Olympus Corporate Social
Responsibility Report Digest
Toward the Realization of a Better Livelihood and Happiness

To protect the environment, this report was printed on FSC-certified paper produced using resources from appropriately managed forests,
soy ink and waterless printing technology. It has received third-party approval from the Color Universal Design Organization, a nonprofit
organization in Japan, as being suitable for people with a wide range of color-vision characteristics.

Olympus Corporation

Contact

CSR Department, CSR Division
Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome, Shinjuku-ku, Tokyo 163-0914, Japan TEL : +81-3-6901-9299 FAX : +81-42-642-9017 E-mail : csr_info@ot.olympus.co.jp
Olympus Corporate Social Responsibilities Activities website

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

Issued in August 2010 (previous edition issued in August 2009)
Circulation: 4,000 copies Next volume scheduled for issue in August 2011
X020-10E① 1008T Printed in Japan

Introduction
The Olympus Group began to publish its “Environmental Report” in 2000. In 2005 the report was
expanded to include information concerning corporate governance and the social aspects of the Group’s
activities, and the title was changed to the “Corporate Social Responsibility Report”.
Since 2008, the booklet has taken the form of a digest of the information provided on the Olympus GroupCSR website. It is designed to provide a clear overview of the corporate activities of the Olympus Group,
together with information about policies, initiatives and significant events in the current business year.

Overview ofCorporate Social Responsibility Information

This Report and the Olympus CSR website
The notation WEB WEB indicates that more detailed
information is available on our website. Please see the Web

Olympus
Corporate Social
Responsibility Report Digest

Detailed Materials to find addresses relating to specificsections of this booklet.

(this booklet)

WEB

Olympus CSR website
http://www.olympus-global.com/en/corc/csr/
Web Detailed Materials
http://www.olympus-global.com/en/corc/csr/wdata/2010/

Olympus Corporate
Social Responsibility
ReportInvestor relations
website

The Web Detailed Materials
can be found on the website.

Olympus CSR Report(Corporate Social
Responsibilities Activities
website)http://www.olympusglobal.com/en/corc/ir/

http://www.olympusglobal.com/en/corc/csr/

Detailed version

Detailed version

Economic ReportSocial Report
Environmental Report

The website provides
information about
the Group’s CSR policies,
detailed case studies
and information for eachstakeholder category.

There are also sections presenting
information designed for specific groupsof stakeholders, such as consumers,
shareholders and investors.

Scope of Report
Period:April 1, 2009 - March 31, 2010

Organizations:
Economic ReportSocial Report
Environmental Report

Olympus Corporation and its consolidated subsidiaries and affiliated companies
Olympus Corporation, Olympus Imaging Corporation, Olympus Medical Systems Corporation
Olympus Group parent company, major production and logistics subsidiaries in Japan andmajor overseas production subsidiaries* The ITX Group is in principle excluded from the scope of this report.
* In August 2009, the Olympus Group divested its diagnostic systems business to the Beckman Coulter Group. As a result, the diagnostic systems
business is excluded from the scope of this CSR report.
* The data is continually reviewed and updated from time to time on the Olympus Group CSR website.

Reference Guidelines
Environmental Reporting Guidelines of the Ministry of the Environment, Japan (2007 edition)* Comparative tables pertaining to the Environmental Reporting Guidelines of the Ministry of the Environment andthe United Nations Global Compact have been placed on the Olympus Group CSR website.

Environmental Accounting Guidelines of the Ministry of the Environment, Japan (2005 edition)

1

Olympus Corporate Social Responsibility Report Digest 2010

Profile of the Olympus GroupSee the investor relations section for detailed
and current information.
Investor Relations Information
http://www.olympus-global.com/en/corc/ir/

WEB

Contents

Olympus Corporation
Established

October 12, 1919

Head office

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

Activities

Manufacture and sale of precision
machinery and instruments

Capital¥48,332 million

Employees

35,376 (consolidated)
3,119 (non-consolidated)

Consolidated
net sales

Olympus Vision… ……………………………………………… 3
Corporate Governance andCSR Management……………………………………………… 5
Our Relationships with Stakeholders………………… 7

01		For Customers(Social Report)… ……………………………………………

¥883,086 million

02		For Suppliers(Social Report)… …………………………………………

Outline of the Olympus GroupOlympus GroupOlympus Group (excluding ITX)

ITX Group

Olympus Corporation (listed company)

ITX Corporation(listed company)

100%

100%

Olympus Imaging
Corporation

982.06%

11

03		For Employees and Their Families(Social Report)… …………………………………………

13

04		For Society(Social Report)… …………………………………………

Olympus
Medical Systems
Corporation

15

05		For the Environment(Environmental Report)… ………………………………
27 subsidiaries,
3 affiliated companies

150 subsidiaries,
13 affiliated companies

19*Percentage figures indicate shares of voting rights held.

Results of Social andEnvironmental Activities… ……………………………… 23

Consolidated Net Sales, Operating income and Net Income

Stakeholder Dialogue……………………………………… 25(Millions of yen)

■ Consolidated net sales ■ Operating income ■ Net income

1,200,000
978,127

1,061,786

Third-party Opinion………………………………………… 27

1,128,875
980,803

883,086

800,000
400,000
62,523028,564-200,0002005

112,623

98,72947,7792006

57,9692007

34,58760,14947,763-114,810
2009
2008（fiscal year）

Consolidated net sales by segment(year ended March 31, 2010)

Consolidated net sales by region(year ended March 31, 2010)

Number of employees (consolidated)

Others 6.2%

Others 2.9%

40,000

Imaging
19.8%

Asia

Domestic
42.3%

11.3%

Information &Communication
21.4%

33,022

32,958

2005

2006

35,77236,50335,376

2007

2008

2009

30,00020,00010,000Life Science& Industrial
12.9%

Medical
39.7%

Europe21.3%

NorthAmerica22.2%

0(fiscal year)

Olympus Corporate Social Responsibility Report Digest 2010

2

Olympus Vision

Social IN - Olympus aims to realize
a better livelihood and happiness for all throughits activities as a value-creating enterprise.
At a time of increasingly globalized economic activity

rather than by retaining it as part of Olympus, and they would

and information flows, poverty and global environmental

still be able to contribute to medical science by making

problems still seriously affect many parts of the world.

effective use of technology assets built up over many years.

These serious social issues cannot be solved solely by
those directly involved and require initiatives by the whole

In the year ending March 2010, we launched a new medium-of society but its expectations toward businesses are also

term Corporate Strategic Plan (CSP). Under this five-year

rising in this context.

plan, we will create a structure that will allow the continuous
development and assessment of the unique CSR activities

In this environment, I believe that it is more important thanthat the Olympus Group has undertaken in various regions

ever for Olympus to listen carefully to the voices of society

and business segments. That structure will be the basis forso that we properly understand what society expects from

CSR management under a more uniform group-wide strategy.

us and what changes we need to make in order to fulfill
those expectations. I also believe that this is the only way

The foundation for these initiatives is based on our Social

in which Olympus can achieve sustainable growth as a

IN management philosophy. This philosophy represents

member of society.

our commitment to help all people achieve health andhappiness by working as an integral member of society, by

In the year ended March 2010, we divested our diagnostic

sharing our values and by offering new values to societysystems business. That decision affected many stakeholders,through our business activities. I believe that the goal of the

including employees and, from a management perspective.

Social IN philosophy is to maximize the stakeholder value

I felt a profound sense of responsibility. However, weof Olympus by ensuring that everyone who is associatedconcluded that we could achieve a better outcome forwith Olympus can feel pride in that relationship, and by

employees working in that area by divesting the business,working through frank and open dialogue. This will build aManagement Philosophy of the Olympus GroupOlympus Group Corporate Conduct Charter (Extracts)

Toward the Realization of
a Better Livelihood and HappinessSocial IN
We establish
a relationship withsociety throughthe three “INs.”

Based on the fundamental concept of Social IN and being fully aware of
its responsibilities as a corporate member of society and as a company
prized by people with various value systems around the world, the Olympus
Group continues to provide value for our society in support of the livelihoodand happiness of people all over the world. The Olympus Group, with astrong sense of ethics, engages in global corporate activities while strictly
complying with relevant laws and regulations.

Policies for Corporate Activities

INvolvement

INsight

INspiration

SocialInvolvement

Sharing
Society Values

Creating
New Values

Social IN comes from Social Value IN the Company, a concept ofincorporating social value into the Company’s activities. The philosophy isalso based on the three INs of INvolvement, INsight, and INspiration defining
the relationship of the Company and society.

3

Olympus Corporate Social Responsibility Report Digest 2010

1. Sound corporate activities
2. Act on behalf of the customer

Involvement with People

3. Respect for human rights
4. Working environment with vitality

Involvement with Society

5. Harmony with the environment
6. Good relationship with the communityWEB

http://www.olympus-global.com/en/corc/csr/
olycsr/philosophy/csrcorporate/strong and trusting win-win relationship with all stakeholders,½ 2020,” is to reduce the environmental burden by cutting

including employees and their families, customers, suppliers,

our total CO² emissions to one-half of the fiscal 2007 level

shareholders, NGOs and NPOs, communities and society

by fiscal 2020. This is an extremely challenging target fromthroughout the world. As part of our commitment to thea business management viewpoint, but we are determined

realization of the Social IN philosophy, we have joined theto work with our employees to realize our goal to become a

United Nations Global Compact (GC), and we are continuallyleading environmental company.

working to fulfill the 10 Global Compact guidelines throughour business activities.

I will conclude by sharing my belief that sincerity is themost important requirement as we work to realize the aim

Examples of our efforts to realize the aims of the Social INof the Social IN Philosophy. Only if we act in good faith will

philosophy by contributing to society through our businessour stakeholders be able to feel proud of Olympus. We will

activities include the “Brave Circle” campaign to eradicate

continue to do our best to contribute to the development

colorectal cancer in Japan and cancer eradication initiativesof a sustainable society by putting the Social IN philosophy

in other countries. We have also provided ongoing support

into practice.

for efforts to achieve the United Nations Millennium
Development Goals (MDGs). A notable initiative in that area
was an African photo contest with the theme “Picture This:
Caring for the Earth,” which we ran in collaboration with
the United Nations Development Programme and the AFP
Foundation.

As a business corporation, we have a strong sense of
mission toward society’s expectations in such areas as thecreation of a low-carbon society, energy conservation andthe preservation of biodiversity. This is reflected in our efforts
to reduce CO² emissions throughout entire product lifecycles,
Tsuyoshi Kikukawa
President
Olympus Corporationfrom production and distribution through to use and disposal.
Our long-term target, as expressed in the words “Carbon

United Nations Global Compact

CSR Concept of the Olympus GroupOlympus joined the United Nations Global Compact program in October
2004. Olympus also supports the “Caring for Climate” statement andsigned the Global Compact Climate Initiative in 2009.

WEB

United Nations Global Compact
http://www.unglobalcompact.org/

Social demands andexpectations

By providing needed value
to society and producing
profits through business

Dutiesand responsibilities
to society

CSR = Development of both society and Olympus

Social IN
Contribution to Society
through Business:

Contribution to Society
through Other Voluntary Activities:
By investing in society andestablishing a meaningful
relationship within it

Customers

Business
Partners
Employees

Local
communities

Fulfilling

Shareholders

International
communityws,
ith laall obliga
tions through compliance w
regulations
and business ethics
Economic, society, the environments

Through its CSR activities, the Olympus Group meets the demands andexpectations of society while fulfilling its duties and obligations to it.

Olympus Corporate Social Responsibility Report Digest 20104

Corporate Governance and CSR Management
Under its Social IN management philosophy, Olympus is working to provide continuing value to its
stakeholders by building corporate governance and CSR management systems that are optimal and fairfrom a global perspective, by clearly defining its business responsibilities and by improving its efficiency.

Corporate Governance

Timely Decision-Making and Effective Supervision

The Board of Directors, which consists of 15 directors, including
three external directors, normally meets once a month to maketimely decisions about management strategies and other importantmatters, and to provide appropriate supervision of business
operations. Directors are appointed for one-year terms, and theperformance of each director is assessed annually to ensure theclear identification of responsibilities. To assist with decision-making
by the President, Olympus has also established an Executive
Management Committee, which in principle meets three times amonth. Olympus has further strengthened its corporate governanceby establishing an executive officer system. This system is based on
the separation of roles between directors, who make management
decisions and supervise the performance of business operations,and the executive officers, who manage business operations.
Olympus is structured as a company with auditors and has four
corporate auditors, including two external corporate auditors.
Detailed information about corporate governance, including thecorporate auditors, is disclosed in the Corporate Governance
Report.

Corporate Governance Structure
General meeting of shareholders
Appointments,
dismissals

Board of Auditors
Office of
Auditors
Collaboration

Group Corporate Conduct Charter
CorporatevisionTowardthe realizationofSocial IN

5

Executive Management Committee
Internal Audit
Department
AuditsStrengthening Group-Wide CSR Initiatives
As shown in the table below, we have formulated basic policies, acharter and a philosophy to guide the development of measures
based on items in the Olympus Group Corporate Conduct Charter,
and we are working to implement these consistently throughout
the Olympus Group. We have further strengthened group-wide
initiatives based on these policies by establishing dedicated units
with specific CSR-related functions.
Linkage to CSR Policies
Olympus Group
Corporate Conduct Charter

Basic CSR-related policies,
charter, philosophy
Information Security Policy

1. Sound corporate
activities

2. Act on behalf ofthe customer

Involvementwith People
Company rules

3. Respect forhuman rights
4. Working environmentswith vitality
5. Harmony withthe environment

Annual business plans

Olympus Corporate Social Responsibility Report Digest 2010

Representative Directors

Business Divisions, Corporate and R&D Divisions, CSR Division, Group Companies

Group Code of Conduct

Daily business activities

Appointments, dismissals, supervision

Risk Management Committee

Basic policies

Laws,
regulations
andsocialnorms

Special Committees

AuditsGlobal Strategy Committee

Policies for
Corporate
Activities

Medium-term business plan

Directors

Accounting audits

Accounting Auditors

From Management Philosophy to Policies/Plans/Actions
Management philosophy, Social IN

Appointments,
dismissals
Recommendations

Board of Directors

Auditors

CSR Policies and Linkage
between Code of Conduct CSR Policies
In September 2004, Olympus adopted the Corporate Conduct
Charter and Code of Conduct for Olympus Group companies.
The purpose of these rules is to ensure that the Olympus Groupfulfills its social responsibilities by basing its day-to-day businessactivities on the Social IN philosophy. The Charter and Code of
Conduct require Olympus Group companies to comply with all laws
and regulations, to maintain high ethical standards, to disclose
corporate information fairly and in a timely manner, and to act
fairly and in good faith in their relationships with all stakeholders,
including customers, suppliers, shareholders, employees and local
communities.

Appointments,
dismissals
AuditsInvolvementwith Society

6. Good relationshipwith communities

Procurement Policy
Personal Information
Protection Policy
Quality Philosophy
Personal Information
Protection Policy

Human Rights andLabor Policy

Environmental Charter
Social Contribution Policy
Information Disclosure
PolicyProtecting Information

Information Security/Protection of Personal Information

In March 2005, Olympus implemented information security
measures based on human, material, organizational and technicalper spectives by adopting the Olympus Group Information
Security Policy and establishing a group-level Information Security
Committee. Educational and awareness programmes are provided
for all employees, including security handbooks, e-learning and“Information Security Month” campaigns.
Per sonal information provided by stakeholder s is handledusing appropriate methods as stipulated in the Olympus Group
Information Security Policy.

Risk Management System

Special Committee, Chaired by President

Under its risk management rules, Olympus has established systems
to minimize risk under normal conditions, prevent crisis situations,and ensure a timely and effective response in the event of a serious
crisis. This work is carried out primarily by the Risk Management
Committee, which is chaired by the President.
If a serious risk situation occurs, such as an earthquake, fire,
accident, or other emergency or a violation of business ethics,
emergency repor ts are submit ted to members of the Risk
Management Committee, including the President, and other officials
through the Risk Management Bureau. Decisions on response
actions are taken by the President as the officer responsible for risk
management.

Risk Management System
President(activated in the event of a crisis)

Risk Management Committee
Chairperson: President

Risk managers of
Olympus Imaging Corporation,
Olympus Medical Systems
Corporation, business units andhead office departments

Risk Management Bureau
Execution groups, including
subsidiaries,
affiliated companies andhead office departments

Group-Wide Safety and Health Initiatives
In the past, safety and health activities were the responsibilityof individual work sites and group companies. This system
has been replaced with a management structure that provides
organized controls and supports a uniform approach across theentire Olympus Group in Japan. Group-wide initiatives, including
information sharing, have been expanded and enhanced to ensurethat all activities are consistent, regardless of the organizational
unit, location or other circumstances.

Task Force

Risk management leader

Coordinated System
These changes to the management structure were accompanied
by measures to strengthen safety and health activities. The aimsof the new system are to improve workplace safety and eliminate
industrial accidents, and to facilitate the creation of safe working
environments in which all employees, who are the most important
corporate assets, can work with confidence and in good health.
Another goal is to foster a workplace culture that will give individuals
enhanced motivation to achieve their full potential.

To p i c s
Preventing a Major Risk Factor—
Precautions against novel Influenza
The Olympus Group responded to fears
of a global epidemic of novel influenza by
formulating the Olympus Group Influenza
Response Policy and distributing influenza
prevention manuals to all employees inJapan.
When H1N1 cases began to spread in Japan
in 2009, Olympus immediately establisheda response headquarters as stipulated inits policy and began to monitor infections

among employe e s and their familie s.
Preventive measures were implemented,
including the installation of hand soap andhand disinfectant dispensers, in an effort toprevent the spread of the disease.
Experience gained during the H1N1 influenza
epidemic has been reflected in changes to
the Olympus Group’s response systems fornovel influenza, including the highly virulent
H5N1 strain.

A manual describing preventive
measures against novel influenza

Olympus Corporate Social Responsibility Report Digest 20106

Our Relationships with Stakeholders

Toward the Realization of
a Better Livelihood and Happiness
Olympus is a company dedicated to continuously creating value-added products and services and contributing tohealth, happiness and livelihood for people. As such, Olympus approaches CSR activities to build win-win relationships
with all stakeholders. Details of this commitment can be found on the following website.
WEB

Olympus CSR website
http://www.olympus-global.com/en/corc/csr/

Olympus aims to improve not only its own
corporate value but also that of its suppliers
through collaborative CSR initiatives at allstages of the supply chain. Specifically, we areworking to strengthen our partnerships with
suppliers by ensuring that every transaction
is based on compliance with all laws andregulations, respect for human rights as well as
the environment, while ensuring that all businessdealings are fair and open.

See “For Suppliers”

Shareholders/
Investors

To ensure consistent compliance with laws
and regulations, Olympus has establishedcompliance systems based on its Social IN
management philosophy. In fiscal 2009, we
continued to provide compliance education for
executives and employees. We also assessed
the effectiveness of the internal control systems
used to ensure the accuracy and reliability offinancial reporting.
WEB

Olympus Investor Relations website
http://www.olympus-global.com/
en/corc/ir/

P 11-12Olympus
Suppliers

R&D

The
Environment

Olympus aims to contribute to the creation of ahealthy environment and a human society capableof sustainable development, through technology
development and business activities based on
harmony with the environment and respect for
the natural systems on which human safety
and health depend. Under this environmental
philosophy, we are working globally to minimize
environmental burdens throughout product life
cycle by creating environmentally-conscious
products and conducting environmentally
responsible business activities.

See “For the Environment”
7

Olympus Corporate Social Responsibility Report Digest 2010

Production

P 19-22

We want our customers to be happy that they chose Olympus products, which
is why we have established systems to support the use of customer feedback
across the entire Olympus organization through “Voice of Customer” (VOC)
activities. We are also enhancing and expanding our customer satisfaction (CS)training programs for all employees.

See “For Customers”

P 9-10

Customers

Sales Repair and Services

Employees
and Their
Families
Society

Employees are the most vital and valuable asset for the
Olympus Group. We aim to provide the best possible working
environments for our employees by respecting human rights
and providing attractive work opportunities that contributeto enhanced personal and corporate growth. We ensure thatworking environments are safe and pleasant by complying withall local laws and regulations and by implementing measuresand initiatives that reflect the characteristics of individual
overseas subsidiaries.

See “For Employees and Their Families”

As a global citizen, Olympus aims to improve and continue
its relationships with all stakeholders by developing businessactivities from the perspective of making contributions tosociety and by using our technological and human resources in
activities that benefit society.

See “For Society”

P 15-18

P 13-14

Olympus Corporate Social Responsibility Report Digest 20108

01 For Customers

Communicating with
Customers

Olympus maintains structuresand systems not only to create
excellent products, but also to
respond effectively and promptly tocustomer inquiries and requests forrepairs and other forms of support.
We listen to our customers, and wewill continue our efforts to earn
their trust, and ensure that every
customer is completely satisfied
with Olympus products and support.

To improve Customer Satisfaction

Staff respond to microscope-related inquiries in a customer contact center.

Improving Our Ability to Provide Attractive Products and Services
Olympus always aims to manufacture products and provide
services from the customer’s perspective, and all employees
work to implement our Quality Philosophy through theiractivities.
We reflect customer perspectives at the development

Activity Policies

Quality Philosophy
1. Realization of genuinely world-class "Total Quality"
in all aspects of the organization
2. Provision of the highest quality products and services
to customers

stage through a number of priority measures such as“Voice of Customer” activities, optimizing ease of use

Calls Received at Customer Contact Centersthrough usability assessments and implementing safety(Calls)assessments to ensure that our products can be used

250,000

safely and with confidence. To reinforce the structure andsystems for customer inquiries and request for repairs, we
aim to enhance customer satisfaction by improving our

Imaging

215,307

208,217

In recent years, the number of customer inquiries has
risen to more than 300,000 per year. We receive numerous
opinions and requests from customers, and we arecontinually working to reflect these in our products andservices (see graph on right).
* The customer response ratio is the probability that a customer will beconnected to an operator the first time that he or she calls an Olympus
contact center.

9

Olympus Corporate Social Responsibility Report Digest 2010

206,483

200,000
150,000

customer response ratio* and reducing repair turnaroundtimes, etc.

206,132

Medical Systems

90,000100,000
59,22350,000023,888
2005

102,362

Microscopes

197,361

117,933

70,12014,532

13,773

15,97017,054

2006

2007

2008

2009
(fiscal year)

Further details and information about other initiatives.

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

Responding Promptly to Customer Inquiries
Our customer contact center for microscopes receives inquiries
from a wide range of callers, including general consumers,
distributors, branches and sales offices and Olympus sales
divisions. The knowledge required to respond to these diverse
inquiries varies widely according to the type of caller. Olympus

Benefits from Introduction of a Knowledge Database(Calls)Total calls received

Calls answered

Average response time

Response ratio

87.3%

80.3%
25,00020,00023,11522,322 61.7%
62.9%
14,532

15,000representatives need to have extensive product knowledge

10,000and experience. Recruiting and training contact center

5,000

representatives are key issues in customer satisfaction.

Main Initiatives

0

15,97013,773

5min.
40sec.

Target response ratio:
Over 85%

19,8905min.
37sec.

19,531
17,054

Target average
response time:
Under 4 min.

4min.
16sec.

3min.37sec.
2006

2007

2008

BeforeWe aim to satisfy as many customers as possible by improving

2009(fiscal year)

After

our customer response ratio and reducing the average call
response time. One of the ways in which we are achieving
these goals is through the creation of a knowledge database
containing approximately 2,000 categorized items, including
frequently asked questions (FAQs), and a wide range ofV OICE

microscope-related information. The database is structured

Comment from System Designer

to allow representatives to find answers to customer inquiries

Category optimization is critical when
designing a system to provide the required
information quickly in response to inquiries.
That was a difficult task, since we had
to sort approximately 20,000 items of
response information. Since the installationof the new system, there has been an
increase in the number of customer
telephone calls and e-mails expressing
appreciation. We are extremely happy to contribute to theimprovement of customer satisfaction.

using the customers’ own words rather than technicalterminology.
In fiscal 2009, this system was introduced at branches and sales
offices throughout Japan, allowing representatives to responddirectly to customer inquiries without the need to refer questions
to other units within the Olympus organization. Previously,
information was spread throughout the company, and thecontent of responses and the time required to provide themvaried according to the searching capabilities and experience

Noriaki Hisanaga

Supervisor, Microscope Customer Contact Center in Japan,
Domestic Sales Department,Life Science Business Division, Olympus Corporationof individual representatives. Our aim with the new system wasto ensure all representatives would be able to provide timely,

Comment from System User

further enhance the database, including the addition of more

The increased availability of information
retrieval tools has made the task of
responding to inquiries from customers andsales outlets much easier. There are still
information items that have not yet beenrecorded, but the volume of information
available has expanded steadily with theaddition of items from various sources,
including knowledge that was previously managed byindividuals. As a user, I look forward to further enhancements
to the information resources and search functions.

information and the expansion of the scope of data. We

Miyuki Kanazawa

accurate responses. As shown in the graph on the right, thisinitiative has resulted in improvements of approximately 40%
in the average response time and approximately 70% in thecustomer response ratio (see graph on right).
We will continue these efforts to improve our ability to provide
services that will result in customer satisfaction. We will

also aim to create a global knowledge database through theinclusion of overseas subsidiaries.

Domestic Sales Department,Life Science Business Division, Olympus Corporation

Towards Targeting Further Improvements in Quality and Service
Olympus is determined to supply products and services

Future Goals

V OICE

that truly reflect the voice of the customer (VOC). We willachieve this by enhancing the mechanisms used to convey
customer feedback on the initial stages of development,
and by implementing and consolidating those mechanisms
throughout the Olympus organization as the basis for
effective customer-focused management.
We are also working to achieve further improvements incustomer satisfaction by reliably capturing customer input
through enhanced support systems.

Using Customer Input to Realize
Customer Satisfaction
We will continue to implement our Quality
Philosophy from the customer’s perspective
by building mechanisms to maintain andenhance the reliability of our services. Our
goal is to improve customer satisfaction by
supplying products and services that meet and even exceed
the wishes and expectations of our customers.

Akimasa Wakabayashi

Division Manager, Quality and Environment Administration Division
Olympus Corporation

Olympus Corporate Social Responsibility Report Digest 201010

02 For Suppliers

Promoting Procurement
Based on Social IN
To Work with Suppliers as a CSR - practicing company

Olympus is helping to build a sustainable society bycooperating with its suppliers throughout the world
as a good partner. By maintaining good business
relationships with our suppliers, we aim to provide
optimal satisfaction to all of our customers as a CSRpracticing enterprise.

Suppliers attend a briefing presented by Olympus Medical Systems Corporation.

The Olympus Group’s Procurement Policy■

Commitment to Regulatory Compliance and Respect for
Human Rights, Labor Standards and the Environment

Olympus currently procures various materials and parts from approximately
1,300 suppliers in Japan and overseas, for use in a wide range of products
including cameras and medical equipment. Ensuring the sustainabilityof our manufacturing activities requires a commitment to regulatorycompliance, respect for the environment, human rights and labor standards,
and the prevention of corruption at all stages of the supply chain based oncooperation with suppliers. Under the Olympus Group Procurement Policy,
which was adopted in November 2005, we ask our suppliers to practice
together to apply CSR principles in partnership.
■

Extensive Procurement Training

Olympus recognizes that good relationships with suppliers must be
built on a foundation of trust. We place great importance on regulatorycompliance and provide extensive training for our employees. To graduate
under our e-learning system, staff responsible for procurement-related
tasks must demonstrate their knowledge of the Japanese subcontracting
law* and Olympus policies concerning CSR and information security inthe supply chain in Japan and overseas by achieving 100% test scores.
We will continue to apply CSR principles, including respect for humanrights and environmental responsibility, to our procurement activities, andto strengthen CSR-based procurement practices within our organization
through our in-house education programs for employees involved in
procurement activities.
* The Act against Delay in Payment of Subcontract Proceeds, etc. to Subcontractors is anantimonopoly law. Its purpose is to prevent payment delays, ensure fairness in subcontracting
relationships, and protect the rights of contractors.

11

Olympus Corporate Social Responsibility Report Digest 2010

Policies and Initiatives
Old procurement standards and policy
Quality (Q)Cost (C)
Delivery data (D)Environment (E)Corporate
Social Responsibility(CSR)
Compliance withlaws and regulations,
respect forhuman rights andlabor standards

Olympus Group Procurement Policy (Summary)
1. Compliance with laws, regulations andsocial standards
2. Respect for the environment
3. Fair and equitable dealing
4. Supplier selection guidelines
5. Reinforcement of partnership with suppliers
6. Prohibition on acceptance of personal benefits

Staff involved in procurement activities
undergo extensive training.

Further details and information about other initiatives.

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

Improving Manufacturing Practice■

Maintaining and Reinforcing Partnerships with Suppliers

Olympus Medical Systems Corporation manufactures and sells
medical endoscopes around the world. Because lives can dependon the quality of medical equipment, we need to ensure that theparts used to manufacture these products are safe and reliable.
To achieve this, we have centralized our procurement operations
in one location. The improvement of manufacturing practicerequires collaborative efforts by Olympus and its suppliers basedon a shared commitment to reliability and safety. As part of ourefforts to establish shared goals, we invite our suppliers eachyear to a briefing on the business situation of the Olympus Groupand our procurement policies. We use assessment standards,
which are disclosed in advance to our suppliers, to checksuppliers’ performance in terms of quality, price, delivery dates,
environmental responsibility and business management. Basedon these assessments, we advise suppliers about areas in which
improvements are needed. This system allows us to maintain andstrengthen mutual partnership relationships (see diagram on right).
■

Main Initiatives

Working with Suppliers to Optimize Quality

CSR
Cost
Delivery time

Fiscal 2008
Fiscal 2007

A

BCP

B
C
D
E

Environment

Rejects from
subsequent
processes
Reject ratio

Quality
Pass ratio

Assessment results (sample) forwarded to Supplier A

Suppliers report on quality improvement measures.

We prioritize quality improvement as a particularly important aspectof our partnership with suppliers and provide extensive support.
If we find that a supplier needs help with quality improvement, weassign Olympus technical staff to identify the causes of problems
through on-site inspections based on the “three actuals” approach(actual place, actual situation, actual part). We then work with therelevant staff of the supplier concerned, to propose and verify
measures to prevent recurrences and implement the solution
throughout the supplier’s operations. In this way, we help suppliers
to improve quality by developing systems that allow them toimprove their own operations, and by creating their own processassurance systems (see photograph on right).

V OICE

Building Supplier
Relationships Based on Trust
Lives depend on the productsthat we supply for use in front-line
medical institutions. Our efforts
to ensure that those products will
operate reliably must begin witheffective quality management foreach individual part. We achieve
this by cooperating with our suppliers and building
long-term relationships based on trust.

Yasuhiko Oki

General Manager, Medical Purchasing Department,
Olympus Medical Systems Corporation

Partnerships Based on Trust and Responsibility
Olympus gives priority to CSR-practicing suppliers. To identify those
suppliers, we conduct a comprehensive self-assessment survey about
CSR initiatives. This survey, which was first carried out in fiscal 2006,
covers basic company data, financial and management performance,
CSR activities, business continuity plans, quality, price, delivery schedules
and environmental performance. A total of 1,128 companies in Japan
participated in the fiscal 2009 survey. The results of these self-assessment
surveys have improved as a result of regular briefings and partnership
activities.
In the future, we aim to carry out regular information-sharing activities
and surveys on a global basis with the support and cooperation of our
suppliers. We will also share information dynamically within the Olympus
Group by developing procurement databases and implementing humanresource development programs.

Goals for the Future

Items in CSR Self-Assessment
Survey of Suppliers (Fiscal 2009)
Price
3%
Delivery schedules
4%
Quality5%

Environment

30%

Business continuity
plans
14%

Basic company data(location,
number of employees,
etc.)
24%
Financial
and management
performance
12%
CSR initiatives(regulatory compliance,
human rights,
labor standards,
prevention of corruption)
8%

Olympus Corporate Social Responsibility Report Digest 201012

03 For Employees and Their Families

Realizing Better Working
Environment

Olympus is modifying its
work sites to make it easierfor people with disabilities
to work. A special-purpose
subsidiary has been created
to provide a new working
environment for those who
would be unable to achieve
their potential capabilities incurrent environments.

To facilitate employment and support for
the Physically Challenged

Olympus employees at a work-related meeting

Enhanced Employment Opportunities andSupport for People with Disabilities
Olympus traditionally provided employment for people withdisabilities under the provisions of its basic Human Resource
Policy. Unfortunately, the job separation rate for these
employees was high for a number of reasons, including a lackof support systems backed by understanding of the special
characteristics of people with disabilities and sensitivity totheir problems and aspirations.
In 2006 Olympus formulated a medium-term plan containing
measures to promote employment for people with disabilities
and began to implement initiatives to create amenable andmotivating working environments for them. We also heldroundtable meetings to provide opportunities for people
with disabilities to raise issues and express their requests
to Olympus. These measures were accompanied byawareness-raising programs targeted toward management
and executives. Work areas were expanded and workplaceenvironments improved to create spaces in which people withdisabilities could work and contribute. Individual employees
were assigned to tasks that matched their abilities andaccommodated their special needs in terms of working
environments and spaces. Another important initiative was theappointment of a full-time staff member to advise employeeswith disabilities through one-on-one interviews. This provided
a channel for sharing problems and concerns that could
not readily be expressed to workplace supervisors. It wasthen possible to take steps to remedy these problems. In

13

Olympus Corporate Social Responsibility Report Digest 2010

Policies and Initiatives

Number of Employees with Disabilities
97

100
80

80
60

49

53

2005

2006

60

40
20
0

2007

2008

2009

(fiscal year)

The numbers of employees with disabilities are aggregate for Olympus Corporation,
Olympus Medical Systems Corporation and Olympus Imaging Corporation as of June
1 each year. (The figure for 2009 also includes the total for Olympus Supportmate
Corporation. The aggregate percentage of employees with disabilities for the sevencompanies with group links to the special-purpose subsidiary was 1.81% as of
October 2009.

addition, Olympus began to collaborate with outside support
agencies for workers with disabilities. These organizations
now provide guidance and support to both individual workers
with disabilities and their employers about ways to realize thefull potential of those workers. These efforts have substantiallyreduced the job separation rate, except among those leavingfor personal reasons, such as childcare or health changes.
In addition to changing its corporate “software,” Olympus also
is improving the “hardware” aspects of work environments.
For example, buildings are being modified to remove barriers
to access for people with disabilities.

Further details and information about other initiatives.

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

Expanding Work Opportunities for People with Disabilities■

Establishment of Special-Purpose Subsidiary

In 2007, Olympus established a special unit responsible
for worksite cleaning operations to provide increased work
opportunities for people with intellectual disabilities. A support
organization made up of experts, including former teachers at
special needs schools and former employees of welfare facilities,
was set up within this unit to provide guidance based on thenature of each individual’s disabilities. This group also provides
advice about human relationships and other aspects of life in
the workplace. The support organization also provides lifestyleassistance in cooperation with those who know the individual
workers well, including families, special needs schools andemployment support centers.
In 2009, this special unit was restructured to become an
independent company, Olympus Supportmate Corporation,
which was approved as a special-purpose subsidiary. As aseparate company, Olympus Supportmate Corporation was able
to provide working environments and employment conditions
matched to the nature of each individual’s disabilities and the workthat they perform. The new company is also helping to expand
work opportunities by providing advice to the entire Olympus
organization about employment for people with disabilities.
■

Initiatives as a Member of Local Communities

From time to time, Olympus Supportmate Corporation accepts HighSchool students from special needs schools for work experience
programs and to date over 50 students have participated.
Olympus also helps workers with disabilities to contribute to theircommunities through participationin clean-up programs on streets
and at bus stops around businesssites. These initiatives also promote
good community relations, as
illustrated by the expressions ofappreciation from local residents.

Main Initiatives

COMMENT

Supporting people with disabilities
to achieve their dreams
We are very grateful to Olympus
Supportmate for its determinedefforts to provide work experienceand employment to people
with disabilities. Those who
find employment are assigned
to appropriate work and given
training to enable them to achieve
their full potential by boldly accepting new challenges.
They seem to glow like athletes competing in sporting
events. We look forward to cooperating with Olympus
Supportmate to assist students after they graduate.

Naoki Kikuchi
Senior Career Guidance Teacher
Tokyo Metropolitan Akiruno School

COMMENT

Environments in which People with
Disabilities Can Work with ConfidenceThis Center works closely with
Olympus when an employment
opportunity is provided fora person with an intellectual
disability. Four people from here
are currently employed. All havereceived careful considerationand guidance based on thespecific nature of their disabilities.
As a result, they are proud and highly motivatedemployees of Olympus Supportmate.

Yumiko Tojo
Director, Kujira Center
Akishima City Employment Support Center for People with
Disabilities, CHALLENGED STATION KUJIRA (NPO)Workers participate in a clean-up
program near an Olympus worksite.

To p i c s
Adapting Flexibly to Life Events
Worksite Daycare Centers
Olympus Corporation of the Americas
has established an 1,100m² daycare
center at its Pennsylvania-based
headquarters to assist employees withchildren. The facility provides daycare
services on weekdays between 7:30 a.m.
and 6:30 p.m.
Children at the center par ticipate inprograms tailored to each age group.
The center also runs a summer campprogram for elementary school children

during the school summer holiday period.
Facilities include workrooms, playrooms
and separate outdoor play areas for eachage group. Parents can visit their children
at anytime during the day. The center isvery popular with employees because it
allows them to work with peace of mind,
knowing that their children are in a safeand healthy learning environment.

Creative activities using digital cameras

Olympus Corporate Social Responsibility Report Digest 201014

04 For Society

Contributing to the Achievementof the Millennium Development Goals
To hold an environmental photography contest
One of the Millennium Development Goals(MDGs) is to ensure environmental sustainability.
Olympus, the United Nations Development
Programme (UNDP) and the AFP Foundation
jointly ran a photography contest focusing on theenvironment in Africa to raise awareness of theimportance of caring for the environment.

“Green Wedding”, by Simon Ndegwa of the Republic of Kenya, shows a couple planting a tree during their wedding ceremony.
It won first prize in the amateur section of the contest.

Photography Contest : Caring for the Environment in Africa■

A Record of Environmental Protection Activities by Africans

As a member of the United Nations Global Compact, Olympus is actively
involved in efforts to achieve the Millennium Development Goals (MDGs).
The “Picture This: Caring for the Earth” photography contest was a joint
initiative by Olympus, the United Nations Development Programme(UNDP) and the AFP Foundation (a foundation established by a Frenchnews agency) to raise awareness of global warming and other aspects ofclimate change. Entries for the contest, which was open to people living
in Africa, were accepted between June and September 2009.
People living in developing countries are the first to feel the impact ofenvironmental degradation and climate change which is already causing
serious problems in Africa, including water shortages, crop failures andthe spread of infectious diseases. However, Africans are not simply
watching these changes as demonstrated by the photographs submitted
for the contest which show people across Africa working to protect theenvironment.
Judges for the contest included Ms. Wangari Maathai, who won theNobel Peace Prize for her environmental activities. From the many entries
received, the judging panel chose a photograph showing environmental
activists planting trees in a river basin in Kenya, a photo essay depicting
a fair trade initiative in which Moroccan women sell handbags made fromdiscarded plastic bags and a photograph of a Kenyan couple planting atree during their wedding ceremony. In November 2009, the prize winners
in each category were invited to New York for the award ceremony andthe announcement of the winning entries.

15

Olympus Corporate Social Responsibility Report Digest 2010

Background andAims of Initiatives

The Millennium Development Goals (MDGs)
1. Eradicate extreme poverty and hunger
2. Achieve universal primary education
3. Promote gender quality andempower women
4. Reduce child mortality
5. Improve maternal health
6. Combat HIV/AIDS,
malaria and other diseases
7. Ensure environmental sustainability
8. Develop a global partnership fordevelopment
The eight Millennium Development Goals were adopted at
the United Nations Millennium Summit in September 2000
and at previous summit conferences as a comprehensive
development challenge that the international community
needs to meet by 2015.

A logo created to promote awareness of the MDGs

Reproduced with the permission of the Hottokenai Sekai
no Mazushisa (Don’t let it be - World Poverty) organization

WEB"Picture This: Caring for the Earth"(Only in Japanese)
http://www.olympus.co.jp/jp/event/picturethis/Further details and information about other initiatives.

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

Holding Photographic Exhibitions Around the WorldOn November 25, 2009, the first exhibition of prize-winningphotographs was held at the Shinjuku Monolith Building,where the Olympus head office is located. In addition to
the winning entries from the contest, the exhibition also
included pictures from the “A Day in the Life of Africa”
project*. Olympus provided total support for this project,which took place in February 2002 and aimed to inform thepeople of the world about ordinary lives of people in Africa,
and about the impact of HIV/AIDS.
At the opening ceremony, UNDP Administrator Helen Clark,
film actress and UNDP Goodwill Ambassador Misako
Konno, and Olympus President Tsuyoshi Kikukawa held apress conference at which they called for further action tohalt climate change and environmental change.

Main Initiatives

At the opening ceremony for the Tokyo photographic exhibition, from left:
UNDP Goodwill Ambassador Misako Konno, UNDP Administrator Helen
Clark and Olympus President Tsuyoshi Kikukawa* On February 28, 2002, approximately 100 leading photographers weredispersed through 53 African countries to produce photo essays. In 2003,
Olympus began to promote awareness of the Millennium Development
Goals through exhibitions of photographs from the “Day in the Life of Africa”
project and features on its website. It also supports public information
activities in cooperation with United Nations agencies, NGOs and NPOs.
WEB

A Day in the Life of Africa
http://www.olympus-global.com/en/event/DITLA/The Tokyo event was followed by photographic exhibitions atother venues, including the Museum Africa in Johannesburg,
South Africa, the UN Visitors’ Lobby at the United
Nations Headquarters in New York, and the International
Exchange House, Osaka during One World Festival 2009.
Further events are planned in cities throughout the world,
including Dakar, Senegal and Geneva, Switzerland, as part ofcontinuing efforts to foster awareness of the need to protect
the environment.
As a member of the international community, Olympus willcontinue to work toward the realization of the Millennium
Development Goals.

COMMENT

Building understanding about
the lives of people in Africa
We are extremely grateful for the huge
contribution made by Olympus as cosponsor of this photography contest.
I have great admiration for the continuing
efforts made by Olympus over many years
in line with the aims of the UN Global
Compact.
We all have a role to play in protecting the Earth. I hopethat these images of Africans working to protect the naturalenvironment will inspire further action to halt climate change.

Helen Clark
Administrator
United Nations Development Programme (UNDP)

To p i c s
Fostering Interest in Science for Half A Century
50 Years as a Co-Sponsor of the Natural Science Observation Contest
Organized by the Society of ScientificPhotography and the Mainichi Newspapers,
the Natural Science Observation Contest,
held on the 50th occasion in 2009, gives
elementary school and junior high school
children an oppor tunity to present theresults of scientific research projects
carried out during the summer holidays in
the categories of free research and science.
Olympus recognizes the importance of thiscontest as a way of encouraging children todevelop scientific curiosity by finding theirown answers to questions that interest
them. It has been a co-sponsor of the

program for half a century since the very
first contest in 1960. Olympus has also
played an active role in the administrationof the program, including the creation of a
DVD and website explaining how to selectand approach free research themes, thepreparation of posters and entry rules, thejudging process and the presentation ofawards.
Olympus will continue to suppor t thisinitiative to foster scientific curiosity inchildren and encourage them to meet thechallenge of exploring the mysteries of theworld around them.

The logo for the 50th Natural Science
Observation Contest

WEB

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

Olympus Corporate Social Responsibility Report Digest 201016

04 For Society

Community Activities—Fostering Harmonious
Coexistence with Local Communities
The Olympus Group implements unique environmental activities and social contribution
initiatives targeted toward individual communities. Examples of these activities are introducedon this page but more detailed information can be found on our website.
WEB

Activities in Japan (Only in Japanese): http://www.olympus.co.jp/jp/corc/csr/social/domestic/
Activities in other countries:
http://www.olympus-global.com/en/corc/csr/social/overseas/

Japan
Research and Development Center
Improved energy efficiency
Despite a 56% increase in floor area following
the completion of a new building at Ishikawa,the increase in daily CO² emissions has been
limited to just 9% through the installation ofhighly efficient equipment fueled by electricity
and gas instead of fuel oil. This initiative
and the new facilities were featured in panel
displays during Environment Month as part of a
campaign to encourage employees to take aninterest in day-to-day environmental activities.

Hinode Plant
Raising Environmental Awarenessat HomeD u r i n g E n v i ro n m e n t M o n t h , e m p l o y e e sparticipated in a survey about CO² reduction
activities in the home. Designed to encourage
family-based environmental efforts, the survey
helped employees to calculate the resultsof their CO ² reduction activities. Employees
were already working to reduce environment
burdens through eco-driving, and by switching
off unused electrical appliances but the survey
further raised awareness of the benefits ofthese activities.
Photo 1
Tatsuno Plant
Award for Contribution to the Developmentof a Recycling-Oriented Society

The Tatsuno Plant received an award from theGovernor of Nagano Prefecture in recognitionof its contribution to the development of arecycling-oriented society. This contribution
includes a “no-car day” for all employees every
Wednesday (increased from two days a month
last year), the planting of 50 maple trees in a
local park using funds donated through the nocar day program, energy conservation casestudy seminars, and the publication of an
ecological newsletter.

Photo 1

17

Collecting donations from no-car day
participants to fund tree-planting
activities

Olympus Corporate Social Responsibility Report Digest 2010

Ina Plant
Caring for the Environment during
Workplace Relocation

Aomori Olympus Co., Ltd.
Ongoing Tree-Planting Programin the Shirakami Mountain Area

Because of the potential environmental andsafety risks related to chemicals used in our
workplace at the Ina Plant, managers consulted
with government agencies before relocating thefacility. Special care was taken over the cleaningof electroplating tanks, which pose a particularlyhigh risk of environmental contamination. Aftercleaning these tanks, all materials were melted
down to avoid any contamination and all waste
resulting from the relocation was recycled.

Since 2007, Aomori Olympus has been
supporting an ongoing nature conservation
program involving the planting of trees in the
Shirakami Mountains (a designated World
Heritage site). This year approximately 100
employees planted 200 beech trees under
the supervision of the Shirakami Mountain
Preservation Society, a nonprofit organization.

Shirakawa Plant“Walking Clean” Campaign and
Cherry Tree Planting
The Shirakawa Plant promoted good health andcontributed to the local community by organizing
a “Walking Clean” litter collection campaign for
employees and their families around the sourceof the Abukuma River. In addition, proceedsfrom the Shirakawa Plant’s 13th annual recycling
bazaar were used to fund an ongoing program
to plant cherry trees in the grounds of the plant.

Tokyo Office
Firefighting and First Aid Drill

Photo 2The 42-member self-defense firefighting
team staged a firefighting and rescue drill.
During the drill, participants learned aboutcardiopulmonary resuscitation (CPR), theuse of automated external defibrillator (AED)
equipment and other emergency procedures
under the guidance of professional firefighters.
The Tokyo Office will continue to conduct
these drills regularly to improve the firefighting
awareness and skills of employees, and toensure that they are able to act appropriately
in disasters when lives are at risk in emergency
situations.

Aizu Olympus Co., Ltd.
Shift in Employee Commuting
HabitsPhoto 3

With the cooperation of a bus company,
approximately 250 employees living within 700m
of bus stops switched from commuting by car
to commuting by bus. This initiative earned
an award under the worksite transportation
management section of the Fukushima Protocol,and Aizu Olympus became the first employer
in Fukushima Prefecture to be registeredunder a program established by the Ministryof Land, Infrastructure and Transport torecognize companies that achieve excellence inenvironmentally-responsible commuting.

Olympus Logitex Co., Ltd.
Transition to Eco-Band Use
Instead of stretch film, Olympus Logitex now
uses environmentally-conscious eco-bands tosecure burdens when moving products around in
warehouses. Because eco-bands are reusable,
this change has reduced the amount of stretch
film used each year by approximately 451kg.

KS Olympus Co., Ltd.
Reducing Environmental Burdens
through Business Activities
KS Olympus is working to ensure that its
business activities are environmentallyconscious. Initiatives include assessments ofthe environmental effects of product use andservicing from a sales perspective, especiallyin relation to Olympus Eco-Products.

Photo 2

An emergency first aid drill
at the Tokyo Office.

Photo 3A certificate issued by the Ministry of Land,
Infrastructure and Transport registering
Aizu Olympus Co., Ltd. as a business sitethat has achieved excellence in environmentally
responsible commuting

To p i c s
Support for Earthquake Victims in Haiti
Olympus implements a variety of support
initiatives in response to major disasters,
including donations of money or rescue
equipment, and the provision of special repair
services. The specific response depends on
circumstances in the affected area.
Damage to transportation networks as aresult of the major earthquake that struck

Haiti in January 2010 made the deliveryof relief goods impractical, so Olympus
decided to give priority to financial support.
Olympus Group companies in Japan, theUnited States, Europe and China donateda total of ¥10 million, while Olympus Group
employees in Japan gave another ¥3.3
million.

Donations from Japan were forwarded
through the Japanese Red Cross Society.

Overseas● Europe
Olympus Europa Holding GmbH(OEH)

Photo 4Emergency Support for Medecins Du Monde
Olympus Europa Holding has expanded
its social contribution activities and has
signed a long-term donation agreement with
Medecins Du Monde (Doctors of the World), aninternational non-governmental organization.
U n d e r t h e a g re e m e n t , t h e c o m p a n y i sproviding support for emergency humanitarianassistance to victims of the Haiti earthquake,and long-term support for the Mission Smile
Project in Cambodia, which provides plastic
surgery for children suffering facial deformities
as a result of violence or disease.

● North America● Other Regions

Olympus Corporation of the Americas(OCA)/
Olympus America Inc.(OAI)[Corporate
Photo 5
Headquarters]/Gyrus ACMI. Inc.

Olympus (Shenzhen) Industrial Ltd. (OSZ)

Volunteer Activities by Managers
During an annual “day of service,” a totalof 230 managers working for OCA entities
in various locations throughout the UnitedStates contributed 773 hours to organizationsin their local communities. Activities at the
15 volunteer projects targeted animal andnature protection, after-school programs forchildren, community clean-up campaigns, food
distribution, and building improvement.

KeyMed(Medical & Industrial Equipment) Ltd.

Olympus America Inc.
[National Service Center(NSC)]

Continued Support for
Youth Education Activities

Environmental and Social Contributions
Based on Regional Characteristics

KeyMed supports Youth Education Support
Services (Y.E.S.S.), a London-based charitableorganization working to build a healthier future
for communities through youth education. In
addition to financial support, KeyMed also
provides opportunities for young people toacquire important job skills.

In the midst of the worst regional droughtin 25 years, the Olympus America San Josefacility continued its reduction of environmental
burdens by reducing its water use by 6%
below the previous year’s level. It also donated
45,000 meals and approximately $20,000 to
the Second Harvest Food Bank of Santa Claraand San Mateo Counties.

Olympus Winter & Ibe GmbH(OWI)
New Facilities to Reduce Costs
and CO² Emissions
Heat pumps installed in OWI facilities will save
€80,000 annually by recycling waste heat.
By deploying office multi-function printers for
optimal productivity, the company was alsoable to halve the number of systems used.
These measures reduced total CO² emissions
by approximately 16 tonnes per 100m² of officearea.

Olympus NDT Inc.(ONDT)
Preparations for Environmental andOccupational Safety and HealthManagement Certification Next YearThe company aims to build an integrated
management system incorporating the existing
ISO9001 quality system. In fiscal 2010, it
made preparations for the certification of all
worksites under the ISO14001 environmental
management system and the OHSAS18001
occupational safety and health system.

2009 Award for Excellencein Water Conservation
OSZ received recognition for its efforts toconserve water resources when it received
the 2009 Award for Excellence in Water
Conservation from the municipal government ofShenzhen City. The company also conducteda campaign to encourage all employees
to contribute ideas as part of its ongoingenvironmental improvement efforts.

Olympus (Beijing) Industry & Technology Ltd.
[Pan Yu Factory](OGZ)
Environmental Education and Firefighting
and Evacuation Drills for All Employees
During Environment Month, OGZ ran a lecture
program for all factory employees. The aimof this initiative was to foster awarenessof the environment, both at work and at
home, by presenting case studies about
environmental contamination accidents andteaching day-to-day environmental protection
skills. In November 2009, the company
also strengthened safety preparedness byimplementing evacuation, emergency rescue
and firefighting drills based on a fire disaster
scenario.

Olympus Optical Technology
Philippines, Inc. (OPI)

Photo 6

Continued Commitment toTree-Planting Program
In October 2009, OPI employees undertook
a tree-planting project as part of a nature
conservation initiative that began in 2005.
Forest improvement efforts in 2009 included
grass clearing in areas planted in previous
years, as well as the planting of additional
saplings.

ⒸÄrzte der Welt

Photo 4OEH supports the Mission Smile Projectin Cambodia.

Photo 5OCA/Gyrus ACMI managers work as
animal welfare volunteers.

Photo 6

Tree-planting on Cebu Island

Olympus Corporate Social Responsibility Report Digest 201018

05 For the Environment

Harmonizing Business Activities
with Protection of the Environment
To reduce greenhouse gas emissions

Olympus is determined to contributeto the solution of today’s increasingly
serious global environmental problems
and has made the reduction of greenhousegas (CO ² ) emissions a key management
priority. We have set long-term targets
for the reduction of total greenhousegas emissions throughout entire productlifecycles.

This picture of the Earth was taken by Japan Aerospace Exploration Agency (JAXA) astronaut Koichi Wakata from the Kibo experimental moduleon the International Space Station as part of the “Olympus Space Project,” a 90th anniversary commemorative project.
Dr. Wakata used an E-3 digital single-lens reflex camera, which has been certified under the Olympus Eco-Product system.

Setting Long-Term Goals
In 1992, the Olympus adopted the Olympus Group
Environmental Charter. This consists of the Environmental
Protection Declaration, which expresses the Olympus
Group’s basic philosophy on environmental matters as a
global citizen, and the Guidelines for Environmental Action,
which define specific actions. Under the Environmental
Charter, we continue to implement environmental
initiatives with the aim of contributing to the creation of ahealthy environment and a society capable of sustainable
development.
The Olympus Group regards global warming as a lifethreatening problem that could not only have a devastating
impact on human communities, but also cause major
impacts in the natural world, including changes to wildlife
habitats caused by sea level rises and desertification. As
a company dedicated to human health and happiness,
Olympus has adopted a long-term goal based on new
frameworks established since the Kyoto Protocol andthe Biodiversity Treaty. That goal is a 50% reduction in
CO² emissions across product lifecycles by fiscal 2020,
compared with fiscal 2007 levels. We are working toachieve this goal through a commitment to environmental
responsibility in our manufacturing activities and the
products and services that we supply. Our aim is to achieve
harmony between our business activities and active
protection of the global environment.

19

Olympus Corporate Social Responsibility Report Digest 2010

Background and Policies

Olympus Group Environmental Charter (Extract)

Environmental Protection Declaration
The Olympus Group respects people’s security and health aswell as the natural mechanisms on which these rely. We are also
contributing to the realization of a sustainable society and soundenvironment through environmentally compatible technologicaldevelopment and corporate activities.

Guidelines for Environmental Action
In all business activities, the Olympus Group will give priority toenvironmental protection and will apply itself with dedication tothis task, both on an organizational and individual basis.
1. Technology Development
2. Drawing up Norms and Assessing Results
3. Protection of Natural Resources and Prevention of Pollution
4. Compliance and Active Support
5. Education and Total Staff Participation
6. Structure to Promote Activities

Long-term environmental goal
Total CO² overproduct lifecycle (%)

120
This logo symbolizes the effortsof the Olympus Group to achieve
its long-term environmental goal.

100
80
60

50% reduction
by fiscal 2020
(compared withfiscal 2007 level)

40
20
0

2007

2020

2050 (fiscal year)

Further details and information about other initiatives.

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

Reducing Environmental Burden

Main Initiatives

Outlined below are examples of initiatives by Olympus Group to protect
the global environment in all areas of its business activities, including its
products, manufacturing operations and logistics systems.

I Product-Related Initiatives■

Dramatic Reductions in Size and Weight of Micro-SLR Cameras

Manufactured by Olympus Imaging Corporation, the Olympus PEN E-P1 is a
micro-SLR camera based on the Micro Four Thirds standard for compact,
lightweight digital cameras. Far superior to ordinary compact cameras
in terms of image quality, the Olympus PEN E-P1 is approximately 37%
smaller (by volume) than conventional Olympus digital SLR cameras andabout 12% lighter (by mass). These reductions in size and weight are
helping to conserve energy and resources while reducing the environmental
impact of product transportation through the supply chain.
■

Reduction of Resource Use in Endoscope Instrument Packaging

Olympus Medical Systems Corporation develops, manufactures and sells
instruments that can be used with its endoscopes to grip or excise lesions
and other tissue. After reviewing the materials, printing technology andpackaging methods used for these products, Olympus Medical Systems
replaced its existing packaging with a vinyl alternative (shown on theright in the photograph), reduced the quantity of barcode labels used
and modified the backing paper. Compared with the original packaging
method, these changes reduced the final waste disposal volume of label
paper by approximately 93%.
■

Olympus Medical Systems has switched fromblister packaging (left) to vinyl packaging (right) for
its endoscope instruments.

Products to Reduce Environmental Burdens in Use

Olympus Corporation manufactures and sells a variety of non-destructive
flaw detection and inspection equipment, including ultrasonic systems
for detecting flaws and damage, and industrial videoscopes that canbe used to view interior spaces. These products are used to inspect
aircraft engines and petrochemical plants. They also contribute to the
reduction of environmental burdens through their use in the inspection of
turbines and piping in wind power generation facilities, which are seen as
an effective way to prevent global warming. Olympus has also reduced
the environmental footprint of its IPLEX LX/LT industrial videoscopes byreducing their power consumption by 46%, their weight by 43% and theirvolume by 46% compared with earlier versions of the products.
■

In this photograph, the Olympus PEN E-P1
micro-SLR camera is compared with a conventional
Olympus SLR camera.

Eco-Product Certification

The Olympus Group has established its own Olympus Eco-Productstandards using the foundation of ISO14021 Type II, which is based on theinternational environment labeling standard for environmentally-conscious
products. The four core requirements for certification as an Olympus EcoProduct are environmental protection, energy conservation, resource
conservation and information disclosure. By March 2010, the Olympus
Group had launched a cumulative total of 286 Olympus Eco-Products onto
the market in all product categories.

An IPLEX-FX industrial videoscope in use at a wind power
generation facility in New Zealand

Cumulative Total of Olympus Eco-Products(Products)

286

300
250
200

Olympus
Eco-Product logo

150

0

130

92

100
50

190

40
3

7

2003 2004 2005 2006 2007 2008 2009 (fiscal year)

Olympus Corporate Social Responsibility Report Digest 201020

05 For the Environment

II Manufacturing Initiatives■

Reducing CO² Emissions

CO² emissions from Olympus business sites in fiscal 2009were 5% below the fiscal 2008 level at 109,766 tonnes.
In addition to its ongoing energy conservation efforts,
Olympus is also making improvements to its building
services - including the replacement of fuel oil systems
with facilities designed to run on liquefied natural gas (LNG)
which produce less CO². Olympus is also introducing green
energy technologies and using electric power monitors tovisualize any wastage. Another focus is the developmentof alternatives for non-energy greenhouse gases, such as
HFC, PFC and SF6, which are used for cleaning as well as
in etching and other semiconductor-related processes. We
are continuously working to accelerate initiatives to improvethe environmental performance of our manufacturing
operations.
■

Reducing Waste

In fiscal 2009, the amount of waste was reduced by 10%
from the fiscal 2008 level to 5,476 tonnes.
In addition to the day-to-day resource conservation
initiatives of waste sorting and recycling, paper use
reduction, and packaging material reuse, Olympus reduces
the generation of waste through the use of liquid waste
concentration systems and other technologies. We arealso developing new technologies to enhance the resource
productivity of our manufacturing operations through the
reduction of processing losses and the reuse of waste raw
materials.
■

Reducing the Use of Chemicals

In fiscal 2009, the Olympus Group used 25 tonnes ofsubstances covered by the Pollutant Release and Transfer(PRTR) Law. This represents a reduction of 8% from thefiscal 2008 level.
We developed a powder paint for use on microscope
components and reduced the use of organic solvents byusing alternative products on our lens processing lines.
Other initiatives included the use of lead-free solders on
circuit board assembly lines, and the reduction of chemical
use through the integration of production lines.

21

Trends in CO² Emissions（t-CO2）120,000

105,522

111,720

2005

2006

119,892

115,451

2007

2008

113,142

109,766

100,000
80,00060,00040,00020,0000

2009

2009 (fiscal year)

In fiscal 2009, Olympus switched from a CO² emissions perunit of sales target to one based on total CO² emissions.

targetUsing Green Energy

In March 2009, Aizu Olympus Co., Ltd. completed a new
manufacturing facility for medical endoscope base units.
The company installed 144 solar panels over a total areaof approximately 290m² on the roof and walls of the newplant to generate electricity collect heat for the factory’s hot
water supply system. This initiative has reduced annual CO²
emissions by approximately 140 tonnes and Aizu Olympus
held an “Open House” event to give employees and theirfamilies an opportunity to learn about these environmental
efforts.
■

CO² Emissions Reduced by 5% from the Fiscal 2008 Level

Olympus Corporate Social Responsibility Report Digest 2010

An “Open House” event hosted
by Aizu Olympus Co., Ltd.E-P

Waste Reduced by 10% from the Fiscal 2008 Level
Trends in Waste emissions
（t）

8,000
6,000

5,259

5,540

2005

2006

6,124

6,078

2007

2008

5,476

6,078

4,000
2,000
0

2009

2009 (fiscal year)

targetIn fiscal 2009, Olympus switched from a waste emissions perunit of sales target to one based on total waste emissions.

Amount of PRTR Substances Used Reduced by 8%from Fiscal 2008 Level to 25 Tonnes
Trends in Amount of PRTR Substances Used
（t）

30

27.7

27.0

27.8

27.3

2005

2006

2007

2008

25.0

20

10

0

2009

(fiscal year)

Further details and information about other initiatives.

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

Product Logistics-Related CO² Emissions Reducedby 21% from Fiscal 2008 Level

III Product Logistics-Related Initiatives
CO² emissions related to product logistics in fiscal 2009amounted to 79,405 tonnes, a reduction of 21% from thefiscal 2008 level. Olympus Imaging Corporation expanded
the scope of its modal shift from air to sea freight and also
reduced the weight of shipments by reducing the volume
and weight of products and packaging materials (Page20). We will continue our efforts to reduce environmental
burdens, including the expansion of the modal shift,
the reduction of product volumes and weights, and theimprovement of packaging.

Product Logistics-Related CO² Emissions（t-CO2）150,000

131,224
100,870

100,000

79,40550,000
0

2007

2008

2009

(fiscal year)

Starting in fiscal 2009, the scope of these product logistics statistics has
been expanded from North America and Europe to the entire world.

IV Environmental Communications■

Tree-Planting

Olympus Optical Technology Philippines, Inc. (OPI) has beenplanting mangrove trees since fiscal 2005 and from 2007, it has
also supported government initiatives to protect tropical rain
forests and coral reefs while continuing to plant trees.
Since 2007, employees of Aomori Olympus have been planting
beech trees in the Shirakami Mountains under the supervisionof the Shirakami Mountain Preservation Society, a nonprofit
organization. The tree saplings, raised from seeds gathered innatural forest areas to preserve natural eco-system, are being
planted to restore natural beech forest that was cut down
under a government policy of planting cedar trees.
■

Employees of Aomori Olympus Co., Ltd. participate in a tree-planting program.

ECOLY—Points Program for Environmental Activities

In fiscal 2009, Olympus launched the ECOLY (ECO+Olympus)
points program for environmental activities. This in-houseprogram is designed to encourage as many employees as
possible to join in environmental activities by placing interesting
information about the environment and related activities on
the intranet. The aim is to turn ecological action into fun.
For example, employees who participate in the ECOLY
program earn points according to their level of environmental
contribution and can redeem the points for eco-products.

The logo for the ECOLY program

Reducing Environmental Footprints throughout Product Lifecycles
In its Corporate Environmental Strategic Plan 2010, Olympus
has set the ambitious goal of halving total CO² emissions
throughout product lifecycles (relative to the fiscal 2007
level) by fiscal 2020. We aim to supply the best products andservices in the industry, and we want every product to be
the result of environmentally-responsible processes. We will
focus in particular on the product development and design
processes that define our manufacturing operations, andon the technology development activities on which those
processes depend. All employees will work toward this goal
under the leadership of corporate-level working groups
established for each theme.

Future Goals

V OICE

Fulfilling Our Social Responsibilities throughEnvironmental Management
We have a responsibility to contribute to
the creation of a sustainable society. As an
environmental leading company, Olympus
is determined to implement environmental
management by undertaking the investment
required to achieve our ambitious environmental
goals through the long-term efforts to reduce
the environmental footprints of business activities.

Takashi TsukayaGroup President, Corporate Monozukuri Innovation Center
Director, Executive Managing Officer(Director Responsible for Quality and the Environment)

Olympus Corporate Social Responsibility Report Digest 201022

Results of Social and Environmental Activities

Results of the Olympus Group’s Main Social andEnvironmental Activities in Fiscal 2009
The Olympus Group undertook a wide range of social and environmental activities in fiscal 2009. The results of these
initiatives will be reflected in our medium-term Corporate Strategic Plan (10CSP), and in future initiatives.
Corporate Governance and CSR Management
Priority Measures

Targets

Results

Future Efforts

Promotion of CSR● Reinforcement of group-● Group-level Safety and Health Committee

Reinforcement of initiatives based on
medium/long-term strategies● Reinforcement of● E-learning program implemented with

Development of information asset management
mechanisms, reinforcement of security

wide CSR initiatives

information security,
education andawareness activities● Responding to key risks,

H1N1 influenza, business
continuity plan for disastersituations

established, initiatives expanded
updated content● Web filtering initiated and website security

strengthened● H1N1 influenza response manual compiled,steps taken to prevent the spread of infection

Continuing risk preparedness● Recovery manuals compiled for key facilities

For Customers

Summary on Pages 9-10

Priority Measures

Targets

Results

Future Efforts

Service innovation basedon VOC management

Development andadministration of systems
to utilize direct customer
input at the organizationallevel● Administration of management systems to● Continuing improvement of mechanisms

use “voice of customer” (VOC) information in
key business segments● Fostering customer-focused culture throughexpanded seniority-based customer
satisfaction (CS) education programs

For Suppliers

to ensure reliable VOC feedback and its
effective utilization as the product planningand development stages● Increased emphasis on usability and safety
in product development, improvement ofcustomer satisfaction

Summary on Pages 11-12

Priority Measures

Targets

Results

Future Efforts

Self-assessment surveyof suppliers in Japan
concerning CSR initiatives

Responses from 85% ofsuppliers in Japan

Responses from 92% of suppliers in Japan

Progressive expansion of CSR self-assessment
survey to suppliers in other regions as well asin JapanResponse rate from suppliers in Japan: 90%
Response rate from suppliers outside of Japan:
70%

For Employees and Their Families

Summary on Pages 13-14

Priority Measures

Targets

Results

Future Efforts

Acceleration of employee
skill development

To identify roles for every
individual employee, toset goals that emphasize
personal skill development
and independence, andto introduce the MBO-S*
goal management andassessment system

Use of goal management sheets to improve
communication toward personal development:
Employees record their thoughts about work
based on an overall perspective of theiractivities, together with their growth targets,and supervisors record their expectations
toward employees into the same sheets, which
are compiled at the start of the fiscal year. A
survey of employees showed that the system
was seen as helping to clarify roles and workgoals and strengthen autonomy.

● Consolidation of MBO-S* through education

Promotion of employee
healthTo support employee healthimprovement throughHealthy Olympus 21, a
comprehensive employee
health management
program

Employees provided with health information andgiven an expanded range of options throughhealth promotion campaigns (anti-smoking andprevention of periodontal and tooth decay added
to existing walking program) and promotion ofcolorectal and gynecological checks

Survey of employee attitudes under new
long-term mental and physical health plan
(expanded version of Healthy Olympus 21), useof survey results and employee health statistics
to provide options that match employees’
circumstances

Provision of motivating
working environments
and fair employment
opportunities

Improved support for
employees who also havechildcare and nursing care
responsibilities● In addition to compliance with the amended

Further development of systems to enhance
employees’ work-life harmony, reform of
employee attitudes and corporate cultureChild Care and Family Care Leave Act,
Olympus introduced its own system to reduce
working hours for workers with young children(2 hours up to end of April in child’s first yearof elementary school, 1 hour up to end of Aprilin child’s fourth year of elementary school)● Introduction of unique Olympus systemallowing workers to reduce working hours
during pregnancy● Establishment of special-purpose subsidiary(details on Pages 13-14)

23

Summary on Pages 5-6

Olympus Corporate Social Responsibility Report Digest 2010

programs for executives● Verification of benefits of MBO-S*

For Society

Summary on Pages 15-18

Priority Measures

Targets

Results

Future Efforts

Building good relationships
with society

Implementation of social
contribution activities
based on corporate
philosophy● Organization of photography contest focusing

Continuation of social contribution activities

on environment in Africa, in collaboration with
UNDP and others● Co-sponsorship Natural Science Observation

Contest● Colorectal cancer eradication campaign

in collaboration with Brave Circle Steering
Committee (nonprofit organization) andgovernment agencies● Support for campaign to designate the 4th

Sunday in July as as "Oyako Day"(Day for
Parent and Child)● Co-sponsorship of half-year overseas(throughout Asia) photo-fieldwork programfor students who aim to become news
photographers● Regional social contribution activities basedon regional characteristics

For the Environment

Summary on Pages 19-22

Priority Measures

Targets

Results

Future Efforts

Reinforcementof environmental
management systems

Reinforcement ofenvironmental risk
preparedness systems● Improvement of product-related environmental

Establishment of global-level environmental
governance systems

risk preparedness regulations, etc.

● Assessment of environmental management

systems at business sites

Provision ofenvironmentally-conscious
products and services

Creation of more Olympus
Eco-Products

Creation of 96 new Olympus Eco-Products(cumulative total: 286), raising percentage of
total product sales to 54%

Reduction of businessrelated environmental
burden● 2% reduction in● 5% reduction in manufacturing-related CO

manufacturing-related
CO² emissions from fiscal
2008 levelemissions from fiscal 2008 level

Creation of super-Eco-Products throughenhanced environmentally-conscious design²● 10% reduction of waste from fiscal 2008 level

Further reduction of manufacturing-related
environmental footprints through improved
operating efficiency and development of
manufacturing technologies● Reduction of waste fromfiscal 2008 level

Improvement ofenvironmental
communication

Promotion of information
about environmental
initiatives to stakeholders,
expansion of social
contribution activities● Distribution of information through Corporate

Social Responsibility Report and websites● Voluntary activities, such as tree-planting

Continuous distribution of environment-related
information and development of regionallyfocused environmental contribution activities

programs, and no-car days, etc.

*MBO-S stands for “Management by Objectives and Self-Control.” The aim of the system is to combine enhanced progress toward the achievement oforganizational goals with human resource development by breaking organizational goals down into individual goals that are subject to thorough self-management.
The core of the system is Management by Objectives (MBO). Olympus added the “S” to indicate the importance placed on the enhancement of self-management
through communication.

Recall Notice for TOUGH Camera Case
The recently introduced camera bag for mju-TOUGH products
CSCH-69 has been recalled in order to bring one of its
component parts in line with EU environmental regulations.
If you bought this case and have not yet been contacted by

Olympus directly, please get in touch with our Service team sothat we can organise an exchange for a different case:di.support@olympus-europa.com or
00800-67 10 83 00 (Mon-Fri 9am-6pm CET).

Olympus Corporate Social Responsibility Report Digest 201024

Stakeholder Dialogue
Olympus invited 19 people to participate in its stakeholder
dialogue program. The participants were students and/or
working people with an interest in CSR, including some who
had undertaken extensive study in the CSR field.
Hiroshi Ishida, Executive Director Caux Round Table-Japan,
acted as facilitator for the meeting. Participants engaged inlively discussions in four groups, each of which presented theresults of its deliberations.
By listening to feedback from society, as expressed byparticipants in stakeholder dialogue sessions, Olympus isable to gauge attitudes to and expectations toward its Social
IN management philosophy and CSR activities, especially its
social contribution activities in the case of the latest meeting.

Part 1

Part 2

Linkage between Social IN and CSR Activities

Detailed Analysis of CSR Activities

Part 1 began with a presentation about the Olympus
Group’s CSR activities. This was followed by discussion
about the linkage between the Social IN management
philosophy and CSR activities. Participants thought that thepresent activities were beneficial both for society and for
Olympus. They also identified a number of issues, including
the need to explain the linkage between the management
philosophy and individual activities, and to inform a wider
range of stakeholders about the Olympus Group’s CSR
activities in plain and simple language.

In this part of the meeting, participants engaged in group
discussions about the specific CSR activities that Olympus
is undertaking at present from four perspective: thecharacteristics of the activities, their strengths, aspects thatwill require further improvement, and expectations for the
future. The following views were put forward.
● Characteristics· The activities make effective use of Olympus products(cameras, medical devices).

· Olympus is actively working to prevent disease and maintainhealth.
Words used by participants to describe theirperception of Olympus included the following:
CamerasTechnology (optical, imaging)
Beautiful colors in photographs
Precision medical devices
Equipment

Endoscopes
ShiningBlue·The activities focus not only on Japan, but on the entire world,

including international goals, such as the United Nations
Millennium Development Goals.

● Strengths· Olympus does not attempt to impose values and focusesinstead on engagement with society.

· Olympus aims to help people enjoy health and happiness intheir lives. This philosophy is compatible with its activities,
such as the campaign to eradicate colorectal cancer andraise awareness of AIDS.

Views expressed by participants:·The Olympus Group’s CSR activities are sustainable, since
they are based on its business activities.

· Olympus is helping to find solutions to social problems inareas in which it can contribute through its core businessactivities.
· Olympus is working to bring unseen aspects of the world topeople’s attention through photography.
· I hope that Olympus will accelerate progress toward theachievement of goals by making new technologies createdthrough efforts to reduce CO² emissions widely available.
· Olympus is informing the world about previously unknown
initiatives by Africans to protect the Earth in Africa.
· Sustained initiatives are good initiatives. There is a win-win
relationship between the Olympus Group’s medical equipment
business and its efforts to eradicate colorectal cancer. I hopethat these efforts will continue.

● Aspects requiring further improvement· Olympus needs to inform more people about its CSR activities.
· It is not clear why Olympus undertakes various initiatives.
· Olympus needs to establish mechanisms and methods tointegrate and manage its activities.

· We want to hear more of the views of the people who workfor Olympus.

● Expectations· We hope that Olympus will continue to implement activities

based on its unique capabilities, and that it will raise social
awareness by distributing information.

· We want Olympus to show leadership based on its
characteristics as a company.

· We want Olympus to build stronger community links at theindividual employee level.

25

Olympus Corporate Social Responsibility Report Digest 2010

Program
13:30

Opening Address

13:40

Overview of program

13:50

Presentation by Olympus about CSR
activities

14:05	 Part 1 Social IN and CSR activities

Participants: Masashi Ehara / Madoka Kagaya /Jun Kato / Yuuya Kamimura / Midori Kawamura /Naohisa Kudoh /Toyoshi Saitho /Mariko Sakao /Qiongyin Zhang /Masaki Sei /Chad Sheridan /Hitomi Tsuchiya / Norihisa Narita / Seiho Noda /Marie Michishita / Shunsuke Maruyama /Masayuki Yamamoto / Yohko Yoshida / Aiko Watabe

14:35

Part 2 Detailed analysis of CSR activities

15:10

Part 3 D ialogue with Olympus employees,
group presentations

16:20

Closing remarks

Date:

March 3, 2010

Venue:

Conference Room, Olympus Headquarters(Shinjuku-ku, Tokyo)

Comments from Facilitator· Olympus should provide a clearer explanation of why itThis was the first stakeholder dialogue meeting held by
Olympus. I believe that it provided an excellent opportunity
for Olympus executives to hear views from a slightly different
perspective from their day-to-day business activities andtheir communications with suppliers, distributors or within
their corporate environment.
One of the views put forward during the group presentation
was that the key phrase for the Olympus Group’s CSR
activities should be “society through the lens.” One of the
problems for Olympus is the fact that most people in society
are unaware of the ways in which Olympus is working forthe advancement of society and from which perspectives.
To overcome this problem, Olympus will need to expand thescope of its activities, and to engage in repeated exchangesof views with a wide cross-section of the public throughinitiatives such as this stakeholder dialogue meeting.
A number of Olympus employees participated in this session
and engaged in discussions with the participants.
There are many ways to canvass the views of stakeholders,
and there is no particular need to follow the format used
for this event. However, it is very important to listen to theviews of the public to learn how Olympus is viewed bystakeholders, and to create mechanisms that allow this input
to be reflected in management. I hope that Olympus willcontinue to undertake a wide range ofstakeholder dialogue initiatives.

· I became aware of the importance of how companies

Hiroshi Ishida

Part 3

Dialogue with Olympus employees,
group presentations
Olympus employees participated in the group sessions,which provided an opportunity for deeper discussion before
each group made a presentation. Participants highlighted
the need for Olympus to clarify aspects of its activities,
including policies, content and anticipated benefits.
They also raised issues concerning the methods used by
Olympus to communicate.
Views expressed by participants:· Olympus should continue to use photography as a medium
for its CSR activities.

undertakes these CSR activities.

position their CSR activities in their corporate narratives
as well as how they involve employees and consumers inthose activities.

· As I read the CSR report, I realized that there were many

aspects on which consumers were also lacking a sense of
purpose. For example, people could lose their lives simply
because they were unaware of the campaign to eradicate
colorectal cancer. The public also needs to take an interest in
CSR activities.

Executive Director
Caux Round Table-JapanThe Caux Round Table (CRT) was founded in1986 as a network for business people, especiallyin Japan, North America and Europe. Since its
establishment, the group has continually examined the social responsibilitiesof businesses. In 1994 it produced the Caux Round Table Principles for
Business, which are believed to be the first business code of conduct tobe produced collaboratively by Japanese, North American and European
business people. This work has influenced other CSR-related policies, suchas the Nippon Keidanren Charter of Corporate Behavior.

Sharing Values with Society
This was the first stakeholder dialogue meeting hosted
by Olympus, and we were a little apprehensive about theunpredictable nature of the event. However, the benefits
were even greater than we had hoped.
Through our dialogue with the participants, we were able
to confirm our CSR activities are in tune with the values ofsociety. We also received a clear message that we need toprovide more information and we will
expand our efforts to communicate
with all sectors of society, as well as
implementing Olympus-style CSR
activities based on our Social IN
management philosophy.

Masashi Tanaka
Division Manager
Corporate Social Responsibility Division

Olympus Corporate Social Responsibility Report Digest 201026

Third-party Opinion
Professor Scott T. Davis
Department of Global Business, College of Business,
Rikkyo University
After graduating and completing a doctorate degree at the University of
New South Wales in Australia, Professor Davis earned his doctorate at
Rikkyo University in Japan. He previously worked as a full-time researcher
with the Japan Institute for Labour and as a professor at Reitaku University
before taking his present position in April 2006. His field of specialization issocial responsibility and management strategy.

The importance of dialogue– the focus of this review
In response to the comment in the reviewer’s evaluationof the 2009 report that Olympus needed a more concrete
system to align its social goals of value creation and integratethem within its business plans, the Director in charge of CSR
stated that Olympus as yet lacked the corporate culturenecessary to achieve this integration.
This review will therefore focus on the steps implemented in
the past year in order to redress this situation and develop
the principles and processes necessary for the integration ofsocial and financial value creation.
A meaningful implementation of Social IN – the Olympus
Group’s business principles – requires creating andmaintaining a frank and constructive dialogue between
Olympus and its stakeholders. The reviewer therefore
considers the evaluation of the level and quality of such a
dialogue to be of considerable importance in assessing theextent of the Olympus Corporation’s commitment to social
value creation and its potential for achieving this goal. This
review will therefore concentrate on an assessment of thelevel of objectivity, materiality, interactivity and openness ofthe dialogues contained within the Olympus Corporation’s
CSR initiatives.

Structure & organization
This report is presented as a closely integrated part of the
Olympus Corporation’s wider reporting process. Overall,
the report is well organized into clear and concise sections
beginning with the President’s message and followed byreports aimed at a specific stakeholder entity. The brevity of
the report is augmented with abundant references to moredetailed information on the Olympus Corporation’s website
and other internet resources which are particularly helpful forreaders less familiar with CSR and its related issues.
Throughout the report a number of public and international
initiatives adopted by Olympus in order to promoteresponsible business are introduced. While many
corporations in Japan subscribe to a large number ofsuch initiatives, the extent to which Olympus actuallyconstructively integrates them into its business practices
is remarkable. Utilizing these initiatives to such an extent
requires great dedication and the ability to partner witha wide range of organizations on a long-term basis. An
explanation of the criteria which Olympus has used to selectthese initiatives would further improve future reports.

27

Olympus Corporate Social Responsibility Report Digest 2010

Olympus Vision-Presidents message
Setting the tone for this report, the President’s message
shows a clear understanding of the need to implement thecreation of social value as a part of the underlying processof value creation. This understanding is clearly expressedin the President’s message where he specifies that the
conduct of business with integrity is the key to ensuringthat all stakeholders feel pride in their association with
Olympus. In his statement the President commits Olympus
to the goal of creating a mutually beneficial partnership with
its stakeholders. Recognizing that these stakeholders arelocated in diverse backgrounds and hold their own distinct
positions, the President specifically identifies a frank andopen dialogue as the method by which this goal is to beachieved.
In 2010 Olympus implemented its “10CSP” – a new fiveyear corporate strategic plan. In his message the President
explains that this plan incorporates CSR as part of the overalldesign and includes it as a key element in the PDCA cycle
based process whereby the strategic value and sustainabilityof the plan will be regularly reviewed and evaluated. I lookforward to reading in the next report about the yearly goalsof the 10CSP, the CSR milestones set for each stage, andthe evaluation of their levels of attainment.

Customers
The section on customers focuses upon quality and service
improvements by optimizing post-purchase interaction. By
setting the clear goal of responding to enquiries on the spot (onthe first call) and in simple language, Olympus is redesigning
its interaction with the customer from the customer’s own
perspective. This customer-based perspective requires anongoing dialogue and develops a sensitivity whereby Olympus
may evaluate its products and services objectively in termsof value creation for the stakeholder. Progress achieved todate in the implementation of this customer-based service iswell explained. An exposition of how this input is being used
to improve existing and develop new products would further
enhance future reports.

Suppliers
Olympus has a long and well-known history of applying
endoscopes. Lives depend on the ability of Olympus toassure reliability and quality whilst also realizing the ongoing
innovation of these technologies. As noted in the report,
this requires the cooperation of a wide range of suppliers
and partners. In section two on trading partners, Olympus

outlines its systems for managing its supply chain and thesection is of particular interest. Olympus predicates its
supply chain management process upon the goal of ongoing
quality enhancement and innovation by promoting mutually
beneficial partnership with and between its suppliers.
Here again, this process is guided by clearly set goals,
measured in an interactive process that forms an extensive
and ongoing dialogue. This is an excellent example of thesocial contribution made by a business in the course ofits daily operations as a business. Including information in
future reports on the issues identified by this process overtime, and the systems employed to address the problems
identified, would further enhance the readers understandingof Olympus’ commitment to acting with integrity as a
trading partner and the achievements resulting from thiscommitment.

Environment
The “Carbon 1/2 2020” project which has been introduced
in previous reports (2009) is outlined in greater detail in thecurrent report. Many corporations talk of emission reduction
as a business opportunity and then simply go on to cut out“carbon dirty” processes to achieve net reductions. Olympus,
by contrast, is bringing to bear its capacity for innovation asa manufacturer in order to develop a wide range of “carbon
clean” production and delivery systems which enhancecarbon efficiency as an integral part of a wide ranging
redesign of numerous processes. The comprehensive
scope of this process is well explained in a manner highly
approachable for the non-technical reader.

Stakeholder dialogue
Olympus’ stakeholder dialogue stands in stark contrast withthe general format for dialogues in Japan, which are usuallycomprised of highly structured and finely choreographedpresentations between corporate executives and CSR
experts, with no stake in the business. Olympus’ dialogue
comprised of a meeting with a diverse panel of people withan interest in the corporation and its business. Participants
reviewed Olympus’ business processes and CSR initiatives
and then evaluated them in a series of thematic discussions
coordinated by a third party facilitator. The resultant opinions
and comments as reported are wide-ranging and at times
demanding. Most corporations strive to avoid this type of
stakeholder input because of the burden it places on theorganization’s ability to engage and respond. Taken on its
own this dialogue shows the extent of Olympus’ dedication
to putting its values into action. The inclusion of briefcomments written directly by dialogue participants andresponses to their comments and suggestions by relevant
corporate officers would further enhance future reports.

In conclusion
It is obvious from this report that the employees andmanagement of Olympus have given serious thought towhat it means to be a good business. Throughout this report
Olympus has very effectively illustrated a genuine commitment
to conducting its business with integrity by implementing awide range of ambitious initiatives whereby it aims to ensure
the objectivity, materiality, interaction and openness necessary
to achieve this goal to the benefit of its stakeholders. I lookforward to next year’s report with great anticipation.

Responding to the Third-party Opinion

We are grateful to Professor Davis for his assessment of thisdigest version of our Corporate Social Responsibility Report.
These positive comments from a specialist in CSR studies are very
encouraging for us as we move forward with our CSR activities.
Olympus first adopted its Social IN management philosophy in1994 and through this philosophy, we declared that businesses arealso members of society and made a commitment to engage withsociety within the context of our corporate management. As partof that commitment, we have sought the views of stakeholders
and reflected those views in our activities. This year we used a
new approach, the stakeholder dialogue meeting, which received
strong expressions of support. While we have earned considerable
recognition for our efforts in relation to customers, suppliers andthe environment, we are not satisfied with the status quo. We willcontinue our efforts to build engagement between business andsociety by further improving the level and quality of our dialogue,
based on this advice from Professor Davis.
In October 2009, Olympus celebrated the 90th anniversary of its
founding. Originally a manufacturer of microscopes, Olympus
has used its accumulated knowledge of optical technology as thefoundation for an expanded range of business segments, including
the life science business, imaging products, medical equipment
and industrial systems. The geographical scope of its activities has
also grown to include not only Japan but the entire world. Todaythe Olympus Group includes over 190 subsidiaries and associatedcompanies and employs over 35,000 people worldwide. We
undertake a wide range of CSR activities, for which we have earned
significant recognition. We will continue to evolve and strengthen
those activities, including the systems and mechanisms on which
they are based.
In fiscal 2010, we will launch a new medium-term Corporate Strategic
Plan. Our management focus under this plan is to take Olympus to
the next stage of globalization, by reflecting feedback received inour business activities since last year in our business activities, bydeveloping a group-level grand design for our CSR activities, and byworking through sustained and strategic initiatives to enhance ouractivities through a process of review, verification and improvement.
We aim to be one of the world’s leading companies from anenvironmental as well as a business perspective. We will achievethat by pursuing CSR-based and environmentally focusedmanagement on a global scale. We will also identify priority themes
and areas of activity for Olympus and work toward strategic
integration, as suggested in the assessment. At the same time,
we will implement specific systems to incorporate this strategic
integration into our business planning.
We need to ensure that every individual has a profound understandingof the ideals contained within our Social IN management philosophy,
so they can reflect those ideals in their day-to-day activities. We willcontinue to foster dialogue with stakeholders as we move forward
toward our 100th anniversary and beyond through sustainablebusiness activities in partnership with society.

Hideo Yamada
Director, Executive Vice President
Director Responsible for CSR
Olympus Corporation

Olympus Corporate Social Responsibility Report Digest 201028

Olympus Corporate Social
Responsibility Report Digest
Toward the Realization of a Better Livelihood and Happiness

To protect the environment, this report was printed on FSC-certified paper produced using resources from appropriately managed forests,
soy ink and waterless printing technology. It has received third-party approval from the Color Universal Design Organization, a nonprofit
organization in Japan, as being suitable for people with a wide range of color-vision characteristics.

Olympus Corporation

Contact

CSR Department, CSR Division
Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome, Shinjuku-ku, Tokyo 163-0914, Japan TEL : +81-3-6901-9299 FAX : +81-42-642-9017 E-mail : csr_info@ot.olympus.co.jp
Olympus Corporate Social Responsibilities Activities website

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

Issued in August 2010 (previous edition issued in August 2009)
Circulation: 4,000 copies Next volume scheduled for issue in August 2011
X020-10E① 1008T Printed in Japan