Olympus Corporate Social
Responsibility Report Digest
Toward the Realization of a Better Livelihood and HappinessThis logo mark symbolizes the environmental activities of the
Olympus Group, which is involved in benefi cial activities for theearth and human beings, so that together we can smile like this.

Olympus Corporation
Contact

CSR Department, CSR Division

Quality and Environment Management Department,
Quality and Environment Administration Division

Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome,
Shinjuku-ku, Tokyo 163-0914, Japan
Tel: +81-3-6901-9299 Fax: +81-3-3340-2062
E-mail: csr_info@ot.olympus.co.jp

2951 Ishikawa-cho, Hachioji-shi,
Tokyo 192-8507, Japan
Tel: +81-42-642-5125 Fax: +81-42-642-9017
E-mail: environ@ot.olympus.co.jp

Olympus CSR Website

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

Issued in August 2008 (previous edition issued in August 2007)
Circulation: 4,000 copies
Next volume scheduled for issue in August 2009
X020-08E 0808T Printed in Japan
This booklet was produced using FSC-certified paper.

Introduction
The Olympus Group published its first “Environmental Report” in 2000. In 2005
the report was expanded to include governance and the social aspects of theGroup’s activities, and it has since been published as the “Corporate Social
Responsibility Report.” In 2008 we began to publish comprehensive information
about our CSR activities on our CSR website. This booklet is a digest versionof the information on the website. It describes new initiatives during fiscal 2007
and presents key information. The content is presented with reference to the
Olympus Group Corporate Conduct Charter (see Page 3).

Further information about the corporate and environmental activities of Olympus can be found on the following website.
WEB

Olympus CSR website

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

Contents
Olympus Vision2

Olympus Group Corporate Social Responsibility Report Digest FY 2007

5

Feature 01: Policies for Corporate Activities (Social Report)

7

Feature 02: Involvement with People (Social Report)

9

Feature 03: Harmony with the Environment (Environmental Report)

11

Feature 04: Good Relationship with the Communities (Social Report)

13

Harmony with Local Communities

15

Summary of Economic, Social and Environmental Performance Data for the Olympus Group

17

Future Social and Environmental Goals for the Olympus Group

18

Scope
Period: April 1, 2007-March 31, 2008
Organizations

Economic Report

Olympus Corporation and its consolidated subsidiaries and affiliated companies

Social Report		Olympus Corporation, Olympus Imaging Corporation, Olympus Medical Systems Corporation

Environmental Report

Olympus Corporation, Olympus Imaging Corporation, Olympus Medical Systems Corporation, major production and logistics
subsidiaries in Japan, major overseas production subsidiaries* The ITX Group is currently coordinating its CSR policies with those of the Olympus Group. Unless otherwise stated, it is excluded from the scope of this report.
* Environmental data presented in this report may vary from that of the results stated in past reports or on the website. This is due to continuous examination of ouroperations, past and present, to ensure accurate and consistent reporting..

Reference Guidelines
Environmental Reporting Guidelines (FY2007) of the Ministry of the Environment, Japan* Comparative tables for the Global Compact have been posted on our website.

WEB

Environmental Reporting Guidelines (FY2005) of the Ministry of the Environment, Japan

Olympus Vision

Olympus aims to realize a better livelihood andhappiness for all through its activities as a valuecreating enterprise.
Tsuyoshi Kikukawa
President
Olympus Corporation“Social IN” Philosophy—Our Continuing
Commitment to Value Creation
Formulated in 1994, our “Social IN” management
philosophy is our determination to help all people
achieve health and happiness in their lives by working
as an integral member of society, by sharing ourvalues, and by offering new values to society. Thisphilosophy is the basis for all Olympus products,
solutions, software, services and social contribution
activities.
To offer new value is in other words to create corporate
value. The establishment of Olympus in 1919 was
inspired by its founder’s ambition to contribute to theadvancement of medicine by manufacturing highquality microscopes in Japan in order to produce
Japanese users an alternative to expensive imported
models. Microscope manufacturing requires precision
processing technologies and an advanced knowledgeof optics. The technological heritage created in that
era would later form the foundation for our otherproducts, including film cameras, digital cameras
and endoscopes. We developed the world’s firstpractical endoscope in response to a request from aclinician who wanted a camera capable of observing
the inside of a patient’s stomach. This dedication to
the needs of society and determination to offer new

For further details, please visit our website.

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

2

Olympus Vision

value by exploring new frontiers continue to shape
our corporate culture today. These qualities are ourfoundation as a value-creating enterprise.

Building Win-Win Relationships with
Our Stakeholders
From a business management perspective, it isnecessary to maximize corporate value while offering
new value to society. Corporate value can be measured
in terms of financial value, corporate fundamentals or
intellectual capital. I regard corporate fundamentals as
the most important of these. I want all Olympus officers
and employees to apply our “Social IN” management
philosophy to their day-to-day activities, and I want
Olympus to be a company viewed with pride by all
stakeholders—customers, shareholders, suppliers andemployees and their families. This is the foundation onwhich we must build reciprocal win-win relationships
based on strong trust with all of our stakeholders.
Of course, the creation of win-win relationships
requires the development of systems and policies
through which our philosophy can be realized. That is
why we have adopted the Olympus Group Corporate
Conduct Charter as a set of basic principles that all
officers and employees must apply to our businessactivities. We have also established a code of conduct
defining rules and behavior standards for our officers
and employees.
Olympus is member of the United Nations Global
Compact, and we have incorporated the 10 Global
Compact principles into our Corporate Conduct
Charter and code of conduct. The Global Compact isa pledge to the international community. We are hard
to retreat from this commitment, since we are required
to report annually on our initiatives. Our membershipof the Global Compact reinforces our employees’
awareness of the required standard of conduct. It isalso a great source of pride for them. We refer to ourmanagement philosophy, Corporate Conduct Charterand code of conduct as “the Olympus backbone,” andwe are determined to ensure full compliance with all ofthese requirements by all Olympus Group companies,
including overseas subsidiaries.
I have always believed that corporate value is the sumof the value of each individual in the organization. To
maximize our corporate value, we must maximize thevalue of each individual. That process must begin witha commitment by each of us to improve our own value.
To provide organizational support, we are reforming
our goal management system. (See Feature 02)

Social Contribution through ourBusiness Activities
In addition to our efforts to provide the value soughtby society, we also undertake a variety of social
contribution initiatives in fields relating to our businessactivities. E xamples include the “Brave Circle”
campaign to awareness colorectal cancer (see CSR
Report 2007), and the “A Day in the Life of AFRICA”(DITLA) program, through which we helped to raiseawareness of the Millennium Development Goals
through photographic images depicting life in Africa.
(See Feature 04)
For over 40 years we have been a co-sponsor of theManagement Philosophy of the Olympus GroupOlympus Group Corporate Conduct Charter(Extracts)

Toward the Realization of a Better Livelihood and Happiness

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, theOlympus Group continues to provide value for our society in support ofthe livelihood and happiness of people all over the world. The Olympus
Group, with a strong sense of ethics, engages in global corporate
activities while strictly complying with relevant laws and regulations.

Social IN
We establish arelationship with society
through the three “INs.”

INvolvement

INsight

INspiration

SocialInvolvement

Sharing Society
ValuesCreating New
ValuesSocial IN comes fromSocial Value IN the
Company, a concept
of incorporating social
value into the Company’s
activities. The philosophy
is also based on the threeINs of INvolvement, INsight,
and INspiration defining
the relationship of theCompany and society.

Policies for Corporate Activities

Involvement with People

Involvement with Society

WEB

3

Olympus Corporate Social Responsibility Report Digest 2008

1. Sound corporate activities
2. Act on behalf of the customer
3. Respect for human rights
4. Working environment with vitality
5. Harmony with the environment
6. Good relationship with the community

http://www.olympus-global.com/en/corc/
olycsr/philosophy/csrcorporate.cfm

Natural Science Observation Contest. Another initiativeis the “Exciting Wakuwaku Science Workshop” forchildren. Olympus staff volunteer their time to support
this educational program. Hirofumi Tsuchida, wholeads this program, received an award from the
Minister of Education, Culture, Sports, Science andTechnology in 2008 in recognition of his efforts topromote understanding of science and technology.
I am especially proud of our activities in the field of
medical science, through which we contribute directly
to society. We provide training in diagnostic technology
using endoscopes and other equipment at locations
throughout the world. We are also working to prevent
endoscope breakdowns, which result in increased
costs for medical institutions. (See Feature 01) Anotherfocus of our activities is the development of minimallyinvasive endoscopic procedures. These help to reducethe impact on patients by avoiding the need for major
incisions on the chest or abdomen. Benefits include
faster recovery, shorter hospital stays, improved
quality of life (QOL), and reduced medical expenses.
In the future we aim to contribute to all aspects ofhuman health through a comprehensive involvementin preventive medicine, testing and diagnosis, therapy
and care.

Helping to Build a Sustainable Society
and a Sound Environment
We also aim to contribute to the creation of asustainable society and a sound environment throughthe activities of the Olympus Group. By reducing
energy consumption in factories (See Feature 03), and

UN Global Compact

by creating environmentally conscious Eco-Products,
we are working to minimize environmental loads acrossthe entire Olympus Group. In preparation for thelaunch of our new medium-term basic management
plan in 2009, we are currently studying ways to monitor
and reduce the impact of our business activities on
the environment, including global warming, so that
Olympus can contribute to the realization of thesustainable society on a higher level.
To realize the Olympus Group’s goal of bringing healthand happiness to the lives of people everywhere, allindividuals working for the Group are encouraged tofulfill their social responsibilities at work and in theirprivate lives. In this way, we can raise the standardof CSR activities throughout the Olympus Groupand build a win-win relationship with society. As
individuals, we also need to base our behavior onawareness of our responsibility to future generations.

CSR Concept of the Olympus GroupOlympus agrees with the
10 principles of the UN
Global Compact and has
participated in the Compact
since October 2004. Detailsof the Global Compact canbe found on the websitesof the United Nations
Information Centers.

WEB

Olympus President Tsuyoshi Kikukawa supports a campaign to eradicate
colorectal cancer by wearing a “Brave Circle” badge.

We believe that the
Olympus Group's
CSR activities help us
continually improve ourcorporate activities thatcombine basic duties
with voluntary initiatives
as extra distance toachieve our management
philosophy of “Social IN.”

http://www.unglobalcompact.org

For further details, please visit our website.

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

4

Olympus Group Corporate Social Responsibility Report Digest FY 2007

Toward the Realization of a Better Livelihoodand HappinessAs a company dedicated to continuously creating value-added products and services and contributing
to health, happiness and livelihood for people, Olympus approaches CSR activities to build win-win
relationships with all stakeholders. Details of our CSR activities can be found on the following website.
WEB

Olympus CSR website http://www.olympus-global.com/en/corc/csr/[Policies for Corporate Activities- CSR Procurement][Policies for Corporate Activities- Sound Business Activities]

The Olympus Group works to improve its
own corporate value and that of its suppliers
through collaborative CSR initiatives spanningthe entire supply chain. Specifically, we fulfill
the standard for working in partnership with
our suppliers by making compliance withlaws and regulations and respect for humanrights and the environment fundamental
requirements for all business transactions,and by ensuring that all transactions are fairand open.

Shareholders/
Investors

In keeping with the basic principles expressed in
its “Social IN” philosophy, Olympus maintains,administers and continuously improves systems
to ensure that its business operations are
conducted in an appropriate manner, and incompliance with all laws and regulations. In fiscal
2007, we continued to implement complianceeducation programs while also improving ourinternal control systems, including measures toensure the accuracy and reliability of financial
reporting.

Olympus
Suppliers
R&D

Production[Harmony with the Environment]

The
Environment

We aim to contribute to the creation of a healthy environment
and a society capable of sustainable development by
respecting human health and safety and the natural systems
on which they depend, and by emphasizing harmony
with the environment in our technology development
and business activities. We are working to minimize
environmental loads at all stages of our product lifecycles as
possible, to create environmentally conscious products, andto ensure that our global business activities are in harmony
with the environment.

Feature 03

5

Olympus Corporate Social Responsibility Report Digest 2008

Japan-China Joint Initiatives to Reduce
CO2 Emissions
P11

[Policies for Corporate Activities - CustomerFocused Activities]
We want every customer to be pleased that they chose Olympus. This isreflected in the establishment of organization-wide systems to support “Voiceof Customer” (VOC) activities, and in the enhancement of our customer
satisfaction (CS) training courses for employees at all levels.
In fiscal 2007 we improved the collection and analysis of VOC data. We
also achieved improvements in the usability of our products, including theapplication of universal design principles, and further enhanced our repair
services.

Environmentally Responsible Logistics

Feature 01

Olympus is determined to minimize
environmental loads of the delivery of
its products and services to customers,by emphasizing environmental factors inchoosing transportation methods, and byusing appropriate packaging. Additionally,
to optimize transportation efficiency, weare continually improving our packaging
technology to reconcile the need to protect
products during transportation with the needto protect the environment.

Working together with Endoscope Technicians toPrevent Product Malfunctions

P7

Customers

Sales, Repair
and Services

Employees
and their
Families
Society[Involvement with People][Good Relationship with the Community]

Employees are the Olympus Group’s most valuable assets. We
want to provide the best possible working environments forour employees. We achieve this by respecting human rights,
and by providing attractive work opportunities as the basis forenhanced personal growth and corporate growth. To ensure that
our working environments are safe and pleasant, we comply withlaws and regulations in all of the countries in which we operate
and implement measures based on the characteristics of individual
overseas subsidiaries.

We disclose information and promote two-way communication,
both to inform the public about the philosophy and activities of the
Olympus Group, and also to ascertain what society expects from
Olympus. Olympus is continually using own management resources,
including its technology and human resources, in social contribution
activities. We regard such contributions to society as an essential
part of our efforts to build good relationships with all stakeholders
as a global citizen.

Feature 02

New Reforms to Support Both Personal
Growth and Organizational Development

P9

For further details, please visit our website.

Feature 04

Contribution to Achieve the Millennium
Development Goal
P13

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

6

Feature 01: Policies for Corporate Activities

Closer Communication
with Front-Line Medical
Personnel
Minor problems with endoscopes can be avoided throughcorrect use. The fir st step is to educate endoscopy
technicians. Endoscope malfunctions can be costly, but thebiggest problem is that equipment becomes unavailable
for use. Yet endoscope technicians may not have a clear
understanding of what is meant by “malfunction prevention,”and they cannot be expected to follow minutely detailed
instructions before star ting ever y procedure. Either
endoscope technicians will need to be more alert to potential
problems when they inspect their equipment in the context
of day-to-day operations, or Olympus will need to step up
its training in malfunction prevention. We tell our members
to work closely with service engineers, because they havefirst-hand knowledge of how equipment is used in front-line
situations. Service engineers can help technicians to improvetheir sensitivity to problems with their equipment by providing
input based on the information that they gather while visitinga variety of sites. The Japan Gastroenterological Endoscopy
Technicians Society asked Olympus to create a data base of
equipment malfunctions, to provide information about repairs
and costs, and to disclose their repair processes. Olympus
has met all of these requests. In the future we hope that
Olympus will also provide feedback based on information
received at its customer advice centers.

Kimihide Tamura
President,
Japan Gastroenterological Endoscopy Technicians Society

A field service engineer visits a medical institution.

7

Olympus Corporate Social Responsibility Report Digest 2008

Involvement with
PeopleHarmony with
the Environment

Good Relationship with
the Communities

Working together with Endoscope Technicians toPrevent Malfunctions
Endoscopes are one of the most important types of
medical equipment. By allowing clinicians to observe
internal conditions directly, they play a vital role in
the early detection and treatment of disease. Since
developing the world’s first practical gastroscopein 1950, Olympus has continued to contribute to
the advancement of medicine and improvementin patients’ quality of life as a leading endoscope
manufacturer. The task of Olympus service engineers
is to ensure the early detection and treatmentof problems that could cause endoscope s tomalfunction.
Delicate, Precision-Engineered Devices
Endoscopes manufactured by Olympus are used incountless medical institutions. These precision-engineered
devices are designed for direct insertion into patients’bodies, and some of their components are extremely
delicate and require careful maintenance and repair.
“Medical professionals are our customers, and our mission
is to ensure that they can use our equipment safely and withconfidence,” says Fumio Watanabe, an endoscope service
engineer working for the Field Service Planning Group of
Olympus Medical Systems Corp. “Any reduction in repairs
is better for them, and better for us.” Malfunctions in crucialcomponents, such as the CCDs that form the “eyes” ofendoscopes, can result in expensive repairs that may put
a strain on the budgets of medical institutions. Patientsare also inconvenienced because of the need to suspend
endoscopic procedures until equipment can be repaired.
Yet most endoscope malfunctions are preventable.
Olympus field service engineers (FSEs) and sales personnel
are working closely with the Japan GastroenterologicalEndoscopy Technicians Society to establish preventive
care systems based on the early detection and “treatment”
of endoscope malfunctions.

New Approval System for Instructors
Endoscope operation requires a high standard of technicalskill and knowledge of safety requirements. The Japan
Gastroenterological Endoscopy Technicians Societ yadministers an approval system for endoscopy technicians.

Step-up chart formalfunction prevention
initiatives
Implementation

At the request of the Society, which is a national organizationfor endoscopy technicians, Olympus supports training fortechnicians by holding about 40 courses and seminars
throughout Japan each year. Olympus FSEs and sales
personnel act as instructors for these programs. To ensure
a consistent standard of training at all programs nationwide,
Olympus introduce d an instructor approval systemthree years ago with the cooperation of the Society. The
textbooks used have also been standardized. “Olympus andthe Society agreed on the need for this approach,” recalls
Kenji Koyata, head of a technical team in the Endoscope
Marketing Group of Olympus Medical Systems Corp. “Theprocess of obtaining approval from the Society raises ourstandards and provides additional motivation. We have also
expanded our distribution of detailed information throughpamphlets, journals and other media.”
Reciprocal Win-Win Relationships
Olympus emphasizes the impor tance of malfunction
prevention. This requires four steps: 1) the analysis ofmalfunctions, 2) cause estimation and the developmentof preventive measures, 3) education about malfunction
prevention, and 4) maintenance and follow-up activities.
The first three of these steps require cooperative efforts
by Olympus and the Society. Olympus FSEs visit medical
institutions to provide product information and of fer
appropriate advice about how equipment should be handled
and stored and other aspects. Olympus established aproactive program of user visits in 2007. As a result of thisinitiative, some medical institutions are already reporting
improvements in equipment handling and maintenancecosts.
Preventive maintenance is now the main focus of the repair
reports given to users when replacement parts are delivered.
These repor ts provide detailed information about the
repair and the replacement parts used. They also include
information about the probable causes of problems andsuggestions for the prevention of recurrences. These efforts
to prevent malfunctions also lead to the discovery of userneeds that can be reflected in product development. The
result is a win-win relationship with benefits for both Olympus
and users.

Manufacturer
Users

Manufacturer
Users

Users

Step 1

Step 2

Step 3

Step 4

Malfunction analysis

Cause estimation
Development of preventive
measures
Identification of
causes based on
analysis, clarificationof preventive
measures

Education

Maintenance,
follow-up

Provision of detailed
preventive
knowledge throughseminars for all
users

Regular seminars,
creation of manuals
based on preventive
case studies

Analysis ofmalfunction basedon statistics aboutpast problems

Detailed and further information can be found at the following website.

Manufacturer
Users

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

8Feature 2: Involvement with People

Expectations toward New
Human Resource Management
Systems–With Development
Circle of Individuals’ Ideas
about the Future Altogether
The views of the union were reflected in the “Development
Circle” project, and I am indirectly involved through theprovision of information. Particular emphasis is placed on
initiatives to ensure that every individual is heard. For example,
there are female-only meetings to give female workers
opportunities to express themselves freely.
Generally there is no gender discrimination in human resource
management systems. However, there are cases in whichfemale workers find it difficult to reconcile their life plans with
their career plans. For example, it may be difficult for female
workers with children to work in certain jobs or at certain sites.
Even if a system appears good at first glance, it will be uselessunless it is seen to be good by the people who work under it.
Fortunately Olympus has a culture based on mutual respect.
Those working in large organizations cannot expect to be able
to achieve 100% of employees' aspirations. However, I believe
Olympus appears to have created an environment that allows
the goals of individuals to be reconciled as far as possible withthe goals of the organization so that everyone can reach his or
her full potential. As an employee, and as someone with a senseof participation in that culture, I intend to do everything I can toreinforce it.

Shinobu Namba
Tokyo Branch Representative, Olympus Labor Union
Workers in the Tokyo office of Olympus Imaging Corporation

9

Olympus Corporate Social Responsibility Report Digest 2008

Policies for
Corporate Activities

Harmony with
the Environment

Good Relationship with
the Communities

New Reforms to Support Both Personal Growthand Organizational Development
In 20 0 6, Olympus revised its human resource
strategy to establish a new vision based on theperspectives of management, individuals and theorganization (see diagram below). This vision is
now being put into effect through human resource
management reforms. The reforms are designed tosupport continuing growth for both individuals andthe organization by management-labor cooperation.
The “Development Circle” project is the first stage ina reform process that will strengthen human resource
development in Olympus.
Goal Management System Revised to Reflect
Environmental Change
In 1998 Olympus substantially amended its qualificationcentered human resource management system. Thischange was accompanie d by a transition to a newgoal management and evaluation system known as“Management by Objective and Self-control” (MBO*).
However, the management environment has changed
radically over the past 10 years as a result of accelerating
business expansion, and there has been a growing
tendency to focus on the achievement of shor t-term
results through measures that emphasize localized
optimization and the development of resources capableof immediate deployment. “We adopted a new humanresource management strategy in 2006, but as we weredeveloping this strategy it became apparent that we would
need to reform the MBO system at the same time,” says
Kenya Mori, acting deputy section manager of the Human
Resources Planning Group. “There wasn’t sufficient sharingof our vision within the organization, and we felt that wewere not helping every individual to reach his or her fullpotential, because our goal management and evaluation
mechanisms were limited to assessment systems. That
is why we started to think about ways to establish a true
results-based structure that would encourage individuals
to achieve personal growth while working toward sharedaspirations.”* Under the MBO system, organizational goals are broken down into personal goals
that are carefully managed by individuals. This management system enhances
organizational goal attainment while also contributing to human resource
development.

Verifying Hypotheses through Wide-Ranging
Workplace Input
Olympus Group employees set personal goals basedon policies set at higher levels within the organization.
These goals are determined through negotiation
between employees and their supervisors. To ensurethat organizational goals are achieved, supervisors must
communicate policies clearly to their subordinates, whomust in turn have to work toward strategic objectives witha sense of personal determination. This is not possible
unless employees and their supervisors can share theirideas through close communication. The Human Resources
Department believes that the answer can be found in theworkplace. It reviewed the new system after canvassing
views in the workplace with the cooperation of divisional
managers and the union, as the organization representing
employees.
The core focus of the new human resource management
system is the reinforcement of communication between
individuals. Priority was given to this aspect during thereform process. In December 2007, when the frameworkof the new system was beginning to take shape, alabor-management roundtable meeting was convenedby the Human Resources Depar tment. This meeting
was held immediately after the conclusion of the union
conference and was attended by approximately 100
union representatives. A variety of views and questions
were put forward at the meeting. “Someone said that thesystems would not function properly because most of theexecutives act not only as managers, but as busy players.”
recalls Kenya Mori. “However, others thought that while
the new system might be difficult to implement throughout
the organization, we should all work together to drive thereform process. I realized that there were still issues, butwhen I heard these and other views, I felt a strong sense of
personal involvement and became determined to confront
and overcome any problems.”
Trial Involving over 10% of Employees
In March 2008 Olympus launched the “Development
Circle” project as a trial of the new MBO system. Although
the project is still at the experimental stage, over 10% of
employees will participate. The project will include a reviewof the new system, which will be implemented in April 2009.
There will also be group-wide management training basedon case studies from the trial.
The “Development Circle” project is significant for two
reasons. First, this goal management system will provide
a framework for the development of people and theorganization within the PDCA cycle. Second, the new
system is designed to create a “Development Circle”
that will spread a culture of support for personal growth
motivation throughout the Olympus organization. In thisway, Olympus wants to establish a corporate culture inwhich all people can share the sense of satisfaction thatcomes from growth achieved by continually meeting
challenges.

Basic Policy on Human Resource Strategy
Overview of the Development Circle Project

Vision“We will maximize
the value andattractiveness ofwork as a driving
force for personal
growth andorganizational
development.”

Management

Individuals

Organization

New Work Philosophy

Growth Philosophy

Shared aspirations

Management willcontinually strengthen
the potential of theorganization by helping
individual members toreach their full potential
through training andguidance centering on
the value andattractiveness of work.

Individuals will fulfill
their expected roles
within theorganization byachieving personal
growth through work.

The organization willbuild solid
relationships basedon trust through thesharing of a vision
toward which
everyone can work.

Detailed and further information can be found at the following website.

This human resource management
reform project is being
implemented as a trial of a goal
management structure-designed toincrease innovative potential in theworkplace by motivating individuals
to achieve growth. Multiple
representatives of 27 organizational
units will participate in the project.
The total number of participants isover 400, which is equivalent to
12% of all employees.

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

The information in this feature, including descriptions of systems, relate to organizational units covered by the Corporate Social Responsibility Report.

10Feature 03: Harmony with the Environment

Olympus Should Adopt a
More Aggressive Strategy
and Convey More Actively on
Environmental Matters
I am ex tremely impressed that Olympus has launchedemission reduction initiatives in China, which accounts for
50% of all CO2 emissions by the Olympus Group. I also hopethat Olympus will proactively disclose information about its
deliberations on the extent to which it can reduce its CO 2
emissions, and by when, and on the strategies that it will use
to achieve its targets. That information should ideally relate tototal emissions. If Olympus really regards the reduction of CO2
emissions and the prevention of global warming as an urgent
priority in relation to its business development plans, I hopethat it will base its approach on long-term targets covering theperiod to around 2050, and that it will set an example for othermanufacturers by implementing specific measures in areas that
require action now.
While efforts within a business context are important, I hopethat Olympus will also make positive use of its capabilities asa global enterprise. For example, Olympus is already using
natural energy in Japan, Europe and North America and could
explore the feasibility of using this technology in China, too. I
see the fact that Olympus is using FSC-certified paper in thisbooklet as an extremely significant improvement in your basic
approach to environmental communication.

Yumiko Kawamura
Director, Fundraising & Marketing Communications
World Wide Fund for Nature (WWF) Japan

Workers in Japan and China take part in a video conference.

11

Olympus Corporate Social Responsibility Report Digest 2008

Policies for
Corporate Activities

Involvement with
PeopleGood Relationship with
the Communities

Japan-China Joint Initiatives to Reduce CO2Emissions
Carbon dioxide (CO2) is seen as a cause of global
warming. As an enterprise dedicated to healthier andmore fullfilling lived of people around the world, theOlympus Group sees contribution to global warming
prevention as one of its most important priorities andis working actively to reduce CO2 emissions throughenergy conservation measures. We are placing
particular emphasis on the reduction of emissions in
China, which accounts for around 50% of the total
CO2 emissions of the Olympus Group.

representatives. After monitoring the operation of facilities
at the sites, they were able to introduce CO 2 reduction
activities similar to those implemented in Japan. However,it was not possible to achieve dramatic reductions. In July
2007, a Japanese consulting firm conducted an energy
conservation diagnosis of the Shenzhen Factory with viewto achieving further improvements.
Yukinori Fujii, an energy conser vation diagnosis andanalysis manager in the Environmental Development
Depar tment of Olympus Corporation, recalls thecollaborative efforts of factory managers and officials
from his department and Olympus Imaging to facilitate thetwo-day on-site inspection by the consultants. “We madethorough preparations, including the collection and analysis
of detailed data over a three-month period.” The diagnosis
by outside experts confirmed that facilities at the Shenzhen
Factory were being operated at an extremely high standard.
The results indicated that further major improvements
would require detailed improvements to production
processes, including a search for production conditions
that would yield better energy efficiency. “We were very
pleased when the exper ts recognized the sustained
efforts that those working at the two sites have made withregard to facility management,” says Kazuya Abe, head ofhuman resource and general administration for Olympus
Hong Kong and China Limited, who is responsible forenvironmental management at both facilities.

Increased Production in China Reflected in Higher CO2
Emissions
The Shenzhen Factory and Pan Yu Factory in China’s
Guangdong Province are key production facilities forO l y m p u s i m a g i n g a n d i n fo r m a ti o n p r o d u c t s . T h ey
manufacture digital camera parts and IC recorders andassemble finished products. The Shenzhen Factory was
opened in 1991. It is equipped with a variety of advanced
systems, including sophisticated control systems forlighting and air conditioning, and maintenance programs
that give priority to energy conservation. In 2007 it received
an environmental excellence award from the municipal
government of Shenzhen City. Like the Shenzhen Factory,
the Pan Yu Factory is designed for energy efficiency,
and there have been sustained efforts to reduce energy
consumption since the facility was opened in 1990.
Production has increased dramatically at both factories,
leading to substantial increase in CO2 emissions.

Closer China-Japan Collaboration on CO2 Reduction
Initiatives
In July 2007, Olympus began to gather data using a newly
installed electric power monitoring system at the Pan Yu
Factory. Information from Japan, including data analysis
case studies and proposed countermeasures, is used to
implement specific measures. In October these efforts werebeginning to yield reductions in CO2 emissions. According
to Du Fei, head of environmental and safety administrationof Olympus (Guangzhou) Industry Ltd., which runs the Pan
Yu Factory, up-to-date information from China was notpreviously reaching Japan. “Frequent contacts with ourcolleagues in Japan allowed us to overcome the barriersof language and culture, and they were able to understandthe situation here. Access to Japanese experience andknowledge heightened our awareness of the need forgroup-level efforts.” All elements of the Olympus Group willcontinue to work closely together to find solutions to thecomplex problem of global warming.

Shenzhen Factory—Advanced Energy Management
Makio Yamada, acting deputy section manager of the QA& Environmental Compliance Department of Olympus
Imaging Corp., visited the Shenzhen and Pan Yu Factories
in January 2006 to check facilities and engage in dialog withthose working at the sites. “I found that both factories were
implementing advanced energy conservation measures,
but that they had reached the limits of what could beachieved locally and would need information and support
from Japan. They are now achieving further reductions
in CO2 emissions in collaboration with Olympus Imaging,which administers both factories, and the Environmental
Development Depar tment, which is responsible for
reducing CO2 emissions across the entire Olympus Group.
In November 2006, representatives of Olympus Imaging
and the Environmental Development Depar tment of
Olympus Corporation went to China to meet with factory

CO2 Emissions of the Olympus Group and the Two Sites in China

The Olympus Group is
working to reduce CO2
emissions at its production
sites in Japan, Europe andNorth America by installing
111,863
environmental systems when
105,159
new plants are commissioned,by promoting daily energy
conservation activities,
and by purchasing energy
derived from natural sources.
Production at the Olympus
46,587 50,015
sites in China has increased
dramatically, and thesefacilities now account foraround 50% of total emissions
by the Olympus Group. We
will continue our efforts to find
(Fiscal Year)'06'07（年度）solutions to this problem.

Group Total

72,19472,18780,00015,66420,0000'00

96,518

101,972

99,08935,92537,846

38,577

'03

'04

'05

81,924

80000
60000

60,00040,000120000100000( ton-CO2 )120,000
100,000

China

17,32722,075

'01

'02

40000
20000

Detailed and further information can be found at the following website.

0

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

12

Feature 04: Good Relationship with the Communities

Bringing People together
through the DITLA Project
Most of the world’s least developed countries
are located in Sub-Saharan Africa. These are thecountries that have lagged furthest behind the restof the world in efforts achieving the Millennium
Development Goals. When conflicts and famines
occur in any of these countries, the impact canspread across multiple neighboring countries.
To make progress, these countries need not
only official development assistance provided bygovernments, but also private sector investment.
However, both businesses and banks have beenslow to invest in Africa, compared with theiractivities in other regions.
Through its activities in 166 countries, the United
Nations Development Programme (UNDP) has built
extensive resources of detailed local information,
project experience and knowledge, and risk
reduction methods. We can be a powerful partner
for private sector businesses.
The DITLA project has helped to shorten theperceived distance between Africa and the rest of
the world, including Japan, and to raise awarenesson a people-to-people level. As the threat of HIV/AIDS continues to spread, we hope that thiscampaign will continue in the future, and that
Olympus will continue to contribute in its areasof specialization, especially imaging and medical
equipment.

Shun-ichi Murata
Director, United Nations Development Programme(UNDP) Tokyo Office

13

Olympus Corporate Social Responsibility Report Digest 2008

Visitors view photographs at a DITLA exhibition.

Policies for
Corporate Activities

Involvement with
PeopleHarmony with
the Environment

Contribution to Achieve the Millennium
Development Goals
Olympus provided extensive support for the “A Day in
the Life of AFRICA” project and has since sponsoredphotographic exhibitions in various countries with thecooperation of international organizations, including
the United Nations Development Programme (UNDP).
Income from this project is donated for use in HIV/AIDS education, and in continuing efforts to raiseawareness of the problems caused by this disease in
Africa.
A Day in the Life of AFRICA Captured by 100 Photographers
On February 28, 2002, approximately 100 leading
photographers were dispersed through 53 countries on
the African continent. The aim of this major project was tocompile a collection of photographs taken on a single day.
Olympus participated in the “A Day in the Life of AFRICA”(DITLA) project as an official sponsor and supplier ofphotographic equipment. Olympus supplied digital cameras
and accessories, as well as compact portable printers used
to check photographs in the field. Olympus also provided
extensive support during the implementation of the project,including 24-hour technical support, and training for thephotographers, who came from 26 countries.
Many of the pictures captured by the 100 photographers
provided glimpses of ordinary life in Africa, as well as thebeauty of the natural environment. They also showed people
filled with energy and hope. Yet in the background lurk thethreats of droughts, floods, poverty, disease and conflict.
The aim of the DITLA project was to inform people
throughout the world about life in Africa, and about the HIV/AIDS situation. All proceeds from the publication of the bookhave been used in HIV/AIDS education.
Donation of Income from Photographic Exhibition for Use
in MDGs (Millennium Development Goals) Initiatives
English, French and German versions of the completed
book were published to wide acclaim in over 20 countries
in late 2002. Olympus also staged “A Day in the Life of
AFRICA” exhibitions as part of the “Africa Year 2003”
program established by the Japanese Ministry of Foreign
Affairs. Originally staged at the Tokyo Metropolitan Museumof Photography, the exhibition was subsequently taken to
17 sites around the world. The photographs attracted large

audiences, and many visitors said that the photographs hadcompletely transformed their view of Africa by revealing
the positive, beautiful aspects that are usually obscured bynegative perspectives. With the cooperation of the United
Nations Development Programme (UNDP), the exhibition was
also presented at the headquarters of the United Nations in
New York. The opening ceremony was attended by Ms. Nane
Annan, wife of the UN Secretary General, and senior UN
officials, including Under-Secretary General Ibrahim Gambari,
who was the Special Adviser on Africa to the Secretary
General. During the ceremony, then Olympus Chairman
Masatoshi Kishimoto announced that all proceeds from theexhibition in Tokyo would be donated for use in activities
contributing to the realization of the Millennium Development
Goals. (This was in addition to the donation of income fromthe book.)
Partnership with International Organizations and theInternational Community
The Millennium Development Goals (MDGs) combine theUnited Nations Millennium Declaration with goals previously
adopted at summit conferences and in other forums. The
challenge for the international community is to achieve theeight goals, include the elimination of poverty and famine,and the provision of universal elementary education, as
well as the prevention of the spread of HIV/AIDS and otherinfectious diseases, by 2015. The UNDP used the donations
from Olympus contributed to a project by UNDP to produce
a music CD (see photograph below) by African musicians
for use in HIV/AIDS education. To mark World AIDS Day on
December 1, 2007, the CD was distributed during the DITLA
photographic exhibition at the National Art Museum of China
in Beijing. It was also distributed to media organizations
across Africa through the United Nations network. The DITLA
exhibition is still being staged in various locations. In 2008,
it was presented in multiple venues to coincide with the 4th
Tokyo International Conference on African Development(TICAD IV) in Yokohama. The exhibition also included an
MDGs corner to inform visitors about the significance of the
MDGs. As a member of the United Nations Global Compact,
Olympus is actively supporting efforts to achieve thesegoals.

The Millennium Development Goals (MDGs)

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

Detailed and further information can be found at the following website.

1. Eradicate extreme poverty and hunger
2. Achieve universal primary education
3. Promote gender equality and empower 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 for development

We are the Drumsfor an AIDS free generation

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

14

Harmony with Local Communities
The Olympus Group promotes unique environmental initiatives and social contribution activities tailored toindividual communities. This page provides brief summaries of some of these activities. More detailed reports
are shown on our websites.
WEB

Japan (Only in Japanese) http://www.olympus.co.jp/jp/corc/csr/data/2007/domestic.cfm
Overseas
http://www.olympus-global.com/en/corc/csr/data/2007/overseas.cfm

Japan
Research and Development
Center (Hachioji, Tokyo) Photo 1
Establishment of Clean SupportTeam
The Clean Support Team was establishedto support people with disabilities who are
engaged in general work activities. Since
fiscal 2007, eight people with disabilities andfour full-time support personnel have been
providing cleaning services in dining rooms,
conference rooms, corridors and other areasin the facility, which is located in Utsugi,
Hachioji City.

Hinode Plant
Sustained efforts to reduce energy
consumption
Energy conservation activities include facility
improvements and continuous energy
conservation patrols. In fiscal 2007, Olympus
also worked to raise workers’ environmental
awareness by encouraging them to take
simple steps to save energy, such as turning
off individual fluorescent lights, and lowering
screens to provide shade from the sun.

Tatsuno Plant

No-Car Days
To encourage employees to use public
transport or car-pooling, the second
Wednesday each month was designateda no-car day. This initiative reduced CO2
emissions by two tons each month and also
helped to raise employee awareness.

Ina Plant

Eco-Product Manufacturing
Olympus is progressively switching to ecoproduct manufacturing. This change hasnecessitated improved quality management,
including the control of chemical substancesused in manufacturing. In fiscal 2007,
ISO14001 internal audit training was provided
for employees, especially those involved inpurchasing.

Photo 1 Clean Support Team members at the

Research and Development Center(Hachioji, Tokyo)

15

This training helped to strengthen thesystems used to ensure that procurement
processes meet the eco-product standards.

Mishima Plant

Photo 2

Support for Blood Donation
The Mishima Plant manufactures blood
analyzers. Since February 2007, it has beenregistered as a blood donation support
center, allowing both employees and local
residents to donate blood. Other initiatives
to foster harmony with the local community
include open days. Recently the Mishima
Plant received an award from the Governorof Shizuoka Prefecture in recognition of its
contribution to blood donation activities.

Tokyo OfficeInstallation of Drive Recorders
In March 2008, Olympus installed drive
recorders with front-mounted monitor
cameras in all of the approximately 500
commercial vehicles used at its 18 sites
throughout Japan. The aim of this initiative
is to reduce accidents and encourage safe,
energy-efficient driving.

Aomori Olympus Co., Ltd.

Photo 3

Tree-Planting in the Shirakami
Mountains
Eighty-five employees planted 200
beech trees at a location in the Shirakami
Mountains, which have been registered as a
World Heritage site. The area was previously
covered with cedar trees planted for logging.
The aim of this project is to restore theprecious natural environment of the area for
future generations by planting beech trees.

Photo 2 Open Day at the Mishima Plant

Olympus Corporate Social Responsibility Report Digest 2008

Aizu Olympus Co., Ltd.

Support for Environment Festa in Aizu
In September 2007, Olympus participated in
the 15th annual Environment Festa in Aizu.
Activities included the use of panel displays
to inform the public about environmental
initiatives, and the free distribution of fertilizer
made from waste food from company
dining-rooms. In fiscal 2007, Aizu Olympus
also hosted an environmental education
program in which participants were able toobserve water fleas (Daphnia pulex) throughan electron microscope.

Shirakawa Olympus Co., Ltd.
Recycling Bazaar to Support
Continued Tree-Planting
Goods donated by employees were sold ina recycling bazaar. The proceeds were used
to support the continued planting of cherrytrees in the factory grounds. The number ofcherry trees at the plant has increased over
the years and reached 20 in fiscal 2007.

Olympus Logitex Co., Ltd.

Fluorescent Light Leasing
To reduce costs and ensure proper
recycling, Olympus Logitex has switchedto leased fluorescent lights. This has
reduced costs by around ¥300,000 annuallycompared with the previous approach ofpurchasing and recycling lights. Anotherbenefit is a 150kg reduction in the amount ofwaste.

KS Olympus Co., Ltd.
Reducing Environment Loads from
Business Activities
KS Olympus is working to minimize
environmental loads resulting fromits business activities by conducting
environmental impact assessments for its
own products as well as for Olympus EcoProducts. The aim is to supply customers
with products with reduced environmental
footprints.

Photo 3 Tree-planting in the Shirakami Mountains(Aomori Olympus)

Overseas
EuropeNorth America

Olympus Europa (OE)

Olympus America Inc. (OAI)/Olympus Imaging
America Inc. (OIMA)

Christmas Cards Used to Raise
Funds for International NGO
During the 2007 Christmas season, Olympus
Europa decided to give donations rather
than gifts by donating 50 euro cents forevery Christmas card sent by the company.
The money was donated to Médecins Sans
Frontières (MSF, Doctors Without Borders), aninternational humanitarian organization.
KeyMed (Medical & Industrial Equipment) Ltd.

Natural Energy Used in New
Building
A new building completed in May 2007 is
equipped with a variety of environmentfriendly systems, including an air-conditioning
system that uses geothermal energy, and asolar hot water system.
Olympus Winter & Ibe GmbH (OWI)

Maintenance of Environmental
Partnership
The company has maintained anenvironmental partnership with the city of
Hamburg for three consecutive years since
fiscal 2005, by installing new air compressors,and by optimizing air conditioning in its
manufacturing facilities.
Olympus Life Science Research Europa GmbH
[Irish Branch] (OLREI)

Environmental Impact Study in
Preparation for Installation ofWind Power Generation System
OLREI has already switched to 100% green
electric power. It now plans to generate
power on-site using a wind power generation
system. The company is currently conducting
an environmental impact study that includes
the use of acoustic measuring equipment toascertain whether the facilities would affectthe sonar capabilities of wild bats living near
the proposed construction site.

Asia and Other Regions
Olympus (Guangzhou) Industrial Ltd.
[Pan Yu Factory] (OGZ)

Production Safety Award (Grade A)

Support for Voluntary Community
Activities by Employees

The company is working to improve safety
awareness and protective skills amongits employees by holding safety seminars
and fire-fighting drills and publishing safety
information. In the current year it received a
production safety award (Grade A) from thegovernment of Guangzhou City.

Since 2007, over 270 employees haveparticipated in highly visible voluntary
programs in local community. To dateemployees have given a total of 3,500 hours
for community service initiatives. Olympus
America also supports voluntary activities by
donating money to community subsidy funds.

Olympus (Shenzhen) Photo 4
Industrial Ltd. (OSZ)

Olympus Canada Inc. [OCI]

In-House Craft Exhibition

Bowling Tournament Used to
Foster Employee Friendships
and Promote Cancer Eradication
Efforts

Olympus (Shenzhen) Industrial staged an
in-house exhibition of craft items madeusing waste materials. The environmentally
themed event featured 53 items. Prizes were
presented for the best products.

OCI’s work force has increased by over 30%
in the past year. It has staged a number of
events to improve in-house communicationand foster friendship among employees.
These include a bowling tournament, which
also had a goal of promoting colorectal
cancer eradication efforts.

Olympus Optical Technology Philippines, Inc.
（OPI）

Participation in Government
Tree-Planting Program
During Environment Week in September
2007, the company held in-house screeningsof the film, An Inconvenient Truth. It also
raised environmental awareness amongits employees by planting trees along an
expressway on Cebu Island. This initiative
formed part of the Philippine government’s
Green Philippines Program, the aim of which isto plant 20 million trees.

Olympus Medical Equipment Service America Inc.
National Service Center (NSC)

Car-Pooling Promotion,
Establishment of Numerical Targets
To reduce greenhouse gas emissions, thecompany is promoting car-pooling and theuse of public transport. Initiatives include
the provision of parking spaces close tobuildings for vehicles used for car-pooling.
Employees car-pooled on a total of 3,600
days, exceeding the target of 3,100 days.

Olympus Latin America, Inc. (OLA)

Emergency Donation of
Microscope to University
The day after the School of Sciences of the
Universidad Austral de Chile was devastatedby a major fire, Olympus Latin America madean emergency donation of money and a BX51
advanced polarization microscopes to support
the continuation of research activities.

Regional
Breakdown ofWorkforceJapan

Consolidated number of
employees: 35,772(As of March 31, 2008)

Europe

20.6%

Asia

34.6%

North America

9.1%

35.1%

= Thousands of employees

Photo 4 Craft products made from reuse/recycledmaterials (OSZ)

For further details, please visit our website.

Other Regions

0.6%

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

16

Summary of Performance Data for Economic, Socialand Environmental Activities
The following data were extracted from information about the business operations and social andenvironmental activities of the Olympus Group. Please visit the following websites for current informationand detailed data.
WEB

Details of economic performance http://www.olympus-global.com/en/corc/ir/
Details of social and environmental activities http://www.olympus-global.com/en/corc/csr/

Overviews of Business Operations
Established:

October 12, 1919

Headquarters:

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

Consolidated Net Sales Ratio
by Segment in Fiscal 2007

¥48,332 million

OthersOthers
2.3%2.3%

OthersOthers
6.2%6.2%
Asia Asia

Business activities: Manufacture and sale ofprecision machinery andinstruments
Capital:Consolidated Net Sales Ratio
by Region in Fiscal 2007

Imaging
Imaging
28.428.4%%

Information/
Information/communication
communication

22.522.5%%
Life science
Life science
11.611.6%%

Unit

Medical
Medical12.312.3%%

JapanJapan%%
EuropeEurope 37.237.2
26.926.9%%
North North
America
America

31.331.3%%

21.321.3%%

FY2005

FY2006

FY2007

Consolidated net sales… ……………………………………………………………… [million yen]

978,127

1,061,786

1,128,875

Operating income ………………………………………………………………………… [million yen]

62,52398,729112,623

Net income…………………………………………………………………………………… [million yen]

28,56447,79957,96933,022

32,95835,772

Number of Olympus Eco-products registered ……………………………… [cumulative]

27 (34)44 (78)341 (112)

Product shipments… …………………………………………………………………… [tons]

4,309

4,555

5,129

Usage of packaging materials… …………………………………………………… [tons]

2,554

2,456

2,692

Economic

WEB

SocialConsolidated number of employees… …………………………………………… [individuals]

EnvironmentalWEB

Eco-products

Eco-facilities
Global warming prevention

1,813

1,905

2,030

CO2 emissions……………………………………………………………………………… [tons-CO2]

104,658

111,030

114,890

CO2 emissions from energy system… ………………………………………… [tons-CO2]

99,089105,159

111,863

69.4

63.5

61.3

CO2 emissions from non-energy system……………………………………… [tons-CO2]

5,569

5,871

3,027

CO2 emissions during transportation… …………………………………………… [tons-CO2]

76,25999,256109,197

Total discharges*1… ……………………………………………………………………… [tons]

4,758

5,238

5,577

Discharges per unit of sales (compared with FY2000 level)… ……………… [%]65.8

Energy consumption……………………………………………………………………… [TJ]

CO2 emissions per unit of sales from energy system (compared with FY1990 level)…… [%]Reducing waste and recovering resources

71.6

68.0

Landfill waste*2… ……………………………………………………………………… [tons]

448

467

407

Recycled waste… ……………………………………………………………………… [tons]

4,311

4,771

5,170

Recycling into valuable resources… …………………………………………… [tons]

1,265

1,637

2,250

27.7

27.0

27.9

225

238

253

23,141

24,074

24,120Chemical substances control

PRTR-listed substances………………………………………………………………… [tons]
Reducing total usage of water

Total water usage… ……………………………………………………………………… [m3]Eco-management/communication
Employees at ISO14001-certified sites…………………………………………… [individuals]＊1 Discharge (waste) means landfill waste as well as recycled waste and does not include waste recycled into valuable resources.
＊2 Waste emitted for landfill disposal as a prerequisite. Such waste undergoes volume reduction, such as incineration, and some of the residues are sent to landfills.

17

Olympus Corporate Social Responsibility Report Digest 2008

Targets for Future Social and Environment Activities
In fiscal 2008, the Olympus Group will continue to implement social and environmental initiatives toward
the achievement of the following targets, as contained in the Medium-Term Corporate Strategic Plan
adopted in 2006.

Targets for FY2008 and beyond
Policies for Corporate Activities
Reinforcement of internal control systems

・Continuing revision and improvement of internal control systems
・Preparation of internal control system report in accordance with the Japanese
SOX Act (June 2009)

Ensuring compliance・Continuing efforts to raise compliance awareness of employees
・Guidance and support to improve compliance-related initiatives in eachspecialization/function category

Service reforms for VOC management

・Application of “voice of customer” (VOC) perspectives at all stages from productplanning and design to manufacturing, sales and customer support
・Sharing of VOC information, including global information, and reinforcement ofcustomer-focused management systems

Implementation of procurement policies

・CSR based on cooperation and mutual respect with suppliersWorking with People
Reinforcement of workplace management

・Company-wide management training based on new human resource management
system to be introduced in FY2009
・Regular updating of executive support systems to clarify roles in business site
administration and line-based human resource functions

Creation of amenable working environments and・Formulation of measures to support advancement for female employees

promotion of employee health・Expanded implementation of health measures based on lifestyle improvement

Harmony with the Environment
Eco-products
・Expansion of sales of environment-friendly products
Creation of advanced environmentally responsible products
Eco-facilities
・50% reduction in energy-related CO2 emissions per unit of sales by FY2010
Realization of environmentally efficient management		 (compared with FY1990 level)
・50% reduction in total waste discharges per unit of sales by FY2010 (comparedwith FY2000 level)
Eco-management
・Reinforcement of environment-related regulatory compliance systems and
Implementation of global environmental management		 environmental risk management
Eco-communication
・Enhancement of environmental protection and social contribution activities,
Improvement of environmental communication		 improvement of environmental education

Working with Communities
Building a good relationship with society

・Continued implementation of social contribution activities based on Olympus
characteristics

For further details, please visit our website.

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

18

Olympus Corporate Social
Responsibility Report Digest
Toward the Realization of a Better Livelihood and HappinessThis logo mark symbolizes the environmental activities of the
Olympus Group, which is involved in benefi cial activities for theearth and human beings, so that together we can smile like this.

Olympus Corporation
Contact

CSR Department, CSR Division

Quality and Environment Management Department,
Quality and Environment Administration Division

Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome,
Shinjuku-ku, Tokyo 163-0914, Japan
Tel: +81-3-6901-9299 Fax: +81-3-3340-2062
E-mail: csr_info@ot.olympus.co.jp

2951 Ishikawa-cho, Hachioji-shi,
Tokyo 192-8507, Japan
Tel: +81-42-642-5125 Fax: +81-42-642-9017
E-mail: environ@ot.olympus.co.jp

Olympus CSR Website

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

Issued in August 2008 (previous edition issued in August 2007)
Circulation: 4,000 copies
Next volume scheduled for issue in August 2009
X020-08E 0808T Printed in Japan
This booklet was produced using FSC-certified paper.