacts, to photographand observe wildlife
and natural phenom- Coastal photography class heldena in the coastal en- for elementary and junior highvironment. They also school children
made photo frames by using the seashells
and other materials collected in the cleanup
activity conducted as part of the class.
■ Organizing a Photo Contest on the

Theme of “Ocean Legacy”
Olympus organized a photo contest on thetheme of “Ocean Legacy” jointly with the

OWS, targeting elementary and juniorhigh school students
across Japan, andheld an exhibitionof the prize-winning “Tosshin (Dash)” winner of thephotos and an award highest award for fiscal 2013
(Ms. Aya Yokoi, first grade
ceremony. At the cer- at junior high school in Aichi
emony, participants Prefecture)
were given the opportunity to learn more about the ocean throughthe photos of ocean environments taken byprofessional photographers.
■ Conserving Coral Reefs

In June 2013, Olympus organized a coralplanting and underwater photography project in cooperation with the Chura-Umi Save
the Coral Reef Organization, a non-profit
organization.

Donation of Olympus/WWF* Calendars
Since 1986 Olympus has been producing Olympus/WWF Calendars and donating them to WWF Japan. These calendars,
which depict the wonders of nature andare designed to raise awareness of the importance of conservation, are sold at WWF
Japan’s online PANDA SHOP, and proceedsfrom sales are used for its environmental
conservation activities.
The photos in the 2014 calendar, the29th in the series, depict Shiretoko andYakushima, which are both World Heritage
sites. The incomparably unique nature photos were captured by Mitsuaki Iwago, whotravels all over the world as a wildlife photographer, using an OLYMPUS E-SYSEM digital
SRL camera to depict Nature in Japan in amore deeply focused manner.

The 2014 Olympus/WWF Calendar

INvolvement

Activities Relating toNatural Science
Natural Science Observation Contest
The Natural Science Observation Contest(Shizecon) is sponsored by the Mainichi
Newspapers and the Society of ScientificPhotography. The contest has become widely known as an opportunity for elementaryand junior high school students to publish
the results of summer vacation projects inthe categories of free research and science.
The 54th contest in 2013 attracted arecord 18,898 entries from 725 schools nationwide. Olympus recognizes the need tofoster scientific thinking in children by encouraging them to discover questions that interest
them and find the answers
through their own efforts.
It has been a co-sponsor
for the contest for over halfa century since its inception in 1960. Olympus has
supported the contest by Winning entries in thecreating websites to help 54th Natural Science
participants select and Observation Contest
carry out their free research projects. It has
also been involved in the administration of
the contest, including the preparation of entry instructions, the judging process and theaward ceremony.

Donation of Microscopes to theSmithsonian
With a view to increasing people’s interestin science through the spread of the use of
microscopes, Olympus Scientific Solutions
Americas donated 50 microscopic imaging systems along with digital cameras for
microscopes, monitors, software and otherperipheral devices to Q?rius, a new experiential learning center established at
the Smithsonian’s
National Museumof Natural History, aleading museum in
the United States,in December 2013. Experiential learning center Q?rius

Q?rius is a facility where students and general visitors can experience how science isrelevant to them and how they can develop
the skills to become the scientists of tomorrow through involvement with scientists andthrough observation of more than 6,000
kinds of specimens. The microscopic imaging systems donated by Olympus will be
used at this facility for programs such as
experiential seminars in which mainly juniorand senior high students can enjoy learning
how their daily lives are related to science.

Social Involvement

The website of the Natural Science
Observation Contest(Only in Japanese)
http://www.shizecon.net/

Celebrating the 10th Anniversary of
the BioScapes Competition
Olympus Scientific Solutions Americas
has been supporting the organization of
the Olympus BioScapes Digital Imaging
Competition since 2004, with an eye to calling the world’s attention to the fascinating
stories about advanced research being told
through microscope images. In 2013, during
which the Competition celebrated its 10th
anniversary, there were more than 2,000
entries to the international competition from
more than 70 countries and regions acrossthe globe. Based on the belief that microscope photos provide the intersection ofscience and art, any microscope photos,
regardless of the magnification, observation
method and lighting method, are accepted
as candidates in the competition. The award
ceremony is held annually, concurrently withthe meeting of the American Society for Cell
Biology (ASCB), and the highest prizewinneris introduced on the large screen installed atTimes Square.

Q?riushttps://qrius.si.edu/

First prize winner for 2013

Dr. Igor Siwanowicz
HHMI Janelia Farm ResearchCampus, Ashburn, Virginia,
United States

Olympus BioScapes
http://olympusbioscapes.com

Specimen: Open trap of
aquatic carnivorous plant,
humped bladderwort
Utricularia gibba, withsingle-cell organisms inside.

OLYMPUS CSR REPORT 201450

INvolvement
Social Involvement
Contribution to Society

2

Local Activities

The Olympus Group is involved in various social
contribution activities in each region.

Activities in Europe● 2013 Christmas donation drive●	50,000 euro Jubilee donation—

anniversary donation at street
festival for the 50th anniversary of
Olympus in Hamburg

A donation of 50,000 euros was presented
to Fördergemeinschaft Kinderkrebszentrum
Hamburg e.V. (Hamburg Children’s Cancer
Centre) to celebrate the 50th anniversary of
Olympus in the city of Hamburg. Also, 4,000
euros as the proceeds from a charity raffle
collected from employees were donated toPlan International, an NGO promoting regional development and care of children indeveloping countries. The donations are to
be spent on the care of sick children andsocial assistance.

50,000 euros presented to Fördergemeinschaft Kinderkrebszentrum Hamburg e.V.

● Support for victims of flood disasterin Germany

20,000 euros were donated to Aktion
Deutschland Hilft in response to the floods
in Germany in June 2013, which caused
extensive damage. The money was used
for evacuating victims, flood control using
sandbags, assistance of food and waterand medical help. It was also used in removing flood debris.

As a yearly tradition employees voted
how to distribute the Christmas donation.
Totaling 10,000 euros were donated tothree organizations assisting the homelessin Hamburg, working on child protection,etc., for Christmas 2013. Volunteers at oneof the organizations, “Midnight Bus for theHomeless People,” supply warm beverages, food, blankets, etc., to the homelessin shelters.

families in Beijing, China. In addition to
donating books and stationery items, they
helped with hearing and language rehabilitation throughhands-onexperience,
working together withthe children
to harvest
Participating employees andvegetables. children at the facility● Healing with music

Activities in Asia
● Volunteers visit nursing homes

Under a theme of bringing smiles to seniorcitizens with a camera, Olympus employees
visited a public nursing home in Shanghai,
China, taking photos and giving them awayon the spot. The senior citizens, who rarely
have the opportunity to have their photos
taken, were very
happy with thegifts. In addition
to the photos,
towels,glovesand other daily
necessities were Members of the volunteer
donated.
program group

Working in cooperation with major children’s
hospitals in Seoul, South Korea, patients
who cannot normally go to concerts wereinvited with their families to orchestral concerts. The objective is to instill happinessand hope through the power of music. In
the year ended
March 2013, 750
were invited toenjoy this entertainment involving
both classical and Commemorative photo withperformers at the concert
popular music.

Activities in Japan● Wakuwaku Science Lab● Support for a facility for children

with disabilities

Some 20 employees visited a facility forchildren with hearing disabilities from poor

The volunteer group organized by employees at Olympus named Wakuwaku Project,formed to communicate to children the
fun and excitement of science, is holding●O ther activities in Japan

Aomori Olympus Co., Ltd.:
Participation in the fiscal 2013 HighSchool Student Employment Support
Project & organization of safety education

51

OLYMPUS CSR REPORT 2014

Aizu Olympus Co., Ltd.:
Contribution at local event by theJapanese drum group Aizu Shoyo Daiko

Shirakawa Facility:“Walk & Clean” program for cleanup
while walking in Shirakawa-Kominejo
Park and surrounding area

Hachioji Facility:
Registration with Hachioji City’s “Adopt
a Park” program for park maintenanceand improvement activities

INvolvement

science classes for elementary and juniorhigh school students living close to the
Olympus Technology Research Institute(Hachioji City, Tokyo). In fiscal 2013, around450 students from three elementary andjunior high schools attended events featuring the mechanisms and mysteries of light,
as well as lectures by Olympus employees
dispatched to their schools. Olympus supports these activities and supplies and loans
equipment, products and supplies.
This activity has expanded to otherbusiness sites. The staff volunteers from theTokyo Office visited three elementary andjunior high schools in Shinjuku, drawing anattendance of some 140 students. At the
Shirakawa Facility, a program was organized
for some 100
students in four
nearby elementary and juniorhigh schools, incooperation withlocal authorities. A scene from activities at
the Shirakawa Facility● Beverage dedicated to TABLE FOR

TWO introduced

Starting in October 2010, Olympus is participating in TABLE FOR TWO, a program
aimed at eliminating starvation in developing
countries and lifestyle-related diseases in industrialized nations. Foods and dishes witha donation added to their prices have been
introduced at employee canteens and vending machines located at Olympus Group facilities in Japan. When an employee buys aHinode Plant:
Participation in voluntary firefighting
training & skill inspection meeting.
Improvement of firefighting skills together
with other organizations in the area

TABLE FOR TWO meal, ¥20 is donated to
the NPO, TABLE FOR TWO International.
Likewise, a donation of ¥10 is added to theprice of a TFT beverage. The donations will
be used to supply school meals to children
in developing nations.
In April 2013, Olympus-brand mineralwater exclusively for TFT was introduced.
Thanks to the program, Olympus was able
to collect more than ¥1 million a year tohelp with school meals for children in developing nations.
This program has
been recognizedby the NPO, andOlympus received
Gold
Supporter
certificates of appreciation
three Certificate of appreciation
years in a row.
from TABLE FOR TWO
being presented to
Olympus● Certificate of appreciation

received for Tenryu River Basin
Environmental Picnic

Olympus Nagano Facility is participating regularly in the Tenryu River Basin
Environmental Picnic that started in 1994.
The program has been organized for en
masse cleaning of the river basin by all the
local governments along the Tenryu Water
Basin. In fiscal 2013, 150 employees participated in the cleanup and collection of empty
cans, burnable garbage, etc. In recognitionof its long-standing contribution, the Facility
received a certificate of appreciation fromthe organizer Ina Techno Valley Regional
Center of the Nagano Techno Foundation.

Tokyo Office:Contribution of 600 servings ofemergency storage food to a foodbank (Second Harvest Japan)

Social Involvement

Activities in the UnitedStates● Support for employee volunteer

initiative: “Days of Caring”

Olympus Corporation of the Americas(OCA) has organized the “Days of Caring”
project to actively support employee participation in volunteer activities. Under the
project, employees are granted paid leave
for 16 hours each fiscal year to engage inlocal volunteer programs. In fiscal 2013, 155
employees participated in programsfor regional foodbanks,
facilities
for the homeless,schools, zoos, andEmployees who
regional centers.
participated in the “Daysof Caring” project● Educational support for at-risk

young people

In cooperation with Communities in Schools,
the NPO supporting “at-risk” young people,
students were invited to OCA’s Center Valley
Headquarter in Pennsylvania. In order tostimulate the students’ work incentive in
the areas of science, technology, engineering and mathematics, employees organized
study programs using Olympus products,
including medical systems, microscopes
and cameras. In fiscal 2013, educational
opportunities were provided to 36 students.

Olympus Medical Science Sales:
Donation of biological microscopes toMori wa umi no koibito (The Forest is
the Lover of the Sea), an NPO in the
Kesennuma area

Nagano Facility:
Donation of employee clothing todeveloping nations and victims of disasters
in Japan and other countries through theNPO, Japan Relief Clothing Center

OLYMPUS CSR REPORT 201452

INvolvement
Social Involvement
Contribution to Society

3

Support for Recovery
from the Great East
Japan Earthquake

The Olympus Group donated money and its
products to victims of the Great East Japan
Earthquake which occurred on March 11,2011 and also sent volunteer employees tothe disaster-afflicted areas. In addition we
have been continuously contributing to activities conducted by NGOs and other organizations in the afflicted areas to support
the recovery.
The following describes the major activities conducted by the Group in and after
April 2013.
*PhotoVoiceThe PhotoVoice project is being
implemented to send strong
messages from participants tosociety using combinations ofphotos and words. Specifically,
many of the women who werevictims of the Great East Japan
Earthquake take photos of their
daily lives, work, and volunteer
activities, meet and discuss thewords they want to add to thephotos they have taken, anduse the combinations to makeproposals to society from theviewpoint of women, to assist themin recovering emotionally fromthe disaster and becoming more
empowered.

PhotoVoice (Only in Japanese)
http://photovoicejapan.org/

The Power of Photography(Only in Japanese)
http://fotopus.com/school/special/
power_of_photo/

53

OLYMPUS CSR REPORT 2014

Contributing to PhotoVoice
Olympus donated 30 digital cameras, eight
IC recorders and 50 second-hand PCs to the
Women’s Network for East Japan Disaster(supported by Oxfam Japan, an internationalNGO), to support them in contributing to the
PhotoVoice* project implemented for women indisaster-afflicted areas, and also invited professional photographers to teach at photo classes it arranged for the Network. Photos takenwith the digital cameras and voices of womenrecorded with the IC recorders donated by
Olympus were displayed at the PhotoVoice
exhibition held in Marunouchi, Tokyo in March2014 to introduce the challenges faced byareas afflicted by the disaster. In April 2014,
Olympus donated another 30 digital cameras
and four IC recorders to the Network.

 upport for Organizing a
S
Meeting on the Future of HighSchool Students in Tohoku
Olympus supported RE: VISION JAPAN in organizing a meeting on the future of senior highschool students living in Tohoku. In this meeting held in the Members’ Office Building of
the Upper House on April 4, 2014, about 120
high school students participated from acrossJapan, including some 50 from prefectures devastated by the Great East Japan Earthquake,
including Iwate, Miyagi and Fukushima. Ms.
Akie Abe, the the First Lady of Japan, who
was a founding member of the meeting, Mayorof Otsuchi Town Yutaka Ikarigawa and otherexperts also attended the meeting, at whichchallenges to be met for the recovery of thedevastated areas and disaster management
measures were actively discussed.
In addition to supporting the organizationof the meeting, Olympus also gave awards togroups of high school students who had madeunique proposals for disaster management,such as producing an independent disaster
control brochure and having a special alarmthat would sound only in the event of a large
disaster. Olympus also presented IC recorders
to members of the award-winning groups.
Ms. Akie Abe (third fromright in the front row),winners holding the
IC recorders given by
Olympus, and Executive
Officer Masahito
Kitamura of Olympus(front row center)

CP+Stage Show—The Powerof Photography
CP+, which is sponsored by the Camera andImaging Products Association (CIPA), is Japan’s
biggest general camera and imaging show.
Held over a four-day period from February 13
to 16, the 2014 CP+ at PACIFICO Yokohama
attracted over 40,000 visitors.
Using a stage performance area in its boothat CP+, Olympus presented 12 talk shows focusing on the use of the power of photography
to support recovery efforts in areas hit by theGreat East Japan Earthquake. Photographers
working in the disaster areas presented theirwork and told audiences about the wonderful communities of the Tohoku Region where
people have continued to work undaunted
to rebuild their lives after the disaster. Videosof the on-stage sessions were streamed for
those who were unable to attend the events inperson.

A talk show in the Olympus
booth at CP+

OLYMPUS CSR REPORT 2014

Data Section

GovernanceandCompliance
Data
Page 55

Total Value of Remuneration by Director Type,
Total Value by Remuneration Type and Number
of Directors● Major Results in Compliance Education(Japan)● S trengthening Compliance with Key Laws and● Regulations● Compliance Awareness Survey● Workplace Meetings on Compliance● Number of Hotline Reports and Inquiries in Japan● Self-Assessment

Personnel andLabor Data
Page 56

Environmental
Data
Page 58

ExternalAwards tatus of Employees
S
Number of Employees / Numbers of New
Graduates and Mid-Career Employees
Recruited / Turnover Rate for Employees in First
3 Years of Service / Promotion to Executive
and Management Positions / Percentage
of Employees with Disabilities / Number ofConsolidated Employees● Labor Relations● Number of Industrial Accidents and Incidence
Ratio● Leave Systems and Leave Utilization Situation
Utilization of Refresh Leave / Utilization ofAnnual Paid Leave / Leaves of Absence for
Voluntary Activities / Utilization of Childcare
Leave and Leaves of Absence / Childcare andFamily Care Support System / General Business
Operator Action Program under the Act for
Measures to Support the Development of the
Next Generation●

 nvironmental Management StructureE
List of ISO 14001 Certified Plants/Offices● Global Warming Prevention Measures
Product Lifecycle CO2 Emissions● Environmental Accounting
Environmental Costs / Environmental Effects● Manufacturing-Related CO2 Emissions
Energy Consumption / CO2 Emissions at
Manufacturing Sites● Resource Conservation/Recycling
Waste Emissions● Conserving Water Resources
Water Use / Wastewater● Transportation-Related CO2 Emissions
Transportation-Related CO2 Emissions● Chemical Substance Safety and Control
Emissions and Movements of PRTR Class 1
Designated Chemical Substances●●Major Awards Received in Fiscal 2013

Page 61

OLYMPUS CSR REPORT 201454

G o v e r n a n c e a n d C omp l i a n c e D at a

Total Value of Remuneration by Director Type, Total Value by Remuneration Type and Number of Directors
Position

Total Value ofRemuneration(¥ million)

Total Compensation by Type (¥ million)
Base

Stock
Options

Bonus

Retirement
Benefits

Number of
Directors/Audit& Supervisory
Board Members

Directors (excluding outside directors)

379

288

38

53

―

5

Audit & supervisory board members(excluding outside audit & supervisory board members)

56

56

―

―

―

2

Outside officers

105

105

―

―

―

10

Major Results in Compliance Education (Japan)
Description (Method)
Executives Training

Function-Based Education

Rank-Specific Education

Messages from Senior
Management and
Dialogue Opportunities

General Compliance Education (Lecture)

Executives

Education in laws and regulations related to business, such as Subcontract Act,
CSR procurement, trade control, the prevention of fraudulent transactions, etc.,(e-learning and study sessions)

All employees or relevant
units

Specialized education (seminars by external organizations)Staff of the Compliance
Hotline

Educational programs for management and executive personnel, for employees
who have been promoted, and for new employees (group training)

People at specific rank

Messages from the President (intranet) and messages from the CCO (intranet)

All employees

Town meetings in various workplaces (direct dialogue)

Managers and all
employees

Strengthening Compliance with Key Laws and Regulations
Jurisdiction

Number of Hotline Reports and Inquiries in Japan
27

Name of Law/Regulation, etc.

■ External contract point■ In-house contact point● Act on Prohibition of Private Monopolization andLaws,
regulations
andguidelines
in JapanTarget

Maintenance of Fair Trade (Antimonopoly Act)● Laws and regulations relating to the prevention of
unfair competition● National Public Service Ethics Act/rules of ethics● Agreements relating to fair competition● Act against Delay in Payment of Subcontract
Proceeds, etc. to Subcontractors (Subcontract
Act)● Laws and regulations relating to insider trading● Labor Standards Act● Transparency guidelines for the medical device
industry in relation to medical institutions, etc.
(formulated by the Japan Federation of Medical
Devices Associations)

5

6

5
2

2

Laws,
regulations
andguidelines
in othercountries

unfair competition● Laws and regulations relating to measuresagainst antisocial forces● OECD agreements concerning the preventionof the bribery of foreign public officials ininternational commercial transactions● United Nations agreements concerning theprevention of corruption● Foreign Corrupt Practices Act (FCPA, UnitedStates)● U.K. Bribery Act 2010 (United Kingdom)● Physician Payment Sunshine Provision

1

3

10

12

17
12
10
2nd
1st
2nd
half
half
half
2012
2013
2013

5

4

Self-Assessment
PeriodDecember 2013 – February 2014

Target88 consolidated subsidiaries in Japan andoverseas and four regional headquarters

Survey description

The state of compliance management system
implementation

Response rate

100%

Compliance Awareness Survey
Compliance Awareness Survey
PeriodFebruary 3 – February 21, 2013

TargetOlympus Group employees in Japan (11,089)

Response rate

99.3%

Workplace Meetings

OLYMPUS CSR REPORT 201415
5

Workplace Meetings on Compliance

55

17

6

1st
2nd
1st
2nd
1st
2nd
1st
2nd
1st
half half half half half half half half half2008 2008 2009 2009 2010 2010 2011 2011 2012

● Laws and regulations relating to corruption● Laws and regulations relating to the prevention of

18

PeriodOctober 2013 – February 2014

Number of workplaces340

Data Section

Pe r s on n e l a n d L a b or D at a 1

Status of Employees
Totals for Olympus Corporation, Olympus Medical Systems
Corporation and Olympus Imaging Corporation

Number of Consolidated Employees
35,37634,391

34,112

30,69730,702

Year ended
March 2012

Year ended
March 2013

Year ended
March 2014

Number of Employees
Total

Males

FemalesNumber of employees

6,816

5,800

1,016

Average age

40.8

41.6

35.3

Average years of service

16.2

16.8

12.0

Number of employees withforeign nationalities*1

18

Number of consolidated
employees*2

Year ended
Year ended
March 2010
March 2011
■ (number of people)

30,702*1 Number of employees with foreign nationalities working for Olympus Corporation,
Olympus Medical Systems Corporation and Olympus Imaging Corporation*2 Total number of employees in the entire Olympus Group (excluding the average
number of casual employees, which is 2,978)

Numbers of New Graduates and Mid-Career Employees RecruitedNew
graduates

Midcareer
recruits

Total

Males

Females

Recruited in April 2012

88

75

13

Recruited in April 2013

39

32

7

Recruited in April 2014

92

73

19

April 2011–March 2012

93

68

25

April 2012–March 2013

52

40

12

April 2013–March 2014

47

37

10

Turnover Rate for Employees in First 3 Years of Service

Labor Relations
Name of labor union

Olympus Labor Union

Number of members

4,981 (as of June 1, 2014)

Number of Industrial Accidents andIncidence Ratio
FY2011FY2012FY2013

Industrial accidents(work time lost)

9

4

3

Industrial accidents(no work time lost)

10

12

17

Total incidents

19

16

20

Incidence ratio

0.31

0.30

0.22

FY2013
Turnover rate (%)

3.8

Promotion to Executive and Management Positions

Executives(section manager or higher)
Corporate officers

Total

Males

Females

1,431

1,414

17

27

27

0

*Excluding outside corporate auditors and outside directors

Percentage of Employees with Disabilities(%)

March 31, 2012

1.82

March 31, 2013

1.81

March 31, 2014

1.98

*Total for seven companies classified as special-purpose subsidiaries

OLYMPUS CSR REPORT 201456

Pe r s on n e l a n d L a b or D at a 2

Leave Systems and Leave Utilization Situation
Utilization of Childcare Leave and Leaves of Absence

Refresh Leave
7th year of employment

Paid holidays: 5 days
Bonus: 55,000 yen

20th year of employment

Paid holidays: 10 days
Bonus: 330,000 yen

At the age of 55

Paid holidays: 5 days
Participation in the PLP Seminar

FY2011FY2012FY2013

Number of employees taking maternity
leave

60

60

76

Number of employees taking childcare
leave

45

60

58

1

1

4

96.6

97.6

94.9

Subtotal: Males
Percentage of employees returning
to work after leaves of absence forchildcare (%)

Utilization of Refresh Leave
FY2011FY2012FY2013Population*1

Females: 53
Males:
309
Females: 98.8
Males: 87.5

7th year of employment

305

355

188

20th year of employment

173

204

174

Retention rate*2

At the age of 55

120

78

114

Number of employees taking leaves ofabsence for family care

Annual Paid Leave
No. of annual paid
holidays (for full-timeworkers)

20 days a year, starting the first year of
employment (for employees who join
Olympus between April and June).
Unused paid holidays can be carried over tothe next year only.

Consecutive leavepromotion scheme(Creative Holiday)

Employees are encouraged to take 5
consecutive leave days.
(These can be combined with ordinary
holidays.)

Expired annual paid
holiday saving scheme(Special Sick Leave)

Childcare

FY2011FY2012FY2013

Average days available

19.6

19.7

19.9

Average days used

10.4

10.9

9.1

Utilization ratio (%)

53.1

55.4

45.9

Leaves of Absence for Voluntary Activities
Number of Persons Taking Leaves of Absence
FY2011

1

FY2012

1

FY2013

1

1Childcare and Family Care Support System

Saving of up to 50 days allowed for medical
treatment and family care (paid holidays).

Utilization of Annual Paid Leave

0*1 Population: Number of employees qualified for family care leave, classified by gender*2 Retention rate: Retention rate (for one year) after end of family care leavel
Number of employees with company as of March 31 of the fiscal year after
reinstatement from family care leave during the previous fiscal year ÷ Number
reinstated after family care leave during the precious fiscal year

Familycare

1Leave of absence

Within one year, up to the child’s second
birthday (may be extended for an additional six
months in special cases)

Reduction ofworking hours

2 hours until the end of April in the child’s firstyear of elementary school
1 hour until the end of April in the child’s fourthyear of elementary school

Exemption fromovertime work

Until the child’s third birthday

Exemption from overtime
and night-time work

Until the end of April in the child’s fourth yearof elementary school

Nursing care leave

The following numbers of paid leave days until
the end of March in the year when the childstarts elementary school (adjusted according
to the number of children)
1 child: 5 days per year
2 or more children: 10 days per year

Leave of absence

Up to one year per person in need of care percondition

Reduction in
working hours

Up to one year per person in need of care percondition per year

Exemption from overtimeand late-night work

As mandated by law

Family care leave

The following number of paid leave days
(according to number of family members
requiring care)
1 person: 5 days per year
2 or more persons: 10 days per year

Reduction ofworking hours

One hour per day reduced working time

*Cumulative total since 1995: 6
Pregnancy

General Business Operator Action Program under the Act for Measures to Support the Development of the Next Generation
Olympus has explored work-life integration initiatives designed to realize
synergy benefits and motivate employees by helping them to balance
their work and home lives. This emphasis on work-life balance reflects
the fact that there are many highly skilled and motivated employees who
are unable to achieve their full potential or are forced to cut short theircareers due to family circumstances, such as the need to care for children or relatives. Olympus has responded to this problem by providing
support for long-term human resource development based on long-term
career formation, with the aim of increasing the work options for employees with childcare and family care responsibilities. The following plan
has been formulated to enable these workers to enjoy fulfilling work andhome lives.

1. Plan Period
January 1, 2013–January 31, 2015

2. Content of Plan
(1) Provision of support to enable employees with childcare responsibilities
to reconcile their work life with their home life

57

OLYMPUS CSR REPORT 2014

Objective 1: We will introduce a work-at-home system for employees with children in the third year of elementary school or younger, where bothparents are working or the family is a single-parent household.
—Measures— ■ Establishment of rules for work-at-home system (April 2013)■ Dissemination of information using leaflets, etc. (from April 2013)
Objective 2: We will implement awareness-raising activities to encourage male
employees to take childcare leave or leaves of absence.
—Measures— ■ Dissemination of information using leaflets, etc. (from April 2013)(2) Development of diverse working conditions to help employees review
their work styles
Objective 3: We will implement measures to enable workers to review theirwork styles as part of efforts to facilitate work-life integration.
—Measures— ■ Preparation of management guides suitable for employment
management for use in dissemination of information in-house(from April 2013)

Data Section

E nv i r on m e nt a l D at a 1

Environmental Management Structure

Global Warming Prevention Measures
Product Lifecycle CO2 Emissions

List of ISO 14001 Certified Plants/Offices
Location

Date ofCertification

Nagano Facility (Tatsuno)*

Tatsuno-machi, Kami-ina-gun,
NaganoFebruary, 1998

Hinode Plant

Hinode-machi, Nishitama-gun,
Tokyo

July, 1998

Aizu Olympus Co., Ltd.

Aizu-Wakamatsu-shi,
Fukushima

October, 1998

Shirakawa Olympus Co., Ltd.

Nishigo-mura,Nishishirakawa-gun, Fukushima

October, 1998

Aomori Olympus Co., Ltd.

Kuroishi-shi, Aomori

November, 1998

Olympus (Shenzhen)
Industrial Ltd.

Shenzhen, China

September, 1999

Technology Research
Facilities (Hachioji)

Hachioji-shi, Tokyo

March, 2000

Olympus Winter & Ibe GmbH

Hamburg, Germany

May, 2001

KeyMed (Medical & Industrial
Equipment) Ltd.

Southend-on-Sea,
United Kingdom

March, 2002

Olympus Logitex Co., Ltd.

Kawasaki-shi, Kanagawa

November, 2003

Olympus Medical Science
Sales Co., Ltd.

Shinjuku-ku, Tokyo

October, 2004

Olympus (GuangZhou)
Industrial Co., Ltd.

Panyu, Guangzhou City, China

October, 2004

Olympus America Inc.,
National Service Center

San Jose, CA, USA

December, 2005

Olympus NDT Inc.

6 business sites including theone at Waltham, MA, USA

September, 2010

Olympus Vietnam Co., Ltd.

8 Street, Long Thanh Industrial
Zone, Dong Nai Province,
VietnamJanuary, 2013

Nagano Facility (Ina)*

Ina-shi, Nagano

May, 2014

Plant/Office

695

426

435

375

302

2007

2010

2011

2012

2013

■ (1,000 t-CO 2)(Fiscal year)*CO2 emission for total life cycle of products sold during the year (estimates)

5,111
4,675

4,271
3,881

4,460
4,092

3,913
3,636

3,859
3,684

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

Environmental Accounting
Environmental Costs
FY2011

Grouping

2010■ Recycling (t)2011

FY2012FY2013

Cost

Investment

Cost

Investment

Cost

72

637

98

354

122

447

Prevention Cost of Public Nuisance

20

98

21

77

51

217

Global Environmental Conservation Cost

52

349

42

116

71

Resource Circulation Cost

0

191

35

161

1

89

1

94

1

8

10

In Upstream Costs

8

In Downstream Costs

48
181
77
6

Environmental Management Activity Costs

1

400

6

72
119 376

57
115 0

51
415
101

R&D Costs

1

1,057

1

968

0

983

Costs of Social Activities

1

2

Costs for Damaged Environment

11

2

75

Total

2,203

106

1,804

2012

(Unit: Million yen)

Investment

Costs Inside Business Area
Contents

2009■ Waste (t)(Fiscal year)
Target period:
April 1, 2011 – March 31, 2014
Scope:
Head office functions, manufacturing
companies and distribution
companies in Japan
Notes:
1) Tabulation‌
based on “Environmental
Accounting Guideline 2005.”
2) Cost‌and depreciation thatcannot be separated clearly inenvironmental management are
not divided proportionately. Fullamountin the56 has been excluded
54
calculations.
68633) Close‌
scrutiny of data shows itemswith differing figures for past results.

5
0
133

1,933

Environmental Effects(Unit: Million yen)

Quantitative Effects ofEnvironment Preservation

FY2011FY2012FY2013

CO2 Discharged(unit: t-CO2)

51,77350,14249,444

Effects
insideBusiness
Area

2013

Waste Discharged(unit: t)

2,515

Water Usage(unit: 10,000 m3)

116

Chemical Substances
Discharged/Transferred(unit: t)

21

2,100
90
22

2,096
86
26

ChangeChangePercentage
2009from Previous from
Previous
Fiscal Year
Fiscal Year
-698
-4
-4
4

Economic Benefits
of
2011
2012
Environmental Protection

2010

Change2013
from Previous

Fiscal Year
(Fiscalyear)
3■ Public water areas(10,000 mRevenues) ■ Sewage
systems(10,000 m 3)
Revenuefrom Salesof-1%

Benefits

Recycled Valuable Substances

0

159

0%

Energy Costs-5%

Landfill Disposal Contracting
Costs

-1

Resource Recycling
Contracting Costs-10

Costs of Water Usage

-2

15%

Cost
Savings

OLYMPUS CSR REPORT 2014

58

2007

2010

2012

2011

2013

■ (1,000 t-CO 2)(Fiscal year)

E nv i r on m e nt a l D at a 2

Manufacturing-Related CO2 Emissions
Energy Consumption
68,102
26,463cope 1 (t-CO2)

Waste Emissions

FY2010FY2011FY2012FY201399
75,342

105

108

110

99

17,340
23

33

33

33

35

5,111
4,675
3,918
115,097

4,271
3,881
2,235
110,085

2007

2010

23,047
LPG

Direct2010(Unit: TJ)

FY2009City
gas
76,28578,382
24,765

LNG

44

47

49

65

63

Heavy
fuel oil

50

54

50

15

12

Kerosene

11

1

1

2

1

Diesel fuel

199

171

165

162

90

Subtotal

426

410

406

387

300

Indirect Electricity

1,474

1,420

1,394

1,353

1,333

1,900(Fiscal1,830
year)

1,800

1,740

1,633

2012

2011

Total
■ Scope2 (t-CO2)

2013*Scope: Leading manufacturing & development sites in Japan and overseas*Conversion coefficient based on Enforcement Regulation for the Act on the Rational
Use of Energy

2009

68,102
26,46378,382
24,7652010■ Scope 1 (t-CO2)

2011

76,28523,0472012■ Scope 2 (t-CO2)

75,342
17,3402013(Fiscal year)*Scope: Leading manufacturing & development sites in Japan and overseas*Reporting based on the following GHG Protocol-based categories.
Scope 1: Greenhouse gas emission from direct use of fossil fuels.
Scope 2: Greenhouse‌gas emission from secondary use, such as electric powerpurchase.

4,460
3,913
3,859
4,092
3,636
3,684
1,428
1,354
67
33
106,00998,908105,851 101,166

2012

2011

2013

■ (1,000 t-CO 2)
2009(Fiscal year)

2010

2011

■ Waste (t) ■ Recycling (t)
2007
2008
2009

2012
2010

2013
(Fiscal year)
2012

2011

*Scope: Leading manufacturing & development sites in Japan and overseas(Fiscal year)■ エネルギー系（t-CO 2） ■ 非エネルギー系（t-CO 2）
*Olympus processes wastes from its sites within their respective home countries anddo not ship wastes internationally, regardless of hazard designation under the Basel
Convention.

5,111
4,675

CO2 Emissions at Manufacturing Sites
74,957
27,857

695
426
435
375
302
Resource
Conservation/Recycling

4,271
3,881

4,460
4,092

72
Water
Use
119
54
136

57
115
46
126

3,913
3,636
3,918
2,235
115,097
110,085
51
56
101
68
46
45
105
79

2009

2010

2011

■ Waste (t)■ Recycling (t)Conserving Water Resources

2009

2012
2007

3,859
3,684
1,428
106,009
54
63
42
76

2013

1,354
98,90867
105,851 1(Fiscal year)
2009
2010

2008

2011

■ エネルギー系（t-CO 2） ■ 非エネルギー系（t-CO 2）
2011
2012
2013

2010

(Fiscal year)
2009
2010
2011
2012
2013
■ Public water areas (10,000 m 3) ■ Sewage systems (10,000 m 3)
33
■ Groundwater (10,000 m ) ■ Piped water (10,000 m ) (Fiscal year)*Scope: Leading manufacturing & development sites in Japan and overseas

Wastewater*The sources for CO2 conversion coefficients are the following.
[Electric power]
Japan: C onversion coefficients for all power sources published by the Federation ofElectric Power Companies (FEPC) employed, with FY2013 coefficients used
for FY2013.
Overseas: C oefficients for each nation in the “CO2 Emissions from Fuel Combustion
Highlights (2013 Edition),” International Energy Agency (IEA), employed.
FY2011 coefficients used for FY2012 and FY2013.
[Fuels, etc.]
Japan & overseas: C onversion coefficients based on Act on Promotion of Global
Warming Countermeasures employed.

72
119

57
115

51
101

56
68
54
136

23.5

2009

21.2

2010

46
126

22.4

2011

■ Public water areas (10,000 m 3)

54
63
46
105

45
79

25.7

2012

2013

(Fiscal year)
2009
2010
2011
2012
■ Sewage systems (10,000 m 3)
■ Groundwater (10,000 m 3) ■ Piped water (10,000 m*Scope: Leading manufacturing & development sites in Japan and overseas

2010

2011

2012

2013

■ Emissions and movements of chemicals (t)

23.5

59

OLYMPUS CSR REPORT 2014

86,0201,914

61,753
1,792

65,395
1,717(Fiscal year)

21.2

57,8791,929

50,662
1,898

22.4

Data Section
2010

2011

2012

2013

■ Emissions and movements of chemicals (t)E 2007nv i r on2008
m e nt2009
a l D at2010
a 3(Fiscal year)
2011

2012

■ エネルギー系（t-CO 2） ■ 非エネルギー系（t-CO 2）

(Fiscal year)

Transportation-Related CO2 Emissions
Transportation-Related CO2 Emissions
86,0201,914

61,753
1,792

65,395
1,717

57,8791,929

50,662
1,898

54
136

46
126

46
105

45
79

42
76

2009

2010

2011

2012

2013
(Fiscal year)■(t-CO20112)■ International(t-CO 2)
2009Domestic logistics
2010
2012 logistics
2013■ Groundwater (10,000 m 3)

■ Piped water (10,000 m 3)

(Fiscal year)

Chemical Substance Safety
and Control
Emissions and Movements of PRTR Class 1 DesignatedChemical Substances
23.5

21.2

22.4

25.7

2010

2011

2012

2013

■ Emissions and movements of chemicals (t)(Fiscal year)*Scope: Leading manufacturing & development sites in Japan

86,0201,914

61,753
1,792

65,395
1,717

57,8791,929

50,662
1,898

2009

2010

2011

2012

2013
(Fiscal year)■ Domestic logistics (t-CO 2)■ International logistics (t-CO 2)

OLYMPUS CSR REPORT 201460

Data Section

E x te r n a l Aw a rd s

Major Awards Received in Fiscal 2013
Olympus activities, products, and services were selected for the following external awards.
Award
CDP 2013 Japan 500*1

Product, etc.
Environmental protection activities such as organization and action in continuing development of ecoproducts, production rationalization, energy and power conservation for CO2 reduction
OLYMPUS STYLUS 1 compact digital camera

Red Dot Design Award*2
Product Design 2014

THUNDERBEAT front-drive grip, advanced surgical energy device
ENDOEYE rigid videoscope, surgical endoscope
OLYMPUS OM-D E-M1 mirrorless camera

iF Design Awards 2014*3
OLYMPUS PEN E-P5 mirrorless camera
Silver Prize in the 65th National Calendar
Exhibition*4

2014 Olympus/WWF calendar “The Peninsula and the Island” (Shiretoko and Yakushima, World
Heritage Sites)
OLYMPUS PEN E-P5 mirrorless camera

2013 Good Design Award*5

OLYMPUS STYLUS XZ-2 compact digital camera
THUNDERBEAT front-drive grip, advanced surgical energy device

2013 R&D 100 Awards*6

IX3 Series inverted research microscopes2013 National Invention Award*7
President’s Award and Commendation
for Invention

Received the 2013 National Invention Award’s President’s Award for invention of the “High-Speed
Atomic Force Microscope”*8 that can show movement of biomolecules, jointly with co-developers at
Kanazawa University.*9 Also, Commendation for Invention was awarded for the same invention.
OLYMPUS PEN Lite E-PL5 mirrorless camera

Red Dot Design Award*2
Product Design 2013

OLYMPUS STYLUS TG-2 Tough compact digital camera
THUNDERBEAT front-drive grip, advanced surgical energy device*1 CDP is an international non-profit organization offering the only global system in the world for measurement, disclosure, management and sharing ofimportant environmental data on business enterprises and cities. It works with institutional inventors to encourage businesses to disclose information on
their impact on the environment and natural resources and to implement mitigation measures. CDP possesses the world’s largest primary data on risk andproduct data on climatic changes, water and forests and supplies it for strategic decision-making in business, investment and policy planning.
*2 These international product design awards are presented by the German organization, Design Zentrum Nordrhein Westfalen.
*3 This design award program is administered by Industry Forum Design Hanover (iF), an international organization based in Germany with the aim of promoting
good design.
*4 Contest hosted by the Japan Federation of Printing Industries and Japan Printing News Co., Ltd.
*5 This comprehensive design award program is administered by the Japan Institute of Design Promotion.
*6 Award program hosted by R&D Magazine of the US to give recognition to the best products and technologies that have been commercialized around theworld during the past year
*7 Award program hosted by the Japan Institute of Invention and Innovation for the advancement of science and technology and development of industry inJapan*8 Patent applied for on Sept 4, 2002; patent registered on Feb 22, 2008; No. 4083517*9 Website of the Biophysics Lab, Department of Physics, Kanazawa University http://www.s.kanazawa-u.ac.jp/phys/biophys/index.htm

Chosen as climate change performance leader for the first time in CDP 2013 Japan 500 hosted by CDP
Olympus was chosen by CDP for inclusion in the Climate
Performance Leadership Index (CPLI) as a company that excels in activities aimed at mitigating climate change. Twelve
companies have been selected from the 500 (Japan 500)
that were surveyed in 2013. The Olympus Group engages
in environmental protection activities that include organization and action for continuing development of eco-products,
production rationalization, energy and power conservation

61

OLYMPUS CSR REPORT 2014

for CO2 reduction. The selection was a recognition of these
activities.
The survey results are published in the CDP Japan
500 Climate Change Report,
which is shared by institutional
investors and other decisionmakers in the market.

Communication Tools
The Olympus Group tailors its information disclosure to meet the needs of its stakeholders.
Nonfinancial information is provided in Olympus CSR Report 2014 while management andfinancial information is included in Annual Report 2014. In addition to these reports, which
are published annually, Olympus also provides up-to-date information via its website.

Non-Financial Reports

Financial Reports

CSR Report 2014

Annual Report 2014

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

IR Information
http://www.olympus-global.com/en/ir/

Olympus’s museum of history

ZuikodoZuikodo located at the Ishikawa Facility in
Hachioji City, Tokyo, displays the company’s
products from its beginnings to the present toshow changes in the advances of technology
and how Olympus has contributed to society
with its products.
The nickname Zuikodo derives from
Olympus’s first camera lens ZUIKO in the image of the old cave where Olympus products
were stored.
The museum was opened to the public on
October 1, 2013, accepting visits not only by
our customers but also by schoolchildren andstudents who will become the driving force ofthe future.
It features Olympus’s first microscope,
Asahi (1920), its first camera, Semi-Olympus
I (1936) and the world’s first commercial gastrocamera, GT-I (1952), and other historic objects as well as an exhibit of current products
and technologies and sections offering handson use of products in the fields of science, imaging and medical care.
We look forward to your visit.

Museum entrance
Semi-Olympus I

Asahi
microscope

GT-I■ Information
Address:

Olympus Ishikawa Research and Development Center
2951 Ishikawa-machi, Hachioji-shi, Tokyo 192-8507
Hours:
10:00-17:00 (last admission 30 minutes prior to closing)
Holidays:
Saturdays, Sundays, national holidays and company holidays
Admission: Free
Tour inquiry: Based on advanced reservation (Tel: +81-42-642-3086)
Please call to make a reservation.
A tour guide will introduce each zone in the museum based on a basic program.
● The tour takes roughly 60 minutes but can be adjusted to your schedule. Pleaseask when making your reservation.
● Photography is not allowed inside the museum.
● ● http://www.olympus.co.jp/jp/info/2013b/if130925zuikodoj.jsp#info(Only in Japanese)

OLYMPUS CSR REPORT 201462

Olympus Corporation
CSR Department, Group Compliance Division
Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome, Shinjuku-ku, Tokyo 163-0914, Japan
Olympus Corporation Social Responsibilities Activities website

TEL: +81-3-6901-9299

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

E-mail: csr_info@ot.olympus.co.jp
Issued in November 2014