Introduction
The Olympus Group first published its “Environmental Report” in 2000. In 2005, it began to publish the“Corporate Social Responsibility Report,” which also
includes information about governance and social
responsibility.
In 2008, we adopted a new approach designed toprovide a clear overview of our business activities.
Since then, we have provided detailed informationon our website, while also publishing a printed digest
version of the report containing information about
our policies and significant initiatives each year.
Starting in 2011, we will publish a more detailed
full report in addition to the digest version. Readers
can choose the version that they wish to use according to their particular interests. (The full report isscheduled to appear in December 2011.)
Because of anticipated shortages of ink and paper
following the Great East Japan Earthquake that occurred on March 11, 2011, we have decided to publish both the digest and full versions of the report
only in PDF form. The English digest version was
published a month behind schedule in October. It
includes reports about past and future initiatives in
response to the earthquake.

Overview of Corporate Social Responsibility Information● Olympus Corporate Social Responsibility Report Digest

The digest report (this PDF file) is intended as a communication
tool for use in providing stakeholders with selected information
about initiatives and key topics relating to fiscal 2010.
● Olympus Corporate Social Responsibility Full Report

The full report, which we plan to publish in October 2011, willcontain comprehensive information, including descriptions ofspecific initiatives and detailed data.

Investor relations
websiteFinancial reports● Olympus CSR Activity Website

This notation WEB indicates that more detailed information isavailable on the website.
WEB

Olympus CSR activity website

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

Reference Guidelines Used in the Compilationof the Corporate Social Responsibility Report*Comparative tables pertaining to the Environmental Reporting Guidelines
and the United Nations Global Compact have been placed on the Olympus
Group CSR website.
●G RI, Sustainability Reporting Guidelines 2006●E
 nvironmental Reporting Guidelines of the Ministry of theEnvironment, Japan (2007 edition)●E nvironmental Accounting Guidelines of the Ministry of theEnvironment, Japan (2005 edition)

Olympus Corporate Social Responsibility Report Digest 20111

Contents

Full reportin English

CSR activity website
in English

Olympus Top Messages… ………………………………… 3

To be published in
December 2011
(on plan)

CSR Management in the Olympus Group………… 5
Our Relationships with Stakeholders………………… 7

To be published in
December 2011
(on plan)

DigestHighlight 1… ………………………………………

9

For Customers in Each Business

Published October 2011

Medical Systems BusinessHelping to Improve Healthcare Standards in
Asia’s Growth Economies through Enhanced
Endoscope Training
Life Science & Industrial BusinessMeeting Diverse Customer Needs througha Global Multilingual Website
Imaging Systems Business
A Universally Usable Product with Audio
Guidance and DAISY-Compliant Features

Highlight 2… ……………………………………… 15

Photo Contest Held to Promote Efforts
to Achieve the MDGs—“Picture This:We Can End Poverty”

Non-financial reporting

Highlight 3… ……………………………………… 17

Changes to Leadership Training Program
Highlight 4
1

2
2

1

The website provides information
about the Group’s CSR policies,
detailed case studies andinformation for each stakeholder
category.
There are also sections presenting
information designed for specificgroups of stakeholders, such as
consumers, shareholders andinvestors.

… ……………………………………… 19

Toward the Recycling-Oriented Society—Reducing Environmental Loads
across Product Lifecycles
Special Feature:
The Olympus Group’s Response to
the Great East Japan Earthquake……………… 23
Results of the Olympus Group’s Main Socialand Environmental Activities in Fiscal 2010……… 25
Corporate Profile/Financial Highlights… …………… 27
External Assessments………………………………………… 28

Scope of Report
Period:April 1, 2010–March 31, 2011
*The report also includes information about important recent events occurring up to June 2011.
(Special feature: The Olympus Group’s Response to the Great East Japan Earthquake)

Organizations:

Economic ReportSocial Report

Olympus Corporation and its consolidated subsidiaries and affiliated companies
In principle, Olympus Corporation, Olympus Imaging Corporation, Olympus Medical Systems Corporation(Information about other companies is included in items about specific events.)

Environmental Report Olympus Group parent company and major production subsidiaries in Japan and overseas*In principle, the ITX Group is excluded from the scope of the non-financial reports.

Olympus Corporate Social Responsibility Report Digest 20112

Olympus Top Messages

Social IN - Olympus aims to realize abetter livelihood and happiness for all
through its activities.

In today’s world, with accelerated globalization, many

also need to work with our stakeholders through dialog

global issues have arisen, such as economic and social

and build win-win relationships based on mutual trust. I am

imbalance, global warming and water scarcity.

convinced that this is the meaning of the Olympus Group’s

The Olympus Group began to export microscopes

Social IN management philosophy, through which we offer

early in its history and by the start of the 1960s we were

new value, based on engagement with society and theactively expanding our business globally, including thesharing of values.

establishment of subsidiaries in Europe, North America
and India. As our business activities expanded, I am keenly

As part of its responsibilities as a corporate citizen,

aware that we have a need to increase the scope of ourdetermined to survive in a global environment, Olympus

social responsibility to contribute to the solution of various

has continually supported the initiatives launched in 2002,

problems, and we can do more than we have already done.

to achieve the United Nations Millennium Development

Our slogan under the new medium-term corporate

Goals (MDGs) and Olympus joined in activities under the

strategic plan adopted last year is “Advancing to the Next

2004 United Nations Global Compact.

Stage of Globalization.” For the Olympus Group to achieve

One of the ways in which we are contributing totrue globalization under this plan, it is necessary for us to

the achievement of the MDGs is through the use of thedevelop corporate strategies with a global perspective, not

Olympus Group’s imaging technology, to raise awarenessprioritizing our focus on local matters.

of key challenges in Africa, such as poverty andI believe it is not enough to focus simply on profit. We

environmental problems. For example, we have staged

Olympus Corporate Social Responsibility Report Digest 20113

First of all, we would like to express our condolences for all the victims of the Great
East Japan Earthquake, and our sympathy to the many people who are still in adifficult situation in the wake of the disaster.
We are also sorry for our customers, as many of our suppliers and some Olympus
Group facilities were also affected by the disaster, whilst further work will be needed
before we can fully restore the Olympus Group as a whole with stakeholders. We are
not only making relief donations but wherever possible, donating our products andproviding special repair services for those who suffered in the disaster.

photographic exhibitions in cooperation with the UNDP
and the AFP Foundation. We are also making a positive
contribution to society through our business activities,
including the Brave Circle campaign to eradicate colorectal
cancer.
Furthermore, it is essential to achieve sustainable
development of society as a fundamental principle infulfilling our management philosophy. With a strong senseof mission toward society’s expectation of reducing
the environmental burden, we set our long-term target,“Carbon 1/2 2020” to halve our total fiscal 2007 CO2emissions by fiscal 2020 and will promote this in allareas of our business activities, including products,
manufacturing operations and logistics systems.
We will strive to establish group-wide CSR
management structure, to realise our management

Tsuyoshi Kikukawa

philosophy at global level.

Representative Director, Chairman, andChief Executive Officer

Notice Concerning the Publication of theSecond Edition of CSR Report Digest 2011
An event with significant implications for the Olympus
Group occurred in October 2011. While this is outsideof the period covered by CSR Report Digest 2011, we
have decided to compile a revised edition of the reportreflecting this event. The second edition of the CSR
Report Digest was published on October 18, 2011.

Olympus Corporate Social Responsibility Report Digest 2011

4

CSR Management in the Olympus Group

Corporate Governance Organization andRole of the CSR Committee
Our “Social IN” management philosophy is the starting point for all activities of the Olympus Group.
In September 2004, we adopted the Olympus Group Corporate Conduct Charter to ensure that we would
fulfill our corporate social responsibilities by applying this philosophy to our day-to-day business activities.
In fiscal 2010, we established the CSR Committee, which works through several promotion committees
to strengthen our initiatives to realize our management philosophy.
Corporate Governance

Timely Decision-Making and Effective Supervision

The Board of Directors consists of 15 directors, including three external
directors. Normally the Board of Directors meets once each month to maketimely decisions on business strategies and other important management
matters, and to provide appropriate supervision of business operations. To
ensure accountability, the term of office of directors has been set at one year
so that their performance can be assessed annually. Olympus has further
strengthened its governance by adopting an executive officer system, underwhich the decision-making and oversight responsibilities of the Board of
Directors are separated from the operational executive functions of the executive
officers. The external directors supervise decision-making by the Board of
Directors from an independent perspective. They are also seen as a source ofexpert knowledge that can be applied to the management of Olympus.
Olympus discloses information about its governance systems, including
details of its audit systems, in its Corporate Governance Report.

General Meeting of Shareholders
Appointments,
dismissals

Appointments,
dismissals

Board of Directors

AuditsBusiness Management System

Recommendations

Directors

Office of
Auditors

AuditsSpecialCommittees

Appointments, dismissals, supervision

Representative Directors

Accounting audits

Internal Audit
Department

Executive Management Committee

Accounting
Auditors

CSR Committee

AuditsBusiness Divisions, Corporate and R&D Divisions, Group Companies	http://www.olympus-global.com/en/corc/csr/olycsr/soundcorpo/
business/

Establishment of CSR Committee

Appointments,
dismissals

Board of Auditors Audits

Collaboration

WEB

Corporate Governance Structure

Target Setting and Performance Assessment for CSR Activities in the Olympus GroupOlympus expanded its existing Risk Management Committee and created a new
CSR Committee with the aim of realizing its “Social IN” corporate philosophy
through further reinforcement of its company-wide CSR activities. The task of
the CSR Committee is to spread and consolidate CSR activities throughout the
Olympus Group by helping the President, who chairs the committee, to make decisions, and by promoting and monitoring the application of the plan, do, checkaction (PDCA) approach to all decisions.
Several promotion committees have been established under the CSR Committee. These work with the CSR Committee to study corporate policies, develop
plans and promote their implementation in the functional areas for which they are
responsible.

Management Philosophy of the Olympus Group

INsight

INspiration

Creating
New Values

Information Security Promotion Committee
CSR Procurement Promotion Committee
Safety & Health and Ethical Conduct Promotion Committee
Social Contribution Promotion Committee

CSR = Development of both society and Olympus

We establish arelationship withsociety throughthe three “INs.”

Sharing
Society Values

Compliance Promotion Committee

Social IN

Social IN

SocialInvolvement

Risk Management Promotion Committee

CSR Concept of the Olympus Group

Toward the Realization of a Better
Livelihood and Happiness

INvolvement

CSR Committee

Contribution to Society
through Business:

Social demands
and expectations

By providing needed value
to society and producing
profits through business

By investing in society andestablishing a meaningful
relationship within it

Customers
Business
Partners

Duties andresponsibilities
to society

Employees

Local
communities

Shareholders

International
community

Fulfillinceg all
om p li a n
w it h l a w o b l i g at i on s t h ro u g h c s e t h i c s
s , r e g ul a ti on s a nd b u si n e s

E c o no m i c, s

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

Contribution to Society
through Other Voluntary
Activities:

ociety, the environment

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

Olympus Corporate Social Responsibility Report Digest 2011

5

Reinforcement of Compliance Structure and Enhancement of Education Systems
The CSR Education Cube

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RecipientsHandbookns

As part of its compliance education activities, Olympus distributes a CSR Guidebook to employees and other members of the Olympus organization and works
to raise awareness of compliance and CSR initiatives.
The main priorities for the Compliance Promotion Committee, which was
created as a subsidiary organization of the CSR Committee, are to visualize
the compliance situation throughout the Olympus Group, and to provide CSR
education for employees and other members of the Olympus organization.
Compliance visualization is achieved by clearly identifying the organizational
units responsible for regulatory compliance, and by sharing information about
the compliance situation across all units. CSR education has been restructured
around a newly developed CSR Education Cube concept, which is based on
three axes: content, means and recipients.

Mea

Compliance Structure

Lectures, group training
e-learning
CSR Overview

Content

Risk management

Education Methods
Proposed in Block Unit

Compliance
Information security
CSR-based procurement

CSR Guidebook

Increased Promotion of CSR-Based Procurement
In addition to quality, delivery time, price and environmental
considerations, Olympus has also made regulatory compliance, human rights, compliance with labor standards and theprevention of corruption important priorities for its procurement activities under the Olympus Group Procurement Policy,
which was adopted in November 2005.
In fiscal 2010, the CSR Procurement Promotion Committee, which was established as a subsidiary organization of the
CSR Committee, reviewed the Olympus Group Procurement
Policy and drew up the “Request to Suppliers.” Olympus also
introduced assessment of suppliers of parts and other items
based on monitoring of their sites in Japan and overseas. As
part of its human resource education activities, Olympus also
provided in-house training in monitoring methods and otherskills for procurement staff.

Strengthening Collaboration on CSR-Based Procurement

A procurement policy briefing
for suppliersWEB

In-house training in monitoring methods

The Olympus Group Procurement Policy	http://www.olympus-global.com/en/corc/procurement/policy/

WEB

Request to Suppliers
 ttp://www.olympus-global.com/en/corc/procurement/supply/pdf/
hrequest.pdf

Olympus Group Corporate Conduct Charter (Extracts)
Policies for Corporate Activities

UN Global Compact

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 community

Based on the fundamental concept of Social IN and being fully aware of its
responsibilities as a corporate member of society and the company is also
comprised of the people with various value systems around the world, theOlympus Group continues to provide value for our society in support of thelivelihood 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.

WEB

Olympus agrees with the 10 principles of the UN Global Compact andhas participated in the Compact since October 2004. Details of the Global
Compact can be found on the websites of the United Nations Information
Centers.

WEB

Olympus Group Corporate Conduct Charter

United Nations Global Compact

	http://www.unglobalcompact.org/

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

Olympus Corporate Social Responsibility Report Digest 20116

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
to health, 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/

To ensure consistent compliance with laws andOlympus aims to improve not only its own corporate value but also that of its suppliers through col-Shareholders/
Investors

laborative CSR initiatives at all stages of the supply

regulations, Olympus has established compliance systems based on its Social IN management philosophy. In fiscal 2009, we continued toprovide compliance education for executives andchain. Specifically, we are working to strengthen

employees. We also assessed the effectivenessour partnerships with suppliers by ensuring thatof the internal control systems used to ensure theevery transaction is based on compliance with all

accuracy and reliability of financial reporting.

laws and regulations, respect for human rights,

P 5-6

as well as the environment, whilst ensuring that all
business dealings are fair and open.

WEB

P6
WEB

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

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

Olympus
Suppliers
R&D

Production

Olympus aims to contribute to the creation of a healthy environment
and a human society capable of sustainable development, throughtechnology 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,

The
Environment

we are working globally to minimize environmental burdens throughout
product life cycle by creating environment-conscious products andconducting environmentally responsible business activities.

P 19-22WEB

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

Olympus Corporate Social Responsibility Report Digest 20117

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 “Voiceof Customer” (VOC) activities. We are also enhancing and expanding ourcustomer satisfaction (CS) training programs for all employees.

P 9-14WEB

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

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 contribute toenhanced personal and corporate growth. We ensure thatAs a global citizen, Olympus aims to improve and continue its

working environments are safe and pleasant by complying

relationships with all stakeholders by developing business ac-with all local laws and regulations and by implementing mea-

tivities from the perspective of making contribution to societysures and initiatives that reflect the characteristics of individual

by using our technological and human resources in activities

overseas subsidiaries.

that benefit society.

P 17-18

P 15-16WEB

WEB

For Employees and Their Families
http://www.olympus-global.com/en/corc/csr/workplace/

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

Olympus Corporate Social Responsibility Report Digest 20118

Highlight 1-1

1 An endoscope training center was
opened in Beijing in July 2010.
2 Endoscope training activities inside
the center
3 The Chinese version of the logo
used for the gastrointestinal healtheducation campaign
4 The Chinese version of the onakakenko.com logo
5 Mascot characters used in a gastrointestinal health education programin China

Olympus contributes to theimprovement of health services in emerging and developing countries through its
business activities by opening
training centers, by promoting
minimally invasive medicine,and by disseminating healthrelated information.

2

1

3

5

4

[For Customers]

Medical Systems BusinessHelping to Improve Healthcare Standards in Asia’s Growth
Economies through Enhanced Endoscope Training
systems in various countries to ensure safety and help physicians to acquire the necessary skills.
At the same time, Olympus has worked to eradicate cancer through public information campaigns about the importance of regular examinations. In recent years, the incidenceof colorectal cancer has increased in Japan, Europe andNorth America. However, advances in medical technology allow cancers to be removed endoscopically without the needfor abdominal surgery. Because colorectal cancer produces
few subjective symptoms in the early stages, it is importantto have annual fecal occult blood tests, and to undergo thorough endoscopic examinations if the presence of disease issuspected. In Japan, Olympus launched the “Brave Circle”
campaign to eradicate colorectal cancer in 2007. In 2009, it
restructured the campaign as a specified non-profit organization, through which it now works with government agencies,
organizations and other companies to promote regular cancer
checks. Overseas, Olympus supports similar campaigns topromote cancer examinations in Canada, the Czech Republicand South Korea and is a member of the National Colorectal
Cancer Roundtable in the United States.

Early Discovery, Early Treatment
Many years ago a doctor asked Olympus if it could create acamera capable of recording images inside the stomach asa way of discovering stomach cancer, a common disease inJapan. This led to the development of the world’s first practical gastrocamera in 1950.
In the six decades since that time, Olympus has continually enhanced its systems by introducing the latest technology of the day, including glass fiber, charge coupled devices(CCDs) and Hi-Vision, always heeding the views of physiciansand other medical professionals as it worked. Today the roleof endoscopes has expanded to include not only observations
inside the body, but also minimally invasive medicine, in which
endoscopes are used in combination with various medical instruments to allow medical procedures to be carried out while
minimizing the impact on the patient. From the initial gastrocamera, endoscopes have evolved to include systems designed for other areas of the body, including the esophagus,
duodenum, large intestine, biliary tract, respiratory organs,the ear, nose and throat, the urinary organs, and gynecological organs. Olympus has also established endoscope training

Olympus Corporate Social Responsibility Report Digest 20119

Refer to the following website for information about other initiatives.

general public. In fiscal 2009, gastroenterologists presented
briefings for the local media in 20 cities. The purpose of thisinitiative was to spread awareness of the concept of the “threeearlies” (early discovery, early diagnosis, early treatment). In
addition, Olympus created a Chinese version of its onakakenko.com website. This website, the name of which means“belly health,” is used in Japan to provide information about
gastrointestinal health to the general public under the supervision of physicians. People in China can now use the Chineselanguage version of the site to check their own gastrointestinal
health.
In addition to the dissemination of information through themedia, Olympus has begun to implement a variety of initiatives
based on public participation in fiscal 2010. In collaboration with two media organizations in the fashion and healthfield, it staged a series of “Health Lectures for 100 People.”
Presented by medical specialists, the lectures were presented
in 10 cities, starting in March, and each was attended by aninvited audience of 100 readers. In August, Olympus began topromote awareness of the “three earlies” concept and actively
encouraged people to have endoscope examinations by using mascot characters to present information on a dedicatedwebsite. In September, Olympus launched a major campaign
in Beijing under the title “Wei ai wei wei” (for the sake of love,
love your stomach). Gastroenterologists and celebrities wereinvited to participate in a press conference to announce thecampaign, which included walking-for-health programs, healthlectures and other events. Publicity initiatives included thedesignations of October each year as “Gastrointestinal Care
Month.” These initiatives have produced a steady increase inawareness of the “three earlies” concept in China. Olympus
will continue to implement a range of initiatives, including touring exhibits and events.
Through these activities, Olympus is contributing to thedevelopment of healthcare systems and the improvement ofhealth in this rapidly growing market.

Strategies in China’s Expanding
Medical Equipment Market
With a population in excess of 1.3 billion, China continues toachieve rapid economic development. It is estimated that the
number of stomach cancer patients in China is increasing by
400,000 every year and accounts for around 40% of the world
total. There has also been a significant increase in the numberof colorectal cancer sufferers over the past 10 years.
In 2009 the Chinese government announced its “Opinions
on Pharmaceutical and Healthcare System Reform” and a prioritized medium-term implementation plan for pharmaceuticaland healthcare reform. China’s goals for its reform program
include the establishment of a uniform national insurance
scheme. However, medical institutions are unable to recruit
sufficient physicians with endoscopic skills, and training has
become an urgent priority.
Olympus responded to this situation by establishing a
training center in Shanghai in 2008. In July 2010 it establishedits second training center in China in Beijing. These training
centers are making an important contribution to the training ofphysicians with endoscopic skills. Trainees undergo theoreticaland practical training in subjects that include the endoscopic
examination of digestive organs, and the operation of medical
instruments and surgical equipment in conjunction withendoscopes.
The medical staff who manage the equipment, including
nurses and technicians, undergo the same training as physicians. Through these activities, Olympus is helping to raise
the standard of medical care while also creating a market.
Benefits include the increased use of endoscopic examinations and minimally invasive medicine to reduce the impact of
medical procedures on patients, the early detection of cancer,
and the improvement of patients’ quality of life (QOL).

Gastrointestinal Health Awareness
Programs for the General PublicWEB	A dedicated website used to promote awareness ofgastrointestinal healthCancer is frequently discovered early in Japan and South
Korea, where health checks are common, but in China few
people undergo preventive examinations, and the early discovery rate for stomach cancer is low. In fiscal 2008, Olympus
responded to this situation in China by launching a gastrointestinal health awareness campaign targeted toward theTOPICS

http://www.olympus-global.com/en/corc/csr/customer/	http://cn.olympus.com/T_gajh/index.aspx?nodeid=163(Only in Chinese)WEB

The Chinese version of the onaka-kenko.com website

	http://www.cwjk.com.cn/

WEB(Only in Chinese)

The Japanese onaka-kenko.com website

	http://www.onaka-kenko.com/(Only in Japanese)

Building the Medical Systems Business in Emerging and Developing Countries

Economic growth has also been accompanied by increasing demand for healthcare services
in other emerging and developing countries. In India,
endoscopes are already used extensively in therapies forpatients suffering from spleen and gallbladder conditions.
The healthcare business is expected to emerge alongside the IT sector as a major contributor to India’s rapid
economic growth, and demand for medical equipment
is likely to expand speedily. Olympus has establishedendoscope training centers at several hospitals in India tosupport the training of physicians with endoscopic skills.

In April 2010, it established Olympus Medical Systems
India Private Limited on the outskirts of Delhi, the capitalof India. This medical subsidiary will undertake marketing
activities and strengthen customer interfaces by building
systems to support the provision of high-quality services.
Olympus is also establishing training centers to provide training for medical professionals and support staff inother emerging and developing countries in Asia, Central
and South America and Africa. Decisions on the locationsof these centers are based on healthcare needs and local
circumstances.

Olympus Corporate Social Responsibility Report Digest 201110

A service center in India

Highlight 1-2

1 Viewing the new comprehensive
website1

2

2 A worker inspects pipes using the
OmniScan MX2 phased array ultrasonic flaw detector.
3 An IPLEX FX industrial videoscope in
use at a wind power facility in New
Zealand

Olympus industrial products are usedthroughout the world. To ensure that
Olympus products offer the same value
to all users, Olympus provides support
through a multilingual website. As partof our efforts to respond to the needsof our customers, we also conduct
continual customer satisfaction surveys worldwide. The results are used
to improve the usability of the website.

[For Customers]

3Life Science & Industrial BusinessMeeting Diverse Customer Needs
through a Global Multilingual Website
Multiple Sites for a Single ProductWebsite Integration

Corporate websites are one of the means used to provide
product information to customers. For this reason, we mustensure that the information is easy to understand and free ofomissions and duplication. However, when Olympus acquired
R/D Tech Inc. (now Olympus NDT Inc., “ONDT”), which manufactures and sells non-destructive testing equipment in North
America, in June 2005, overseas subsidiaries of Olympus and
R/D Tech all maintained their own websites, and there were
multiple websites for the same products. In some locations,outdated product information was left on websites, and thefocus of advertising content also varied.
Since the Olympus Group as a whole supplies the same
industrial products globally, we decided to integrate the twocompanies’ websites into a single global website that would
be easier for our worldwide customers to use.

In March 2008 we launched a website integration project. This
began with the translation of content compiled in English into
texts in multiple languages, which were then checked by local
subsidiaries. While the website creation process was complex,
it was completed in a short period under the overall control of
executives in Japan, who were in direct contact with local staff
in each country.
As a result of this work, we now have a single website thatcan be maintained and updated centrally. This ensures that
product information is updated properly.
During the project, some overseas subsidiaries resisted
the closure of their existing pages, on which they had spentconsiderable time and effort. There were also differences indesign values. Much time was needed to resolve these andother issues. There were also numerous communication problems resulting from time differences, and from the need to use
English in all communications, despite the fact that English is
not the native language of many of the countries involved.

Olympus Corporate Social Responsibility Report Digest 201111

Refer to the following website for information about other initiatives.

However, each problem was overcome through a sharedcommitment to approaching the task from the customer’s perspective, and through sustained coordination efforts, including
the use of videoconferencing to discuss design factors. It wasalso necessary to review our global sales promotion structures, and we integrated our promotional catalogs under acommon design.
Through this work we created a website with content in
11 languages, including not only English and Japanese, butalso French, German and Spanish. (In 2010 the number oflanguages was increased to 13.) By using the same designand distributing the same information content in all languages,
we were able to ensure the distribution of uniform information
about Olympus in 95% of the world’s market, regardless of
the regions or products involved. The platform used by ONDTin the United States was adopted to create a system that allows the staff responsible for each product to edit related information via the Internet. This has enhanced the efficiency of
web development and reduced both person hours and costs
compared with website creation in Japan.
Products shown on the website immediately after the
integration project in 2008 included an industrial videoscope
capable of remote control, and a high-speed video camera.
In 2010, the scope of the website was expanded to include
industrial microscopes and X-ray analysis systems. On May 2,
2011, the website was revamped and relaunched.

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

In May 2009, we began to use this mechanism to conductcustomer satisfaction surveys as a way of determining whether customer inquiries were being handled effectively. One
week after their inquiry, customers in each region are asked toindicate (1) how long it took to receive a response, (2) whether
they were satisfied with this response time, and (3) whether
they were satisfied with the response. If customers indicatethat they are dissatisfied, we ascertain the situation with thelocal subsidiary or distributor and take steps to remedy any
problems. Through this process, we are steadily taking steps
to deal with individual issues, such as regional variations insatisfaction levels, and failure to respond to inquiries becauseof the large number received. However, while the number ofpeople who were dissatisfied was initially high, we were able
to make improvements based on analyses of detailed views
obtained from survey participants. Two years later the majorityof respondents are indicating that they are satisfied.

Enhancing Website Usability
By creating this integrated global website, Olympus has beenable to distribute its brand image as a manufacturer of nondestructive testing equipment to customers worldwide. We
will continue to update the website and add useful new functions. We also plan to add more languages, and to make optimal use of existing systems and information processing tools
to enhance the content, including the provision of web-based
training for complex products. This website will continue to be
an important tool for the improvement of customer interfaces.

Responding More Efficiently to
Customer Inquiries

WEB

With the integrated website, inquiries about repairs andproducts are placed in a central data base. This means thatregardless of the country or region from which an inquiry originates, immediate assistance can be arranged anywhere in theworld, simply by sending an e-mail to the appropriate local
subsidiary or distributor, according to the product concerned.

Olympus Life Science & Industrial Business
http://www.olympus-ims.com/

VOICE
Comment
from anEmployeein JapanComment
from anOverseas
Employee

We want to create a better website
from the customer’s perspective.

Apart from the difficulty of negotiating in English, we also had to deal with avariety of disagreements and arguments stemming from differences in design values in each country, differences in responses to problems and thetime taken to make decisions. We sought to reconcile these views by working as a group and approaching our tasks from the customer’s perspective.
I am very happy that this work has borne fruit in the form of a new websitethat can be used to distribute information to customers throughout theworld. We will never be satisfied with the status quo, and we will continue
to work to achieve further improvement in customer
satisfaction.

Website integration has allowed
us to respond to regional
differences in customer needs.

Previously our websites were managed separately in each region
and product category. By creating an integrated global website
and identifying each visitor’s country or region from IP addresses,
we are able to display the information sought by each customer
instantly even though there is only one global website. I believethat this approach will allow us to improve customer confidenceby building a global business with local customers.

Misa Aso
Marketing and Communications Group
Product Planning & Marketing
Communications Department
Life Science & Industrial Systems Group

Meindert Anderson
Communications and Marketing Manager
Olympus NDT Inc.

Olympus Corporate Social Responsibility Report Digest 201112

Highlight 1-3

12

1 A user reads a Braille catalog for the Digital Voice
Recorder, DM-4/DM-5 digital voice recorder.
2 The Digital Voice Recorder, DS-40 (left) is
the first Olympus digital recorder with voice
guidance. The Digital Voice Recorder, DM-4/
DM-5 (right) conforms with the Digital Accessible
Information System (DAISY) standard*1 and theColor Universal Design (CUD) principles.
*1 This is a system of common international standards for
digital books, which are taking the place of books recorded
on tape for people with visual impairments or reading
difficulties. It is developed and maintained by the DAISYConsortium, of which Olympus is a supporting member, asa common global system for information accessibility.

[For Customers]

Olympus continues to enhance the usability andaccessibility of its digital recorders for all users, including those with disabilities.

Imaging Systems Business

A Universally Usable Product with Audio Guidance
and DAISY-Compliant Features
Launched in November 2006, the Digital Voice Recorder,
DS-40 features a voice guidance system (switchable between
Japanese and English) that audibly announces the operating status of the device so that it can be controlled even if
the display cannot be seen. This feature makes the productaccessible for people with visual impairments. The product’s
excellent reputation for usability also reflects the advice provided by RNIB and other organizations concerning the shapesof the buttons, including the “Record,” “Playback” and “Stop”
controls.
The Digital Voice Recorder, DS-61, which was launchedin October 2008, features an enhanced voice guidance system. This product has earned an excellent reputation for its
sophisticated features and won the Wonder Vision Award*2 inJanuary 2009. It has also been introduced at NFB events.

Developed with the Cooperation ofOrganizations for People with Visual
Impairments
Olympus has been a leading manufacturer of voice recorders
since the launch of its first microcassette recorder in 1969. It
has continually pioneered new advances in this field, including
digital voice recorders and linear PCM recorders that surpass
CD playback in terms of sound quality, so that users can enjoy
enhanced audio quality and ease of use.
Around 2003, Olympus received a communication from aperson with a visual impairment and learned that its recorders
were being recommended as products that could help people
with visual impairments to convey their wishes and intentions.
We then began to develop new products with the assistanceof organizations for people with visual impairments and others with reading difficulties, including the British Dyslexia
Association (BDA) and the Royal National Institute for the Blind(RNIB) in the United Kingdom and the National Federation of
the Blind (NFB) in the United States.

*2 These awards are presented to suppliers of “Vision Free” products andservices for use by people with visual impairments. The winners are selected by a U.S. organization for people with visual impairments.

Olympus Corporate Social Responsibility Report Digest 201113

Refer to the following website for information about other initiatives.

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

In addition to the development of new products. We alsoenhance the usability of products that have already been soldby issuing firmware updates.

The DAISY-Compliant Digital Voice
Recorder, DM-4/DM-5
A single user inquiry prompted Olympus to develop the Digital
Voice Recorder, DS/DM series. Our aim in creating theseproducts is to provide enhanced usability*3 and accessibility*4 for all users by reflecting the assessments and views oforganizations for people with visual impairments, such as the
RNIB, in their designs.
Examples of this approach include the shapes of the buttons and the provision of voice guidance, including audible
indications of the battery level. We also applied the Color
Universal Design (CUD) principles to facilitate recognition bypeople whose color vision differs from that of the majority.
The Digital Voice Recorder, DM-4/DM-5, which waslaunched in Japan and the United States in June 2010, andthe DM-5, which went on sale in Europe, offer not only conventional music, audio book and podcast playback functions,but also the capacity to create reading environments forpeople with visual impairments and dyslexia*5, including audio
book playback and text display functions that comply with
the DAISY standards. One of the reasons for the popularity
in Europe, North America and Japan is the fact that they aresold as general products and are available at ordinary masssales outlets, eliminating the need to go to specialist retailers.
Olympus has based the development of these products
on direct dialog with representatives of national organizations
for people with visual impairments in the United Kingdom
and the United States. In Japan, where related groups andfacilities tend to be organized within local government areas,
Olympus promotes its products at information meetings inBraille libraries and other facilities and at exhibitions of welfarerelated equipment. We also lend products in response toinquiries and seek user opinions for use in the development of
future products.

*3 The narrow definition of “usability” is the ease with which products andservices can be used. The term is also applied to the development of
products and services from the user’s perspective, taking into accountthe characteristics of products or services, and changes in the people
who use them and the circumstances under which they are used.
*4 Accessibility is the ability of an item, such as a product, building or service, to be used without difficulty by anyone, including aged people orpeople with disabilities, or the level of that ability.
*5 Dyslexia is a condition that includes difficulty with reading or writing in
the absence of specific abnormalities in relation to intellectual capacity orother characteristics.

Future Initiatives
Olympus is a major sponsor of QAC Sight Village events,
which are held by Queen Alexandra College Birmingham
for people with visual impairments. Venues include London,
Manchester, Birmingham and other British cities. Each year
over 2,000 people attend these events, which are important
opportunities for people with visual impairments to obtain information about new technologies and support equipment.
In addition to its collaboration with related organizations,
Olympus also works directly with people who have visual impairments to improve the usability, accessibility and functionality of its products. We will continue to develop products withenhanced usability for all users, regardless of whether or notthey have disabilities.

VOICE
Comments
from a User

I look forward to working with
Olympus again to enhance productusability.

Comment
from anEmployee

Due to the commitment of the team at Olympus, its excellent digitalrecorders and other recording devices that combine excellent accessibility with a wide variety of functions, including playback functions
for audio teaching materials and DAISY books have been produced
and continue to be developed.
We are wholeheartedly continued working with the company aspartners to produce high quality accessible products for the people
with visual impairments.

Our goal is to create products thatwill provide enhanced usability forpeople with visual impairments.

In the area of digital voice recorders, Olympus has not only beenworking with the RNIB but also with visual impaired users to improve
the products that meet their needs. I am very pleased that this collaboration has allowed us to supply many products with functions
that include voice guidance and the DAISY book playback, and thatthese products are so highly regarded by our customers and organizations for the visually impaired. We will continue our efforts to create
products that will provide enhanced usability forpeople with visual impairments.

Mr. Steve Tyler

Lee Buckley

Head of Innovation and Development
Royal National Institute for the Blind

National Account Manager
KeyMed (Medical & Industrial Equipment) Ltd.

Olympus Corporate Social Responsibility Report Digest 201114

Highlight 2

Olympus and the United Nations Development
Programme (UNDP) organized the second“Picture This” photo contest to support efforts
to achieve the Millennium Development Goals.
The award ceremony and photographic exhibition were held in the United Nations General
Assembly Auditorium. A program about
this project was produced for international
broadcasting.

3

1

2

4

5

Overcoming Poverty

Photo Contest Held to Promote Efforts to Achieve
the MDGs—“Picture This: We Can End Poverty”
of poverty by 2015. Over 3,400 entries were received fromcountries throughout the world.
Prize-winning entries were selected in professional andamateur categories for each of the eight MDGs by a fivemember judging panel that included actor and UNDP Goodwill
Ambassador Antonio Banderas and former U.N. photographer John Isaac.
The award ceremony was held in September 2010 to coincide with the United Nations Millennium Summit. The venue
was the Trinity Hall, which is adjacent to the United Nations

3,400 Entries Worldwide
As in 2009, Olympus again sponsored a photo contest on
the theme of the Millennium Development Goals (MDGs)*1 incooperation with UNDP and the AFP Foundation founded by
the French news agency Agence France-Presse. The title forthe second contest was “Picture This: We Can End Poverty.”
Entrants were asked to submit photos depicting ordinary
people in both developed and developing countries working
toward the realization of the MDGs, which include the halving

A logo created to promote awareness of the MDGs

The Millennium Development Goals (MDGs)
1. E
 radicate extreme poverty andhunger
2. Achieve universal primaryeducation
3. P
 romote gender quality andempower women
4. R educe child mortality

5. Improve maternal health
6. C ombat HIV/AIDS, malaria andother diseases
7. E
 nsure environmental
sustainability

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

8. D evelop a global partnership fordevelopment

WEB“Picture This: Caring for the Earth”

	http://www.undp.org/picturethis2010/

Olympus Corporate Social Responsibility Report Digest 201115

Refer to the following website for information about other initiatives.

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

contribute to the realization of the MDGs through educationand publicity initiatives.

1 The award ceremony was held at
Trinity Hall in September 2010. From
left: UNDP Administrator Helen
Clark, Olympus Corporate Executive
Officer (then) F. Mark Gumz, AFP
Photo Director Paola Messana, thewinner of the overall first prize in theprofessional category*1 T he Millennium Development Goals (MDGs) are eight goals to beachieved by the international community by 2015. In addition to goals
adopted by at the United Nations Millennium Summit in September
2000, they also include international development goals adopted at previous summit meetings.

2 Prakash Hatvalne of India won theoverall first prize in the professional
category for his photograph “A Step
Ahead.”

International Program about theContest3 This photograph, entitled “Daily
Work,” earned Tran Vinh Nghia ofVietnam the overall first prize in theamateur category.

“Picture for the Future,” *2 a documentary about the contest, was produced by Olympus and Japan International
Broadcasting Inc. It includes scenes from the award ceremony and interviews with prizewinners, interviews with young
Japanese who traveled around Asia taking photographs toenter into the contest, comments by John Isaac, who was oneof the judges, and coverage of the United Nations Millennium
Summit. The program gave people around the world an opportunity to see many photographs with a strong message ofhope for the future, and to learn about the significance of dayto-day efforts by ordinary people toward the realization of the
MDGs.

4 “Gender Equality” by Agha Rizwan Ali
of Pakistan won the People’s Choiceaward.
5 A photo exhibition arranged by the
UNDP at the Global Environmental
Outreach Centre (GEOC)*2 The program was broadcast worldwide (excluding Japan) a total of 12
times by NHK World, on November 5 and December 31, 2010.

General Assembly Auditorium. A photographic exhibition
was also staged just prior to the Summit as an opportunity to
inform delegates about individuals working toward the realization of the MDGs.
At the award ceremony, F. Mark Gumz, then President
and CEO of Olympus Corporation of the Americas, presented
a message calling for cooperation toward the achievement of
the MDGs. He also presented the awards to the winners.
In Japan the photographic exhibition opened in December
2010 at the Global Environmental Outreach Centre (GEOC). It
has since been taken to other cities, including Kobe, Osaka,
Sapporo, Yokohama, Nagoya and Tokyo. These exhibitions
are staged with the cooperation of organizations supporting
efforts toward the achievement of the MDGs, including theJapan International Cooperation Agency (JICA) and the JapanNGO Center for International Cooperation (JANIC). As a member of the international community, Olympus will continue to

TOPICS

VOICE
Comment
from Our
Co-Sponsor

An Opportunity to Encourage
Efforts to Achieve the MDGs

I would like to thank UNDP’s partners in Picture This Photo Contest and the Exhibition, Olympus Corporation. By showing what
people around the world are doing to eradicate extreme poverty
in their communities, we see that the Millennium Development
Goals are not just abstract targets, but are about making a tangible difference in people’s lives. It is our hope that through showcasing these real and positive actions, more
people will be motivated to contribute to thiseffort.

Ms. Helen Clark
Administrator
United Nations Development Programme(UNDP)

Sharing Meals with Children in Developing Countries

In October 2010, staff at Olympus Group business site in Japan
were able to buy meals that include donations to the “Table forTwo” program. Beverage vending machines also offer items that include
donations.
Table for Two, which originated in Japan, is a social contribution program designed to alleviate hunger in developing countries, and obesityand lifestyle diseases in developed countries. Participants donate ¥20
for each Table for Two meal purchased and ¥10 for each beverage. The
proceeds are used through Table for Two International to provide school
meals for children in developing countries.
In developing countries, ¥20 is sufficient to provide one school meal.
The provision of school meals not only reduces the hunger of children,
but also leads to improvements in school attendance, scholastic perfor-

mance and basic health. This initiative also helps to prevent disease andbuild a sense of community between schools and parents and is playing
an important role in the reduction of poverty.
Between October 2010 and March 2011,
Olympus donated ¥366,002. Cafeterias atsome business sites were closed because of
the shutdown of operations after the Great
East Japan Earthquake and subsequent problems, including food shortages and planned
power cuts. This situation has led to thesuspension of Table for Two services in somelocations, but the program is progressively
being reinstated.

Olympus Corporate Social Responsibility Report Digest 201116

Highlight 3

The development of young leaders is vital both to the Olympus
Group and to the local community. One of the goals of ourhuman resource development
activities is to support the development of young managers withhigh potentials at Olympus andstrengthen personnel exchanges
and business networking among
the diverse nations, peoples andcultures of Europe.

1

2

3

1 2 Lecture and Discussion in the JuMP
Module3 Attendants of JuMP in FY2011

JuMP an Initiative to Develop Future European Leaders of Olympus

Changes to Leadership Training Program
Changes to Leadership Training
Program

Six-Month Focus on BusinessPriorities

Under its Social IN (Social Value in the Company) management philosophy, the Olympus Group works to help people
everywhere to enjoy healthier and happier lives through its
global business activities. Through its Corporate Conduct
Charter, Olympus has also made a commitment to respect forhuman rights, the provision of dynamic working environments,and engagement with society. As a member of the local communities in which it undertakes business activities, Olympus
has worked to develop human resources according to customs and conditions in each country.
In 2004, Olympus Europa Holding GmbH (OEH) introduced the European Junior Management Program (JuMP) to
provide development opportunities for young managers. The
program is designed to achieve benefits that contribute to organizational growth, including enhanced leadership skills andmanagement qualities in individuals, improved cross-cultural
understanding, and expanded personal and business networking within Europe.

Since the inception of the program, its outcomes have been
continually analyzed and the findings used to make further
improvements. In 2010, Olympus Europa Holding decided
to introduce some major changes to the programme by (1)introducing Olympus Senior Managers next to external facilitators as trainers therefore making active use of their internal
specialized knowledge, (2) fostering interaction and exchange
between participants and senior management by introducing
regular round-table discussions, and (3) revising all content of
the program and aligning it strictly to the critical success factors(CSFs) needed to become successful Olympus managers.
The participants are selected according to recommendations by executives at Managing Director level. Selection
criteria include specialized knowledge, past achievements,
motivation, leadership qualities and commitment to growth.
Before entering the program, participants must first complete
assessments of their current situations by taking part in the
Feedback Workshop*, which is an in-house human resource
development program run by OEH.
Combining both theory and practice, the JuMP program
consists of several days of training, including lectures, case

Olympus Corporate Social Responsibility Report Digest 201117

Refer to the following website for information about other initiatives.

studies from various fields and group discussions, together
with a six-month period working on projects relating to business priorities assigned by the Board of Directors of Olympus
Europa Holding. During the training phase, Managing Directors
attend classes for round-table discussions, while executives atthe divisional/department general manager level provide direct
guidance by facilitating the training sessions. As a result of
these changes to the program, managers at a high level of seniority play a direct role in the development of young managers.
In fiscal 2010, 13 young managers from six European
countries (France, Russia, the Netherlands, Germany, Belgium,
Denmark) took part in the program between January 2011
and January 2012. A cumulative total of 56 employees will bythen have completed the program since its inception in 2004.
Olympus believes that the key strength of the JuMP
program is the fact that it helps participants to improve their
management-related problem-solving skills in ways that areclosely linked to actual business situations, such as casestudies provided by executives at the General Manager andManaging Director level. In addition, the program provides
excellent opportunities for networking as participants fromdifferent organizations and countries undergo the training. In
particular, the problem-solving projects set by the OEH boardof directors give program participants opportunities to demonstrate their skills to directors.

* This program is designed to allow individuals to assess the current levelof their own capabilities through feedback from executives at the Director
and Managing Director level concerning areas in which individuals would
need to develop their strengths further if they were working at a higher
level within Olympus.

Olympus Group’s Human Rights andLabour Policy
Setting our Human Rights and Labour Policy as the Olympus
Group’s common base, we respect the independence of each
local company in the world, taking into consideration national
circumstances when developing personnel and labor measures. We will consider cross-border cooperation in nurturing
management that contributes to the healthy development of
the company and the creation of workplaces with improved
working environments.
Olympus Human Rights and Labor Policy (Extract)• O lympus supports and respects the Universal Declaration of Human

Rights, adopted by the United Nations in 1948, and commits to respect
our employees’ human rights, and also expects the protection of humanrights by our business partners.
• This Olympus Human Rights and Labour Policy applies to all Olympus
group companies globally.
• Olympus respects diversity, character and human rights of each employee,
provides employees with opportunities to fulfill their potential, develop theircapabilities and maximize their value, and strives to maintain safe andhealthy working environment.
• O lympus supports and respects the protection of internationally proclaimed human rights within the sphere of our influence, and ensures that
Olympus are not complicit in human rights abuses.
• Olympus ensures not to use any forced or bonded labor in the productionof Olympus products or services.
• Olympus complies with local minimum age laws and requirements anddoes not employ child labor.
• Olympus strives to eliminate discrimination based on gender, race, nationality, ethnicity, religion, disability etc. that are unrelated to the job performance required for the business interests of Olympus.
• Olympus respects the rights of workers to organize in labor unions in accordance with local laws and established practice.

Structure of Program in FY2011/2012

Project Work

Training
Module 1
Jan 17 – 20 2011

Hamburg

Module 2
March 15 – 18 2011

Amsterdam

July 2011– January 2012

Module 3
June 29 – July 2 2011

Hamburg

Module 4
Jan 19 – 20 2012

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

Hamburg

Networking / Cross-Divisional & Cross-Country Exchange*T his policy is not applicable to listed companies that have a separate policy.

VOICE
Comment
from theorganizer

Comment
from aparticipant

Programme has multiplier effects to
the Senior Managers

JuMP adds the significant personal
development as the manager

The Junior Management Program has added significant value to mypersonal development towards being a manager within the Olympus
organization. In my current role as sales manager for the microscopy
division in the Netherlands, JuMP is a structured way to get trained in
all aspects of my business. I strongly believe in trying to get the bestout of people. By challenging them on a daily base and by creating anenvironment where they can give and expect the best from Olympus.
This requires good management and the JuMP program helps mewith that.

We can see in the development of the JuMP participants that theytransfer learnings and ideas out of the training sessions quickly totheir daily life. We explain this with the introduction of Senior Managers as trainers—in addition to external facilitators—directly linking thetraining contents to the Olympus world. Furthermore the networking
opportunity of Senior Managers and participants has lead to fruitful
discussions giving both sides the opportunity to exchange thoughts
and ideas in an informal way. All in all, we can truly say that the introduction of the changes to our JuMP-Programmein 2011 has proven to be a great success.

Esther Kebbel

Gerrit Bouw

Manager Corporate Social Responsibility
Manager European HR Development
Olympus Europa Holding GmbHManager
Sales of Microscope
Olympus Nederland B.V.

Olympus Corporate Social Responsibility Report Digest 201118

Highlight 4

1 Malaysian fireflies are being studied as part ofresearch into luminescent substances.

12

2 Olympus Surgical Technologies Europe has
reduced its electric power needs by around
74% by installing heat recovery compressors
and by using rooftop solar panels to collectheat and generate electricity at its facilities in
the Czech Republic.
3 The OLYMPUS PEN Lite E-PL2 SLR camera(left) and the SZ-30MR compact digital camera(right) have both been classified as Olympus
Super Eco-Products.

One of the targets adopted by
the Olympus Group is a 50%
reduction in CO 2 emissions
throughout product lifecycles
by 2020. We are now working tominimize environmental loads
at all levels, including products,
packaging, manufacturing processes and logistics.

3

Helping to Build a Sustainable Society

Toward the Recycling-Oriented Society—Reducing
Environmental Loads across Product Lifecycles
Environmental Policies and Initiativesof the Olympus GroupThe Olympus Group Environmental Charter (Extract)

Environmental Protection Declaration

In 1992, the Olympus Group adopted the Olympus
Group Environment Charter. This consists of the Olympus
Environmental Principles, which define our basic positions
on environmental issues, together with the Guidelines forEnvironmental Action, which provide specific activity guidelines. Since then we have sought to align our activities toward
society’s need for a transition away from business models andlifestyles based on mass-consumption of finite resources, andto contributing to the creation of a recycling-based society
committed to the sustainable utilization of diverse resources,
including energy, minerals and biological resources. We regard
global warming as a problem of particular importance, andwe have set ourselves the long-term goal of achieving a 50%
reduction in total CO2 emissions across entire product lifecycles by 2020 (relative to the fiscal 2007 level). In fiscal 2010
we conducted an assessment of the relationship between ourbusiness activities and biodiversity. In 2011 we will formulate
an action plan based on this assessment so that we can undertake biodiversity initiatives linked to the characteristics ofour business.

The Olympus Group respects people’s security and healthas well as the natural mechanisms on which these rely.
We are also contributing to the realization of a sustainable
society and sound environment through environmentallycompatible technological development and corporate
activities.
Guidelines for Environmental Action
In all business activities, the Olympus Group will givepriority to environmental protection and will apply itself
with dedication to this task, both on an organizational andindividual basis.
1. Technology Development
2. Drawing up Norms and Assessing Results
3. P rotection of Natural Resources and Prevention of
Pollution
4. Compliance and Activity Support
5. Education and Total Staff Participation
6. Structure to Promote Activities
WEB

Olympus Group Environmental Charter	http://www.olympus-global.com/en/corc/csr/environment/emanagement/principles

Olympus Corporate Social Responsibility Report Digest 201119

Refer to the following website for information about other initiatives.

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

Consideration for Biodiversity

Product-Related Initiatives

Fair Sharing of Benefits with Biological ResourceProducing Nations

Commencement of Olympus Super Eco-Products
Program

To develop a new microscope capable of capturing luminescent images through CCDs, Olympus needed to develop
highly luminescent reagents. We therefore began to study theluminescent substances used by Malaysian fireflies, which arecharacterized by the strength of their lights.
During this research, we took particular care to apply theaccess and benefit sharing (ABS) principle* with regard to theharvesting and utilization of genetic resources. Because thisresearch project involved the use of biological resources in another country, we began by asking Nimura Genetic Solutions
Co., Ltd. (NGS), a biological resource exploration company,
which has a local R&D facility and research personnel in
Malaysia, to intermediate on our behalf.
Olympus then conducted the research in collaboration
with local researchers, eliminating the need to take fireflies
and luminescent substances out of Malaysia. As intermediary,
NGS created a mechanism that allowed benefits from the research, including intellectual property rights obtained throughthe use of biological resources, to be returned to Malaysia. By
entering into an agreement with the Malaysian government
concerning the use of the biological resources, NGS wasable to reconcile our corporate interests with the interests of
Malaysia as the owner of the resource.
As a result of this approach, Malaysia benefited both fromthe research expenditure and benefits obtained through theresearch, including intellectual property rights. Our approachto this research and development project was guided by acommitment to the equitable sharing of benefits with thecountry that owns the biological resources.

In fiscal 2003, Olympus began to formulate its own ecofriendly design standards with the aim of reducing environmental loads throughout product lifecycles. Products that
met these standards were certified within Olympus Group as
Olympus Eco-Products. In fiscal 2010 we certified another 63
Eco-Products, bringing the cumulative total to 349. For the
first time the items certified as Eco-Products included accessories, such as medical endoscope instruments and immersion oil for use during microscopic observation through oil
immersion object lenses.
In fiscal 2010, we decided to accelerate our efforts toachieve long-term environmental targets through the reduction of environmental loads by designating Olympus EcoProducts that meet any of four additional criteria as Super
Eco-Products. The additional criteria are (1) a reduction ofat least 50% in total CO2 emissions throughout the productlifecycle, (2) a mass reduction of at least 30%, (3) the use ofinnovative eco-friendly technology, and (4) selection for external environmental awards. We have been administering thisnew system since fiscal 2010. In that year we certified thefirst seven Super Eco-Products, including the OLYMPUS PEN
Lite E-PL2, which is a micro SLR camera featuring innovative
eco-friendly technology, and the SZ-30MR, a compact digital
camera with 38% less mass than a standard product. We willcontinue to contribute to the reduction of environmental loads
through our business activities by working to create Olympus
Super Eco-Products in all product categories.

* The ABS principle calls for the sustainable use of biological resources andSuper Eco-Products Standards

The Olympus Eco-Products System

the fair and equitable sharing of benefits gained through the use of genetic resources, including money, knowledge, information and technology.
A legal framework for ABS was established at the 10th Conference of
the Parties to the Convention on Biological Diversity (COP10) in October
2010.

Products must meet the Olympus Eco-Products Standards
and each of the following additional criteria.
1. A reduction of at least 50% in total CO2 emissions*1(compared with benchmark products*3)
2. A
 mass reduction of at least 30%*2(compared with benchmark products*3)
3. T
 he use of innovative eco-friendly technology
4. S election for external environmental awards

VOICE
Comments
from Staff

A Development Approach that
Respects Biodiversity and Brings
Benefits to All Concerned*1 LCA basis*2 Mass of packaged product (the total mass of
product, together with accessories and packaging)*3 In principle, compared with FY2007 products

We have been studying luminescent substances used by fireflies
for many years. Since the Convention on Biological Diversity
came into effect in 2000, we have taken particular care with thehandling of genetic resources in this work. This latest project focused on tropical fireflies, which are characterized by the superior
intensity of the light that they produce. We carried out researchin cooperation with local research organizations and ensured thatour development work was guided by concern for local biodiversity and sustainability in Southeast Asia.

Super
Eco-Products

Eco-Products

WEB

Olympus Eco-Products	http://www.olympus-global.com/en/
corc/csr/environment/products/
The Olympus Eco-Products logo
eco-products/

Hirobumi Suzuki
Team Leader, Cytological Analysis Group 1
Advanced Analysis Technology R&D Dept.
Medical Technology R&D DivisionCorporate R&D Center, Olympus Corporation

Olympus Corporate Social Responsibility Report Digest 201120

Manufacturing Initiatives

Logistics-Related Initiatives

Environmental Load Reduction Measures Geared to
Conditions at Individual Sites

Dramatic Reductions in CO2 Emissions throughExpanded Modal Shifts and Other Initiatives

From its business sites in Germany, the Czech Republic andelsewhere, Olympus Surgical Technologies Europe (OSTE) develops, manufactures, sells and services medical endoscopic
equipment. The company approaches these activities in environmentally responsible ways that reflect local conditions.
OSTE’s new manufacturing and service site in the Czech
Republic has been operational since November 2009. OSTE
has worked exhaustively to optimize the environmental performance of facilities at the site, which it hopes will be the firstplant in Central Europe to achieve a Class A environmental
assessment*. Energy-related measures include the installation of energy-efficient lighting systems, heat pumps and heatrecovery compressors, as well as rooftop solar panel arrays
to generate electricity and collect heat. These initiatives have
reduced the plant’s energy needs by 74% compared with earlier plants. OSTE has also emphasized the 3R (reduce, reuse,recycle) concept in its selection of facilities. Organic solvents
are reused after treatment within the plant, and every effort ismade to utilize resources efficiently.
At its development, manufacturing and sales sites inGermany, OSTE has worked with Olympus Europa Holding
GmbH, the Olympus Group’s regional headquarters for
Europe, not only to reduce energy consumption, but also
to switch to renewable hydroelectric sources for all electric
power purchased. These efforts have reduced electricityrelated CO2 emissions to zero and cut total CO2 emissions byapproximately 2,000 tons per year.

Environmental loads are also generated during the transportation of products and parts because of the use of fuel andpackaging materials. The Olympus Group is especially committed to the reduction of environmental loads relating to its
Imaging Business because of the large volumes transported.
We are working globally to reduce CO2 emissions in logistics
by expanding our modal shift from air to sea freight, and by
developing lighter and more compact products and packaging materials. These initiatives reduced the Olympus Group’s
total logistics-related CO2 emissions by 33% compared withthe fiscal 2009 level.
We will continue to seek further reductions in environmental loads by selecting environment-friendly transportation
methods, by reducing the weights and volumes of products
and packaging, and by improving packaging materials.

VOICE
Comments
from Staff

Major Increase in Percentage ofImaging Products Transported to
the United States by Sea

We initially saw modal shifts as a way of reducing costs. However, consumers began to focus increasingly on our efforts to
reduce environmental loads, and we are now working moreproactively in this area. Our exhaustive environmental initiatives
include not only the reduction of weights of individual productpackages, but also changes to the bulk packaging used to holdmultiple products, and even measures targeting accessories.

* This standard (ČSN 730540-2, IEC 730540-2) was formulated by theInternational Electrotechnical Commission (IEC) to define conditions forthe technical assessment of thermal insulation costs in energy-efficientbuildings.

Hiroshi Kishimoto
Vice President
Finance & Operations
Olympus Imaging America Inc.

VOICE
Comments
from Staff

Everyone living today has a
responsibility to protect theenvironment.

Future Goals

I believe that consideration for the environment is essential
because of our need to achieve harmony with the local environment, and also as a duty to our descendants. By installing advanced facilities, OSTE has raised the environmental awarenessof its employees and given them a sense of pride in their work
and workplaces. I think that everyone living today should be environmentally responsible in their day-to-day activities and work tomaintain a healthy environment for future generations.

The entire Olympus Group will continue to contribute to thecreation of a sustainable society by reconciling manufacturingwith environmental protection through eco-friendly businessactivities and the supply of eco-friendly products and services.
All Olympus employees are united under corporate committees and organizations in their efforts to supply the bestproducts and services while maintaining high standards ofenvironmental responsibility in all processes. This commitment
is especially strong in the area of product development anddesign, which defines the overall direction of manufacturing
activities, and in the development of technology to support
development and design.

Jan Sondag
General Manager
Olympus Medical Products Czech
Olympus Surgical Technologies Europe

Olympus Corporate Social Responsibility Report Digest 201121

Refer to the following website for information about other initiatives.

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

Summary of Performance Data for the Olympus Group’s Environmental Activities
CO2 Emissions Reduced by 16% from FY2007 Level

CO2 Emissions at Manufacturing Sites■ Scope 1（t-CO2）140,000
84,72273,566

84,63578,707■ Scope 2

73,045100,000

FY2014 Target: 20% Reduction from FY2007 Level
CO2 emissions in the current fiscal year amounted to 100,071 tons, a reduction of
16% from the fiscal 2007 level (7% year on year reduction).
At our business sites in the Shinshu region of Japan, we have been switchingfrom heavy fuel oil to liquefied natural gas (LNG) and electricity, which emit less CO2.
We have also substantially reduced emissions of greenhouse gases used in cleaning, semiconductor etching and other processes, such as HFC, PFC and SF6. These
reductions have been achieved through technological innovations, including the useof alternative solvents.
In addition, we are working to improve energy efficiency through improvements
to our manufacturing operations, including day-to-day energy-saving initiatives basedon data from electric power monitors installed at our plants, as well as the development of compact production facilities that use less electric power. We are also
installing solar light and heat utilization equipment at our business sites in Japan andEurope.

95,80260,00037,31735,031

20,000
0

2006

2007

30,7002008

28,7982009

27,02620102014 target(fiscal years)*Olympus reports in the following categories under the GHG Protocol.
Scope 1: G reenhouse gas emissions resulting from the direct use of fossil fuels
Scope 2: G reenhouse gas emissions resulting from secondary utilization, such as thepurchase of electric power

Logistics-Related CO2 Emissions Reduced by 60% from FY2007 Level

Logistics-Related CO2 Emissions■ International logistics（t-CO2）140,000■ Domestic logistics

FY2014 Target: 20% Reduction from FY2007 Level
Logistics-related CO2 emissions in the current fiscal year totaled 53,499 tons, a reduction of 60% from the fiscal 2007 level (33% year on year reduction).
The Olympus Group will continue to target further reductions in environment
loads by choosing environmentally responsible transportation methods, by reducing
the size and weight of products and packaging materials, and by improving packaging
materials.

128,976
105,066

98,760100,000

77,69260,00051,70720,000
0

2,356
2,168
1,914
1,792
2007
2008
2009
2010
2014 target (fiscal years)

Waste Emissions Reduced by 20% from FY2007 Level

Waste Emissions
（t）
6,000
2）
（t-CO
140000

4,000

5,624
5,168

5,588
5,211

4,962

84,72273,566 4,527

84,606■ Waste ■ Recycling■ スコープ1 ■ スコープ2
5,120
4,684 4,451
4,470

81,60075,735

100000FY2014 Target: 20% Reduction from FY2007 Level
In the current fiscal year, waste emissions were reduced by 20% from the fiscal
2007 level and by 13% year on year to 4,451 tons.
In addition to measures to reduce disposals at landfills and improve recycling
ratios, we are also working to reduce the actual quantity of waste by improving resource productivity in our manufacturing operations. For example, we are developing
new manufacturing technologies to reduce process losses, and designing products
to minimize waste.

109,660

4,053

100

2,000
60000

80

0
20000
60

37,317

2006

35,031

2007

30,7002008

28,0602009

0 for fiscal 2014 relates to waste emissions.
*The target
2006
2007
2008
2009

40

27,0242010 2014 target(fiscal years)
2010 目標（年度）

2010

20 UseWater

Water Use Reduced by 28% from FY2007 Level■ Groundwater(thousand m3)
03,000■ Piped water

FY2014 Target: 20% Reduction from FY2007 Level

2014 target(fiscal years)

Water use in the current fiscal year was reduced by 28% from the fiscal 2007 leveland by 11% year on year to 1.73 million cubic meters.
Water is an extremely important resource for our business activities because of
its use in various processes, such as the washing of parts. The protection of water
resources is also an important priority for the maintenance of biodiversity. For thesereasons, we are working to reduce the consumption of water resources in our business activities through various initiatives, including cascade recycling, whereby water
is reused multiple times between the intake and wastewater stages, as well as thedevelopment of manufacturing methods that reduce water use, and the preventionof water leaks through facility inspections.

Emissions and Movements of Chemicals (PRTR-Listed Substances)

Handling of PRTR-Listed Substances Reduced by 8% from FY2007 Level

680

580

660

2,000
1,730

1,660

570

1,530

1,360

1,000
0

2006

2007

2008

2009

20

1,260

2010

* The target for fiscal 2014 relates to total water use.

（t）
30

1,930

470

■ Substances already monitored■ New and existing monitored substances
19.5

19.6

18.3

16.2

21.6
17.9

FY2014 Target: 20% Reduction from FY2007 Level
In the current fiscal year, emissions and movements of PRTR-listed substances werereduced by 8% relative to the fiscal 2007 level to 17.9 tons. However, there was a
10% year on year increase resulting from the increased use of toluene and xylene incoating processes. The total amount of PRTR-listed substances handled, including
substances that were newly listed in fiscal 2010, amounted to 47.0 tons, and emissions and movements totaled 21.6 tons.
We are developing new powder coating materials for microscope coats. Other
initiatives include the use of alternative solvents in order to reduce the amount oforganic solvents used on lens processing lines.

18.9

10

0

2006

2007

2008

2009

2010

2014 target (fiscal years)*Newly listed substances are substances that were added in fiscal 2010 following amendments to the PRTR system.
*Substances already monitored are substances that were listed in or before fiscal 2009. The target for fiscal 2014 relates to substances already monitored.

Olympus Corporate Social Responsibility Report Digest 201122

Special Feature

The Olympus Group’s Response to the Great East
Japan Earthquake
We offer our heartfelt prayers for the safety of everyone in areas affected by the Great East Japan
Earthquake, and for a speedy recovery from the disaster. The first priority of the Olympus Group after the
March 11 earthquake was to ensure safety and health. As a company involved in the healthcare field, we
also had a social responsibility to resume our business operations as quickly as possible. In addition to
donations of money and products, we also recruited volunteers from among our directors and employees
to participate in relief initiatives in the disaster area.

March 11,2011

Earthquake,
Initial Response

March 14,2011—

Immediately after the earthquake, a central response headquarters with subsidiary functional teams and local responseorganizations were established under the leadership of thenPresident Kikukawa. The initial priorities as this organization
began to respond to the disaster were to ensure the safety
and health of employees, prevent further damage, maintainbusiness continuity, and coordinate information flows. The
headquarters organization confirmed the well-being of all
employees in the Tohoku and Kanto regions through thesafety confirmation system* and directly traced some individuals. In the Tokyo area, approximately 600 employees
were unable to return to their homes. Emergency measures
were implemented, including the distribution of stockpiled
emergency food and other requirements.

Responding to
Various Situations

On March 14, construction contractors began to inspectbuildings at the Shirakawa Plant, where there was substantial damage. Units responsible for the supply of parts to affiliated companies and repair and service divisions resumed
operations on March 16.
Steps were also taken to secure logistics channels to
manufacturing sites and sales offices in the disaster area,
and to provide relief supplies to employees at business sites
in the Shirakawa and Sendai areas. Other measures included the introduction of flexible working arrangements in areas
affected by planned power outages.
The central response headquarters formed a healthmanagement working group, including industrial medicine
specialists and Olympus experts, to safeguard the safety
and health of employees from the effects of radiation leaking
from the nuclear power station in Fukushima.

*Under this system, all employees are asked to register multiple means ofcommunication, including mobile telephones, web mail and landline telephones. The system aggregates information about the safety and whereabouts of employees using information obtained through these modes ofcommunication.

The Future: Strengthening Our Business Continuity Systems
Changes to Business Continuity Plans

Strengthening Disaster Prevention Measures

As a result of business continuity planning over several years, wewere able to minimize damage to buildings and facilities. However,as we worked to repair the damage caused by the disaster, we
became concerned about the impact of disruptions to deliveries
from suppliers, and about the concentration of our manufacturing sites. We will use the disaster as an opportunity to respondto these new issues by taking steps to ensure continuing accessto supplies needed for critical operations, and by modifying our
production sites to facilitate a rapid return to operations even if
facilities are affected by disasters. We will also modify our BCP
to encompass additional safety measures for core systems andother vital infrastructure, and also to cover logistics and productstorage.

We will rewrite our disaster prevention manuals to reflect experiences gained through our response to the recent earthquake. We
will also revise our disaster stockpiling standards and redistributestockpiles after first clarifying management methods.
Modifications to buildings will be undertaken after a review of response performance and anti-seismic levels at each facility. We will
also check countermeasures designed to prevent equipment fromtoppling.
Our system for checking the safety and whereabouts of employees will be reviewed to reflect issues that were identified, including
the need to check the safety of employees’ families, who are notcovered by the existing systems. We will also provide continuing
education and training to ensure that employees are able to act inaccordance with predetermined response procedures when disasters occur.

Olympus Corporate Social Responsibility Report Digest 201123

Key Effects of the DisasterWe were very concerned at the inconvenience experienced by our customers after our manufacturing and service operations were suspended. However,
we sought to minimize the impact by providing information updates at regular intervals. Our output was lower in the first half of fiscal 2011 but is expected
to recover in the second half of the year. We will continue to do our utmost to meet the needs of our customers.

Human Losses

Damage to Facilities

We regularly implement drills relating to employee safety, systems to confirm employee
safety and whereabouts, and our business continuity plan (BCP). At all Olympus business sites
throughout Japan, including the Shirakawa Plant
Aizu Olympus in Fukushima Prefecture andAomori Olympus in Aomori Prefecture, only one
employee suffered a minor injury. However, there
were fatalities among members of employees’
families. We wish to offer our sincere condolences and prayers.

There was partial damage to office buildings in the Sendai area. However, there was no interruption to services, including our capacity to respond to customer inquiries. Seven mobile
phone shops in the ITX Group were damaged and subsequently closed. Damage to production facilities was especially severe at
the Shirakawa Plant. Both buildings andinfrastructure, including water and gas
pipes and electrical systems, were affected. However, the value of ongoingdisaster-prevention efforts was provenby the fact that only one manufacturing
Quake soil liquefaction
A collapsed ceiling at thefacility was destroyed.
damage in the parking lot
Shirakawa Plant
at the Shirakawa Plant

April 11,2011—

Full Operations Resumed
One Month after the DisasterMay 13,2011—

Repairs to buildings and infrastructure at the Shirakawa
Plant were completed, allowing the resumption of full operations. Service divisions became fully operational on April
4 and production lines were progressively reinstated from
April 5 onwards. By April 11, all operations had been fully
restored.
In addition to the earthquake, it was necessary to copewith the effects of scheduled power cuts. Continuing interruptions to flows of parts and other items from suppliers
became a major business continuity challenge. Procurement
coordination units and production units cooperated to
avoid the use of items affected by delivery items. This wasachieved by replacing outsourced parts with items produced in-house, by using equivalent alternative items, or bymodifying designs. By the end of April, the resumption of fullproduction operations was in sight.

From Disaster Recovery to
Business Continuity

Two months after the earthquake, Olympus was on track to
the resumption of full production operations. After a review
of actions since the earthquake, responsibility for disaster
response initiatives was transferred from the central response headquarters to individual units.
New business continuity issues were identified as a result of the March earthquake. We will continue to strengthen
our business continuity planning, which we regard as a corporate social responsibility, while always giving first priority
to the safety and health of our employees.

Meeting Electricity Requirements

Recovery Support Activities

As a company involved in the healthcare business, we have a responsibility toensure the continuity of our business operations. We also have a responsibility to conserve electric power. Our target for the Tokyo and Tohoku regions isto reduce electricity consumption by at least 15% through additional conservation measures.
A range of initiatives will be implemented across the entire Olympus
Group. Shifting the public holidays to extend the summer vacation period, theearly implementation of the “CoolBiz” program, the reducing of lights,
and the reduction of the numberof vending machines in use. There
will also be initiatives based on local
circumstances, such as changes
to working formats, the use of inhouse generators, and the reduction of electricity consumption in
kitchens.

Olympus Group directors and employees supported recovery efforts in thearea affected by the Great East Japan Earthquake by participating in voluntarywork. Approximately 100 volunteers were sent to the disaster area between
May 16 and June 17. These people provided support to disaster victims withthe cooperation of the RQ Citizens Disaster Relief Network, which provides
emotional support and carries out disaster relief activities. The Chairman andExecutive Vice President of Olympus took part in this work.
On June 14 and 15, Olympus staged a “Wakuwaku Science Workshop”
for 80 children from elementary and junior high schools in the disaster area.
The purpose of these programs is
to inspire children with the excitement of science through experiments and other activities.
We will continue to provide assistance according to the ongoingsituation and needs in the disasterarea.

Reduced lighting in the cafeteria at the
Research and Development Center in
Hachioji (Ishikawa)

Relief work in the disaster area

Olympus Corporate Social Responsibility Report Digest 201124

Results of Social and Environmental Activities

Results of the Olympus Group’s Main Social andEnvironmental Activities in Fiscal 2010
The Olympus Group undertook a wide range of social and environmental activities in fiscal 2010.
The results of these initiatives will be reflected in our medium-term Corporate Strategic Plan (10CSP),
and in future initiatives.

Summary on Pages 5-6

Corporate Governance and CSR Management
Priority Measures

Targets

Results

Future Efforts

Promotion andreinforcement of CSR
by CSR Committee● Establishment of CSR Committee● CSR Committee established in September to● Reinforcement of initiatives based on medium/● Establishment of promotion committees● Establishment of six promotion committees● KPI assessment of activities of promotion

work toward the realization of the “Social IN”
management philosophy, primarily throughinitiatives focusing on the non-financial
aspects of the Corporate Conduct Charter(Compliance Promotion Committee,
CSR Procurement Promotion Committee,
Social Contribution Promotion Committee,
Risk Management Promotion Committee,
Information Security Promotion Committee,
Safety & Health and Ethical Conduct
Promotion Committee)

long-term strategies through the activities of
the CSR Committee

committees, acceleration and expansion ofactivities● Establishment of key performance indicators(KPI) for promotion committees

Summary on Pages 9-14

For Customers

WEB

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

Priority Measures

Targets

Results

Future Efforts

Service innovation
based on VOC
management● Development and administration of● Administration of management systems to use● Continuing improvement of mechanisms tosystems to utilize direct customer input
at the organizational level“voice of customer” (VOC) information in key
business segments● Fostering customer-focused culture throughexpanded seniority-based customer
satisfaction (CS) education programs

ensure reliable VOC feedback and its effective
utilization as the product planning anddevelopment stages● Increased emphasis on usability and safety

in product development, improvement ofcustomer satisfaction

Summary on Page 6
For Suppliers
Priority Measures

WEB
Targets● Response rate of 85% or higher in Japan
Self-assessment
survey of suppliers inJapan concerning CSR
initiatives

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

Results

Future Efforts● 92% response rate in Japan● Progressive expansion of CSR self-

assessment survey in other regions as wellas in Japan

Reinforcement of CSR
initiatives by suppliers● To deepen understanding of CSR-based● Dissemination of information about CSR● Continuing dissemination of CSR promotion

Consistent applicationof CSR-based
procurement policy● Updating of CSR needs data to reflect● Addition of green procurement to procurement● Updating of CSR procurement policy to reflect

Monitoring of CSRbased procurement● Commencement of on-site checking of● On-site confirmation of CSR compliance by● Expansion of scope of on-site checking

procurement among major suppliers andencourage initiativessocial needs

CSR initiatives by suppliers

promotion at procurement policy briefing for
suppliers

policy, amendment of “Request to Suppliers”
to reflect the supply chain CSR promotion
guidebook of the Japan Electronics andInformation Technology Industries Association(JEITA)suppliers in Japan and overseas

Olympus Corporate Social Responsibility Report Digest  201125

information to supplierssocial needs

For Employees and Their Families
Priority Measures

WEB

Targets

Promotion of employee ● Promotion of increased take-up of
growththe MBO-S* target management andassessment system introduced in fiscal
2009 with the aim of fostering thepersonal growth of individual employees,
from the perspectives of independence,challenging roles and medium/long-term
visionSupport for diversity(friendly workplaceenvironments)● Development of friendly working

environments that provide full scope for
employee diversity

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

Results

Future Efforts● Administration of the system improved● Implementation of educational measuresthrough seminars for department/division
managers and e-learning programs for all
employees

to support the improvement of employees’
English language skills, leading to thereinforcement of their global communication
skills as required under the skill development
guidelines (employee development policy)● Survey results confirming the consolidationof awareness of the importance of taking aproactive approach to the performance ofwork● Reform of assessment and employment

conditions to reflect employees’ contributions
and growth appropriately● Active commitment to global utilization of● Reform of employment conditions from a● Introduction of in-house awareness programs● Expansion of work options to provide growth

human resources, increased efforts to provide
opportunities to achieve full potential
and childcare support systems that surpass
statutory requirements with the aim of
reducing the number of women leaving
employment● Initiatives to improve working environments for

global perspective to facilitate the global
utilization of human resources

and skill utilization opportunities for employees
who are motivated to raise children whileworking● Improvement of working environments withthe aim of increasing the percentage ofworkers with disabilities to 2%

people with disabilities, including modifications
to make facilities barrier-free, and reflection of
employees’ wishes in decisions about working
locations and working hours

Health promotion● To support health promotion for

employees and their families throughmental and physical health promotionplans● Improved guidance on specified health checks

and health insurance for employees andtheir families, promotion of colorectal cancer
checks, gynecological health checks andwalking campaigns● Provision of health promotion information

to employees through the promotion of diet
improvement and exercise, mental healthseminars and other initiatives● Use of health statistics, including health check

results, to prevent diseases from occurringand existing conditions from worsening● Plans for seminars to raise health awarenessamong young people● Improvement of mental health education for

employees and executives* MBO-S stands for “Management by Objectives and Self-Control.” The aim of the system is to combine enhanced progress toward the achievement of organizational goals
with human resource development by breaking organizational goals down into individual goals that are subject to thorough self-management.

Summary on Pages 15-16

For Society
Priority Measures

Targets

Results

Future Efforts

Building good
relationships withsociety● Implementation of● Sponsorship of photo contest calling for the achievement of the Millennium● Continuation of socialsocial contribution
Development Goals, in collaboration with the United Nations Development Programme
activities based on(UNDP)
corporate philosophy ● Introduction of Table for Two program in employee cafeterias and vending machines

contribution activities● Co-sponsorship Natural Science Observation Contest● Colorectal cancer eradication campaign in collaboration with Brave Circle Steering

Committee (nonprofit organization) and government agencies● Support for campaign to designate the 4th Sunday in July as “Parent and Child Day.”● Co-sponsorship of half-year overseas (throughout Asia) photo-fieldwork program forstudents who aim to become news photographers● Regional social contribution activities based on regional characteristics

Summary on Pages 19-22

For the Environment
Priority Measures

Targets

Results

Future Efforts

Reinforcementof environmental
management systems● Reinforcement of environmental risk

● Environmental assessments conducted● Establishment of global-level environmental

preparedness systems● Promotion of biodiversity conservationin conjunction with quality and labor
management assessments of factories inJapan and overseas by senior management

governance systems● Formulation of biodiversity conservation plan

● Assessment of relationship between businessactivities and biodiversity

Provision ofenvironmentallyconscious products
and services● Expanded creation of Olympus

Eco-Products● Creation of 63 Olympus Eco-Products(cumulative total: 349), raising percentage of
total product sales to 55%● Creation of Olympus Super Eco-Products inall product categories● Super Eco-Products system launched,seven imaging products and OEM products
designatedReduction ofenvironmental burden
relating to businessactivities● 20% reduction in manufacturing-related

CO2 emissions by fiscal 2014 (from fiscal
2007 level)● 20% reduction in waste emissions byfiscal 2014 (from fiscal 2007 level)

Improvement ofenvironmental
communication● 16% reduction in manufacturing-related CO2

emissions compared with fiscal 2007 level● 20% reduction in waste emissions comparedwith fiscal 2007 level● Reduction of manufacturing-related

environmental footprints through improved
operating efficiency and development of
manufacturing-technologies● Promotion of information about● Distribution of information through Corporate● Continuing distribution of environmental-● Expansion of environmental contribution● Implementation of tree-planting programs,● Development of regionally focusedenvironmental initiatives to stakeholders
activities

Social Responsibility Report and websites
no-car days and other initiatives

Olympus Corporate Social Responsibility Report Digest  201126

related information

environmental contribution activities

Corporate Profile/Financial Highlights
Profile of the Olympus Group
Please visit investor relations website for updates and detailed information.
WEB

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

Olympus Corporation

Consolidated net sales, operating income, net income

Established
October 12, 1919

(Millions of yen)

1,200,000

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

1,061,786■ Consolidated net sales■ Operating income■ Net income

1,128,875
980,803

800,000

883,086 847,105

400,000
112,623

98,729Activities
Manufacture and sales of precision equipment

0-200,000

Capital¥48,332 million

34,58760,14947,77957,96947,763-114,810
2009
2007
2008

2006

35,3607,381
2010 (fiscal years)

978,127

Segment contributions to consolidated net sales in fiscal 2010
Others 5.9%

Business Fields

Medical systems
42.0%

Information andCommunication
24.7%62,523

Medical Systems
Manufacture and sale of medical
endoscopes, surgical endoscopes,
endotherapy devices, etc.

28,564
2005

Imaging Systems
15.5%

Life Science & Industrial
11.9%

Life Science & Industrial
Manufacture and sale of biological microscopes, industrial
microscopes, industrial endoscopes, non-destructive testing
equipment, etc.

Consolidated net sales by market in fiscal 2010
Others 3.2%

Japan
45.6%

Asia/Oceania
11.5%

Europe18.2%

Imaging Systems

North America
21.5%

Manufacture and sale of digital cameras
and recorders
Consolidated number of employees
40,00032,958

Information and Communication

35,77236,50335,376

2007

2008

2009

34,391

30,000

Sale of mobile telephones, etc.

20,000

Other Activities

10,000Development of systems, manufacture and sale ofbiomaterials, etc.

0

2006

Olympus Corporate Social Responsibility Report Digest 201127

2010 (fiscal years)

External Assessments
Results of Questionnaire Survey on 2010 Olympus Corporate Social Responsibility Report Digest
We would like to thank the many people who submitted their views and impressions concerning the 2010 Olympus Corporate Social
Responsibility Report Digest.
In addition to the questionnaire survey distributed with the report, we sought to increase the number of comments and impressions
received by commissioning a questionnaire survey on the 2010 Olympus Corporate Social Responsibility Report Digest and the corporatesocial responsibility using the donation survey* system of DFF Inc. The responses received were reflected in this Olympus Corporate Social
Responsibility Report.

*Donation survey: When a person registered with DFF Inc. responds to a corporate questionnaire, the company concerned donates ¥100 on behalf of the respondent to a non-profit organization nominated by the respondent.

 ircumstances of people who read the 2010 Olympus Corporate
C
Social Responsibility Report Digest (total responses: 27)

Assessments by people who read the 2010 Olympus Corporate
Social Responsibility Report Digest (total responses: 27)
Not impressed 0%

Olympus Group employee orfamily member 7%

Not very impressed 0%
Very good 38%

Resident near Olympus Groupbusiness site 4%

So-so 17%

Student/housewife
11%
Customer
37%
Corporate CSR/
environmental
executive 11%

CSR/environmentalorganization 7%

Good 45%

Media worker 0%
Supplier 4%

Research/education
worker 4%

Government
administration 4%

Shareholder/investor 11%

Circumstances of donation survey participants (total responses: 502)
Resident near Olympus Groupbusiness site 0%Assessments by donation survey participants (total responses: 502)
Not impressed 0%

Others 9%

Not very impressed 1%
Very good 19%

Olympus Group employee orfamily member 1%
So-so 27%

Student 18%
Corporate CSR/
environmental
executive 1%
CSR/
environmentalorganization 2%
Customer
65%

Media worker
0.2%
Research/
education
worker 2%

Good 53%
Supplier 1%

Government
administration 0.4% Shareholder/investor 2%■ Recipients of Funds from Donation Survey
In accordance with the wishes of survey participants, funds were donated to WWF Japan, Amnesty International Japan, Save the Children Japan, National
Women’s Shelter Net, the Japan Philanthropic Association, and the Child Line Support Center.

Issues highlighted concerning the 2010 Olympus Corporate Social Responsibility Report Digest
Issues highlighted

Resulting changes to the Olympus Corporate Social Responsibility Report

There should be detailed information about risks andother key items.

Starting in 2011, we will publish not only the digest version and the website but also the full report(in Japanese and English).

There should be descriptions of activities in eachsegment.

We reported on areas of activity in each business segment (Page 27) and on our initiatives for
consumers in each business segment (Pages 9-14).

This report and the website were produced with the assistance of many employees in related divisions and departments, both in Japan andoverseas.
We will continue to work toward the creation of a sustainable society by expanding our dialog with stakeholders, and by proposing andimplementing CSR-related policies and measures. We look forward to receiving your comments and impressions again this year.
Olympus Corporate Social Responsibility Report Digest 201128

Olympus Corporation

Contact

CSR Department, CSR Division
Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome, Tokyo 163-0914, Japan TEL: +81-3-6901-9299 FAX: +81-42-642-9017 E-mail: csr_info@ot.olympus.co.jp
Olympus Corporation Social Responsibilities Activities website http://www.olympus-global.com/en/corc/csr
Revised: Issued on October 25, 2011 (previous edition issued in August 2010) Next volume scheduled for issue in August 2012 X020-11E ②1110C