Olympus Corporate Social Responsibility Report 2007

This logo mark symbolizes the environmental activities of
the Olympus Group, which is involved in beneficial activities forthe earth and human beings, so that together we can smile like this.

Contact

CSR Department, CSR Division

Environmental Development Department,
Quality and Environment Administration Division

Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome,
Shinjuku-ku, Tokyo 163-0914, Japan
Tel: +81-3-6901-3960 Fax: +81-3-3340-2062
E-mail: csr_info@ot.olympus.co.jp

2951 Ishikawa-cho, Hachioji-shi,
Tokyo 192-8507, Japan
Tel: +81-42-642-2872 Fax: +81-42-642-9017
E-mail: environ@ot.olympus.co.jp

Olympus Website on CSR/environmental activities: http://www.olympus-global.com/en/corc/csr/

This report is printed with soybean oil ink via waterless printing on non-woodTake-pulp key G A paper made from 100% bamboo pulp.
Issued in August 2007 (previous volume issued in August 2006)
Next volume scheduled for issue in August 2008
X020-07E 1 0708T Printed in JapanCSR Report 2007

Olympus Corporate Social Responsibility ReportEditorial Policy
The Olympus Group issued its first “Environmental Report” in 2000. Later in 2005 the Group redesigned thereport and issued it as the “Corporate Social Responsibility Report,” enhancing reporting on the governanceand social aspects of its activities. This report is organized based on the Olympus Group Corporate Conduct
Charter (see page 4). The main points of each chapter are summarized below:

Policies for Corporate Activities (Social Report)
Reports on our approach to relations with customers and business
partners.
Involvement with People (Social Report)
Reports on our consideration for the personalities, safety and health,and basic rights of our employees.
Harmony with the Environment (Environmental Report)
Reports on our approach to environmental issues, based on the“Environmental Basic Plan 2006,” our 5-year action plan.
Good Relations with Community (Social Report)
Reports on cooperation with local communities and approaches that
contribute to social progress through our business activities.

Relations between the Olympus Group andStakeholders
The Olympus Group believes that we should fulfill our responsibilities
to society through our businesses and through social contributions
for various stakeholders. These are the people and organizations withwhom we come into contact while carrying out our business activities,
including customers, shareholders, employees, business partners,
local communities and the global community at large. The Olympus
Group shares in the changing business environment and social values
with these stakeholders. We believe that by doing so, can we continue
operations and contribute to realizing healthy and happy lives foreveryone.
The Olympus Group believes that our CSR activities help
us continually improve our corporate activities to achieve ourmanagement philosophy of “Social IN,” as described on page 4.

n CSR concept of the Olympus GroupCSR Information
Our website provides comprehensive information about the Olympus Group’s CSR
activities. This report includes information on the new efforts we have initiated during
fiscal 2006 and other important facts selected from the website.
CSR Website:
http://www.olympus-global.com/en/corc/csr/▲▲

This symbol refers you to the website

WEB

To clarify the overview of Olympus Group activities, the “WEB” symbol shownin this report indicates the internet sites where associated information and caseexamples can be found.
See page 30 for details on how to use the website.
* Please contact the CSR Department/Environmental Development Department if you cannot accessour website after this report is issued.

Reference Guidelines●“Sustainability Reporting Guidelines 2002” of GRI (Global Reporting▲▲

Initiative)  
WEB●“Environmental Reporting Guidelines (FY2003)” of the Ministry of theEnvironment, Japan
    * Comparative tables for the GRI Guidelines and the Global Compact can be found on our website.  
▲
▲

WEB

●“Environmental Accounting Guidelines (FY2005)” of the Ministry of theEnvironment, Japan

Scope of this CSR Report
Period: April 1, 2006–March 31, 2007
Organizations: All members of the Olympus Group, excluding the ITXGroup* ITX Group is operated as an independent corporate group, therefore it is excluded from the scope of
application, except in special circumstances.

Main Scope of the Data
●Overview of the Olympus Group: Olympus Corporation, consolidated

subsidiaries and affiliated companies●Social Report:

Olympus Corporation, Olympus Imaging Corporation, Olympus Medical
Systems Corporation●Environmental Report:[Japan]Olympus Corporation, Olympus Imaging Corp., Olympus Medical
Systems Corp., Aomori Olympus Co., Ltd., Aizu Olympus Co., Ltd.,
Olympus Opto-Technologies Co., Ltd., Mishima Olympus Co., Ltd.,
Shirakawa Olympus Co., Ltd., Okaya Olympus Co., Ltd., Olympus
Logitex Co., Ltd.
[Overseas]
Olympus (Shenzhen) Industrial Ltd. (China), Olympus (Guangzhou)
Industrial Ltd. (China), Olympus Winter & Ibe GmbH (Germany),
Olympus Life and Material Science Europe [Irish Branch] (Ireland),
KeyMed (Medical & Industrial Equipment) Ltd. (U.K.), Olympus America
Inc. (USA), Olympus Medical Equipment Service America Inc., National
Service Center (USA)* The data of companies other than those listed above, used with the objective to actively disclose
information to stakeholders, is shown separately.
* Environmental data in this report may differ from that in past reports or on the website as a result ofchecks and modifications in the reporting of our environmental activities.

Overview of the Olympus Group

Contents

Please refer to our IR (Investor Relations) information on the website
for the latest detailed information.

CSR of the Olympus Group▲▲WEB Investor Relations
http://www.olympus-global.com/en/corc/ir/

Olympus Corporation
Established: October 12, 1919
Headquarters: Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome, 		Shinjuku-ku, Tokyo 163-0914, Japan
Business line: Manufacture and sale of precision machinery andinstruments
Capital: ¥48,332 million
Total number of employees (consolidated): 32,958
Number of employees (Olympus Corporation): 2,946
Consolidated net sales: ¥1,061,786 million
Consolidated total assets: ¥1,091,800 million (including ¥334,210
million in equity capital)n Group organizational structure

Message from the President… ……………………………………… 3
Olympus Group Management Philosophy/
Corporate Conduct Charter…………………………………………… 4
The Olympus Group FY2006: Major Achievements
in Our Social and Environmental Activities………………… 5

Policies for Corporate Activities
Challenges in Fiscal 2006… …………………………………………… 7
Feature 1: Promoting “VOC Management”………………… 9

Involvement with People
Challenges in Fiscal 2006… ………………………………………… 11
Feature 2: Providing a Safe and Comfortable
Working Environment for Our
Employees………………………………………………… 13

Harmony with the Environment
Challenges in Fiscal 2006… ………………………………………… 15
Feature 3: Eco-Facilities Supporting Business
Activities……………………………………………………… 17

Good Relations with Community* The percentages shown here refer to voting rights.

Challenges in Fiscal 2006… ………………………………………… 19
Feature 4: Colorectal Cancer Awareness Campaign…… 21n Consolidated net sales and number of employees

Efforts by Olympus Group Sites
Efforts by Olympus Group Japan Sites… ………………… 23
Efforts by Olympus Group Overseas Sites……………… 25

Environmental Data
Influences of Business Activities andEnvironmental Preservation Activities……………………… 27
Environmental Accounting… ……………………………………… 29

n Consolidated operating income and net income/loss

n Consolidated net sales ratioin fiscal 2006 by fieldn Consolidated net sales ratioin fiscal 2006 by area

* The above consolidated figures include those of ITX Corp. from the second half of FY2004.

How to Read the Report and Website/
Editor’s Note……………………………………………………………………… 30

Medical Field
Endoscopes for medical use,
surgical endoscopes, andendotherapy devices

Imaging Field
Digital cameras, film cameras, andaudio recorders

Industrial Field
Endoscopes for industrial use,
nondestructive test devices,
information equipment, etc.

Life Science Field
Hematology analyzer systems forclinical use, biological microscopes,
and industrial microscopes

Message from the President

The Olympus Group creates and proposes new values to society through its businesses.
With the “Social IN” management philosophy, Olympus strives to be a responsible andintegral member of society while sharing our common values.
Our founder manufactured the first Japanese-made microscope with a strong desire tocontribute to the development of medicine. I believe that all of our employees should retain
this “company DNA” which has been handed down from our founders, and respond to theneeds of society by creating new values through design and manufacturing, acting basedon high ethical standards, and complying with all relevant laws and regulations. In addition,
it is important to promote economic, social, and environmental activities that go the extra
distance to bring health and happiness for people on this planet—the core of the Olympus
Group’s business activities.
To fulfill our corporate social responsibility (CSR) goals, member companies of
the Olympus Group should listen to the voices of various stakeholders—customers,
shareholders, employees, business partners, local and global communities, as well as theglobal environment—and form win-win relationships with them, so as to contribute to theattainment of a sustainable society through our business activities. I believe this will be
brought about through the actions of individual employees who are prepared to exceed
stakeholder expectations in their daily work.
Since its founding, the Olympus Group has been involved in medical and life sciencebusinesses, contributing to disease diagnosis, prevention, and health maintenance forpeople throughout the world. As a part of such efforts, the Olympus Group promotes healthawareness activities in Japan, Europe and the United States including participation in a
campaign to combat colorectal cancer.
In terms of the environment, we are advancing the introduction of environmentallyfriendly facilities at our new Mishima Olympus Plant, KeyMed plant in the United Kingdom,
and Olympus America Inc. headquarters in North America. In all regions and across all
businesses, we are continuing our efforts in environmental conservation—including making
our products more compact and lighter. We are also promoting environmental education for
all of our employees to further introduce Eco-Design*1 in our corporate activities.
We are committed to doing our best in all aspects of the economy, society, and theenvironment through ensuring the achievement of all of our planned measures and with therecognition that we must fully assume all of our corporate social responsibilities.
This CSR Report is designed to communicate our CSR activities, as well as encourage
all members of the Olympus Group to further strive to realize corporate social responsibilityon their own. We will be very pleased to receive any comments that you may have about thereport so that we can further improve our CSR management.
June 2007

Tsuyoshi Kikukawa
President*1:Business model aiming at continuously reducing ourenvironmental burden across all business activities inorder to realize a sustainable society.

Olympus Corporate Social Responsibility Report 2007

Olympus Corporation

Olympus Group Management Philosophy/Corporate Conduct Charter
Olympus was founded with a desire to produce Japanese-made microscopes that could contribute to thedevelopment of medicine in Japan. With our “Social IN” management philosophy, formulated in 1994, we havedeclared our determination to strive to realize better health and happiness for people by being an integral
member of society, sharing common values, and proposing new values through our business. Our corporatesocial responsibility (CSR) is based on this “Social IN” philosophy.
The “Social IN” Management Philosophy and Corporaten Management Philosophy of the Olympus Group

Conduct Charter of the Olympus GroupThe Olympus Group sets “Social IN” as the basis of its-V>Ê

management philosophy. In addition, the Olympus GroupWe establish
a relationship withsociety throughthe three “INs”

Corporate Conduct Charter and Code of Conduct were
established in September 2004 to apply “Social IN” to daily
business activities in order to fulfill our corporate social

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
the relationship of the Company
and society.

responsibilities. The charter and code disseminate our CSR
approach to the Olympus Group, including our concern for
the environment.

 ÛÛiiÌ Ã} Ì Ã«À>Ì

SocialInvolvement

Sharing
Social Values

Creating
New Values

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

1. Sound Corporate Activities
With highly transparent management, theOlympus Group engages in sound and faircorporate activities based on laws and ethics
through its relationship with all stakeholders,
including customers, suppliers, shareholders,
employees, and local communities.

2. Act on Behalf of the Customer
The Olympus Group provides safe, high quality
products and services that are meaningful
to society and in tune with the demands ofcustomers while taking sufficient measures toprotect customer information.

Involvement with People

3. Respect for Human Rights

Involvement with Society

5. Harmony with the Environment

In all of its corporate activities the Olympus
Group prohibits discrimination based on race,
faith, gender, age, social position, family lineage,
nationality, ethnicity, religion or disability as well
as forced labor and child labor.

4. Working Environment with Vitality

CSR of the Olympus GroupOlympus Group Corporate Conduct Charter

Respecting people’s safety and health andthe effects of the environment on their lives,
the Olympus Group contributes to a healthy
environment and sustainable development
through business activities and technologicaldevelopments that are in harmony with thenatural environment and society.

6. Good Relationship with the Community

The Olympus Group provides safe and healthy
working environments to respect individuality andfoster personal growth and offers value soughtby society as its employees strive for skills andimprove technologies.

The Olympus Group contributes to the development
and improvement of local communities throughrespect for the cultures and customs of countries
and regions in which it engages in businessactivities.

▲▲

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

UN Global Compact
Olympus agrees with the 10 principles of the UN Global

n UN Global Compact

Compact and has participated in the Compact since October
2004. We incorporate the 10 principles utilizing interactions
and mutual enlightenment with other participants to improve
our actions regarding social responsibility.
The 10 principles of the Global Compact have also
been incorporated into our Corporate Conduct Charter andCode of Conduct.
▲▲

Please refer to the UN Global Compact website for details:
WEB http://www.unglobalcompact.org/

Olympus Corporate Social Responsibility Report 2007

The Olympus Group FY2006:
Major Achievements in Our Social and Environmental Activities
In FY2006 the Olympus Group engaged in a range of social and environmental activities as part of the FY2006
Corporate Strategic Plan, announced in 2005. The results of these activities are as listed below.
We will continue to make further efforts to achieve our FY2006 Corporate Strategic Plan.

Good Relations
with Community

Harmony with the Environment

Involvement with People

Policies for Corporate Activities

Priority measures in FY2006

TargetStrengthening the internal control system

Establishing a framework for internal control

Securing and enhancing the shared interests of shareholders

Introducing measures against the acquisition of a large amount of
Olympus shares (defense measures against any potential corporatebuyout) according to a decision taken at the shareholders’ meeting

Thorough implementation of compliance activities

Developing a framework on compliance and familiarizing employeeswith measures

Protecting personal information

Strengthening the security system

Innovating services through “Voice Of the Customer” (VOC) management

Establishing a system to utilize customers’ voices throughout theorganization

Self-assessing CSR activities

Achieving self-assessment questionnaire collection rate of 80% inJapan and East Asia

Improving workplace management capabilities

Renewal and familiarize management training

Promoting employees’ health and ensuring a healthy working environment

1) Establishinga base to develop Olympus Good Health 21, the Group’s
comprehensive health management policy2) Introducing concrete measures to reduce long working hours

I: Eco-products(Environmental consideration of products and services)
Developing high-quality, environmentally-conscious products

Increasing sales of Olympus eco-products

II: Eco-facilities(Environmental efforts in our business activities)
Practicing environmentally-efficient management• Prevention of global warming:
Reducing CO2 emissions from energy systems by 50% comparedwith FY1990 by FY2010 (per unit sales)• Effective use of resources and reducing the amount of waste finallydisposed in landfills:
Reducing waste generation by 50% compared with FY2000 by
FY2010 (per unit sales)

III: Eco-management(Promoting environmental management)
Implementing global environmental management• Enhancing functions to comply with environmental laws andregulations• Strengthening environmental risk management

IV: Eco-communication	(Communicating environmental information to stakeholders inside and outside thecompany and activating social contribution activities)
Enhancing environmental communication

Enhancing environmental communication

Establishing good relationships with the community

Implementing social contribution activities in line with our management
philosophy*1: A part of the Law on Sales of Financial Products for the prevention of financial scandals and inadequate compliance and formulated based on the U.S. Sarbanes-Oxley Act (SOX Act), J-SOX requires listed companies
and their consolidated subsidiaries to improve their accounting audit systems and strengthen their internal control structures.

Olympus Corporate Social Responsibility Report 2007

Achievement

Relevant page▲▲•E stablished a basic policy regarding the internal control system required by
the Companies Act• Newly formulated and revised company rules• Set up a dedicated section for J-SOX*1 and promoted preparation

WEB

Future efforts (Challenges in FY2007)• Continuous review and improvement of the internal control system• Enhance the level of response to J-SOX*1•D
 etails of defense measures against any potential corporate buyout
announced in May• Introduction of defense measures decided at a regular shareholders’ meetingin June• Continuous efforts to secure and enhance the shared interests ofshareholders•P rovided basic education on compliance in the form of e-learning and grouptraining, targeted at all employees (officers, employees, contracted employees,
and others)• Continuous provision of education on compliance to new employees
and mid-career workers• Continue follow-up on compliance for all employees•A wareness-raising using company magazines and posters• Provided training through an educational video• Held lectures for employees in charge of handling personal information•F urther enhance the system to protect personal information andcontinue education for all employees
P7-10• To further improve effectiveness of VOC activities, enrich and improve
the system to ensure improvement activities based on feedback at
the source• Enhance product development for better usability to improvecustomer satisfaction•A chieved questionnaire collection rate of 92% in Japan and East Asia

P8

• Promote CSR activities with mutual respect and cooperation basedon questionnaire results• Introduced new management training in July and all newly appointed leadersfor FY2006 joined the training

P11-141) Introduce revised management training reflecting new personnel
system scheduled to be adopted in FY2008 and establish a new
system of full-time lecturers2) Newly introduce training on sexual harassment to respond to therevised Law for Equal Employment Opportunities for Men and
Women1) Strengthen the health and safety management system for the entire
company, improving the medical checkup system(subsidizing colon examinations)2) Strict control of working hours using IC (integrated circuit) cards

1) Increased number of full-time industrial physicians; introduced and developed
a support program for those returning to work; improved health checkups2) Reduced late-night and holiday working hours, familiarized employees withmanagement standards to be compliant with agreements on overtime workand paid holidays and establishing a check system• Put 78 product items into the market (44 in FY 2006)

P15-16• 100% of new Olympus products to be Olympus eco-products(excluding OEM products and accessories)•R educed CO2 emissions from energy systems by 37% compared with theresult for FY1990 (per unit sales)

P15-18• Reduced waste generation by 32% compared with FY2000 (per unit sales)

P27-29• Prevent global warming:
Reduce CO2 emissions from energy systems by 6% year-on-year (perunit sales)
Reduce CO2 emissions from non-energy systems by 30% year-on-yearReduce CO2 emissions attributable to logistics by 5% year-on-year(per unit sales)• Effective use of resources and reduce the amount of waste disposedin landfills:
Reduce waste generation by 6% year-on-year (per unit sales)• Set up a working group and made preparations to comply with Administrationon the Control of Pollution Caused by Electronic Information Products ofChina• Implemented measures against friable asbestos and soil pollution at
production sites

P16•P rovided a range of environmental education programs•P articipated in Eco-Products 2006
• Improved transmission of social and environmental information in English

P15-16• Further improve environmental communication•L aunched a campaign for colorectal cancer awareness in Japan

P19-26• Continue social contribution activities

CSR of the Olympus Group•E
 stablished a management system reflecting VOC in main business fields•F ostered a corporate culture to respect customers by enriching educationalcourses on customer satisfaction (CS) for each level• No violation of any environmental laws and/or regulations

P14, 16

Olympus Corporate Social Responsibility Report 2007



Challenges in Fiscal 2006

Policies for Corporate Activities
Sound Corporate Activities/Act on Behalf of the Customer
We want to hear our customers say “Olympus—the choice that couldn’t be more right” or “we will definitely
choose Olympus products again.” To ensure such customer satisfaction, all employees at the Olympus
Group must listen to our customers and provide top quality products and services to them.

Priority Measures and Targets

Achievements in FY2006

Quality Philosophy

Service Innovation through VOC management

Within the Olympus Group, all employees strive to provide
products and services from the customers’ viewpoint to fully
realize our quality philosophy.

• Promotion of VOC activities
In the Olympus Group we promote VOC activities to ensure thatvoice of the customer (VOC) are reflected in our products andservices (see pages 9-10).

Quality Philosophy
1. Realization of genuinely world-class “Total Quality” in all
aspects of the organization
2. Provision of the highest quality products and services tocustomers

Core Principles(1) All actions to reflect a customer-oriented approach(2) Develop “Win-Win” relationships with all partners(3) B e disciplined in following the appropriate procedures
and, in day-to-day operations, continuously strive for
improvement, avoiding complacency

Priority Measures

Focus on improving “voice of the customer” (VOC)
activities and quality of products and services

n Design and manufacturing to reflect customers’ comments

Inquiries

Proposals

Requirements

Showrooms

Discussions inrelevant departments

Communication
by Telephone

HP

Marketing departments
and sales companies inJapan, Overseas
subsidiaries and agents

HP

Test and Evaluation
CenterComments

E-mail

Marketing and Sales
Development and Design
Planning

Customer
support centers

Olympus Corporate Social Responsibility Report 2007

Decision to introduce new products and services

Approaches to reflect customers’ comments
Approaches to provide products
on products and services
that can earn customer’s satisfaction

Contents• World-class safety evaluations

Aims

Q uality Evaluation at Product Development
Stage for Safe Use of Products

Objective

Target• Promote VOC activities (see pages 9 to 10)• Create a customer-oriented corporate culture• Design and manufacturing products which reflects
customers’ comments

Usability
evaluation

approach among Olympus Group employees, we provide inhouse training on customer satisfaction (CS).
During FY2006 the number of employees who took CS
courses for mid-career workers doubled from the previous term,reflecting a heightened awareness toward customer satisfaction.
In FY2007, a course titled “Achieving CS Utilizing Voiceof Customers” has been included. We will continue providing
enhanced education on CS, incorporating the latest examples.

Title

management

Face toFace

Recognizing the importance of building a customer-focusedn Olympus CS Education Courses

Service Innovation through VOC

Customers• Fostering a customer-focused corporate culture—
In-house education on customer satisfaction (CS)

Basic Course on
Quality Control

Basic Course to
Achieve Customer
Satisfaction

Achieving CS
Utilizing Voice ofCustomers(from FY2007)

New employees

Recommended to
employees in third to
fifth year

Manager level

Realize customerfocused approach to
improve our businessquality

Understand customer- Understandoriented activities
organizational CS
in development,
activities
manufacturing, sales,
service sections, andat headquarters

Learning that “quality”
includes businessquality; and practicaltraining

Discussion on
customer-oriented
approach in groups
based on examples
and making “mycheck list”

Foster people capableof reviewing their jobs
from the standpoint ofcustomers to improvebusiness quality

Clarify the definition
Understandof “customers” fororganizational CS
each employee andactivities
create a CS culture
to continue improving
business

Video lecture by
CS specialist,
understanding
utilization statusof VOC and ideal
situation• Product development based on customers’comments—Usability Evaluation
The Olympus Group performs usability evaluations to assess theusability of our products from the viewpoint of customers.
Prior to commercialization, products in development are actuallyhttp://www.olympus-global.com/en/corc/csr/soundcorpo/

For details, please refer to our website atused by customers or third parties to identify and correct problems.
Specifically, we have succeeded in improving the graphicaluser interfaces (GUI) of
our digital cameras. Suchefforts are also carriedover into other products,
including endoscopes andmicroscopes.

Cooperation with Suppliers▲▲

Procurement Policy
The Olympus Group cannot manufacture its products
without the cooperation of its suppliers. In order to promote
supply chain-wide CSR activities in cooperation with
our suppliers, the Olympus Group established material
procurement policies WEB placing an emphasis on
considerations for legal and ethical compliance, humanrights, and labor standards, in addition to those concerning
more conventional material procurement requirements—
quality, delivery deadline, price, and the environment.

Usability Evaluation• World-Class Safety Evaluation—Quality Checks at the Product Development Stagetesting laboratories. We willcontinue to strengthen ourevaluation system by adding
more facilities and systems
and fostering evaluation

Self-Evaluation Questionnaire on CSR Activities
In FY2006, we conducted a self-evaluation questionnaire
on CSR activities to determine the level of CSR efforts ofsuppliers in Japan and East Asian nations/area (China,
the Philippines, Singapore and Taiwan). Olympus Group’s
procurement sites asked suppliers to cooperate with our“Questionnaire on Self-Assessment of CSR Activities,” andreceived responses from about 1,700 suppliers (92% of
total). Based on the results, we will promote CSR activities
together with our suppliers with mutual respect andcooperation.
WEB Procurement Philosophy =http://www.olympus-global.com/en/corc/csr/soundcorpo/procurement/index.cfm

Future Targets

engineers.
*1: ISO/IEC17025: General requirements forthe competence of testing and calibrationlaboratories

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

The Olympus Group focuses on quality checks at the productdevelopment stage to ensure our products are of the highest quality.
The 10 m wave anechoic chamber, built in 2004, offers
world-class performance and has been certified by the National
Voluntary Laboratory Accreditation Program (NVLAP, U.S.A.) as
well as by the Netherlands Organisation for Applied Scientific
Research (TNO, the Netherlands) on electromagnetic noise testing.
The evaluation report is also publicly accredited with ISO/
IEC17025*1 certification, aninternational standard forWEB Procurement Policies =Electromagnetic noise testing in the 10 m
test chamber

For more effective implementation of VOC activities, we will
improve the system to ensure correction of problems based on
the feedback at the product development stage.
In addition we will strengthen product development by fully
considering usability in order to enhance customer satisfaction.

From a Stakeholder

Akira Mouri
Environmental Report Project Leader
Vice Chairman, Environmental Committee,
Nippon Association of Consumer Specialists

I highly evaluate the company-wide
efforts of Olympus in setting the provisionof high-quality products and services
as its quality philosophy throughout its
corporate activities. Specifically I value
VOC, the customer-oriented approachthat directly reflects the voic e s o fcustomers on product development.
I hope that Olympus will make further
efforts to enhance customer satisfaction,in terms of both functionality plus theemotional value of products and services.

Policies for Corporate Activities [Challenges in Fiscal 2006]

Safety of Products▲▲

Quality Evaluation at Product Development Stage for

From Olympus

Tsuyoshi Matsuura
Division Manager, Quality and Environment
Administration Div.,
Olympus Corporation

The Olympus Group promotes customeroriented quality management, setting
our feet firmly within society. We are also
developing various initiatives in eachdivision in accordance with our strategy
f o r t h e a ch i e v e m e n t o f o u r quality
philosophy. We will develop group-wide
VOC activities as the main theme of ourquality strategy and reflect the resultsin the innovation of the process fromdevelopment and sales, through to theprovision of services. Further, we will
strive to create an open corporate culture
with a customer-oriented approachthroughout the Group.

Olympus Corporate Social Responsibility Report 2007



Feature 1: Policies for Corporate Activities
A comment from a customerthat “waterproof protectors
are not available at the shops”
was transmitted to our sales
department. Supply routes ofseasonal products were checked,
which led to the establishment of
a new system to offer seasonal
products at our web shop
throughout the year.

Promoting “VOC Management” to Reflect
the Voices of Customers in All of Our Products
In 2006, a VOC meeting was added to theCS (customer satisfaction) management
system of Olympus Imaging Corp., which
manufactures and markets consumer
products. This is a place to listen to thevoices of customers seriously and to reflect
them when improving our products and in
new product development. Let us introduce
an outline of a VOC meeting.

Listening to the Voices of Customers
and Making Decisions in Meetings
At VOC meetings participants listen to the voices of ourcustomers first. Customer support centers and service
stations receive comments directly from users of our digital
cameras and other products and services. Sometimes thenumber of comments amounts to as many as 20,000 amonth. The VOC meeting has been set up to reflect thesevoices from the consumer market in product improvement.
Basically, managers and senior employees fromproduct-related departments such as quality, productplanning, development, and sales, attend the meeting, as
well as senior executives, (including the President) who havethe authority to make business decisions. This is because
this meeting is seen as an opportunity to clarify problems,
determine the direction of how to solve them, and to set
relevant deadlines.
“Deadlines, responsible persons, and countermeasures
are determined on the spot in this meeting. This way does
not leave problems unresolved,” says Seiichi Wakamatsu

Around 25 people participate in the monthly VOC meeting,including Masaharu Okubo, president of Olympus Imaging Corp.
He can be seen at the back right.

Olympus Corporate Social Responsibility Report 2007

at Support & Service Dept., Global Sales & Marketing Div.,Promoting “VOC Management”

Olympus Imaging Corp. In the meeting, comments from
customers, letters, faxes, e-mails, and those posted on thewebsite are submitted without change for attendants to listen
to and read.
“The important point is to directly report fresh voices,”says Wakamatsu. The quality review is designed to reflect
customers’ comments on products as well. On the 30th
and the 90th day following the launch of a product, quality
and other related information is collected to reflect on eachproduct or service, correct defects and improve quality. At
the same time, VOC meetings are used to reflect customers’
needs for the actual development of products and services.

LCD booster function for the μ760/Stylus 760
has been improved based on discussions at
VOC meetings. Low visibility under sunlightduring daytime was improved by increasing theluminance of the monitor. Function buttons werealso moved for better operability.

cameras that require longer startup times with the introductionof higher capacity storage media and enhancement of image

Customer-Oriented Product Development:
Establish a Feedback System

editing software where users faced difficulties in finding the

Naturally, we cannot discuss all 20,000 comments at a VOC

catalogues were also changed.

images that they wanted. Marketing methods of seasonal
products such as waterproof protectors and descriptions in
Of course there are still many challenges to be met. What

are analyzed regularly to adopt countermeasures throughdiscussions with related sections. After that, the comments

shall we do when contradictory needs arise in the future?

to be shared at management level are selected and later

how do we go about communicating customers’ comments

submitted to the monthly VOC meeting.

in various languages? These are challenging tasks for us in“Narrowing down the list is the key. If there are too

When this project is launched in Europe and the United States,

establishing a customer-oriented product development system.

many, most of them will be left unresolved. We choose
problems that seem urgent, even if the number of inquiries isfew,” says Wakamatsu.
The Support Service Division, which has direct contact
with customers, knows what we should do.
“Customers’ comments can be demanding for people
in charge of planning and development, but it leads ton Flow of Proposals and Problem Closure Managementat VOC Meetings
Voice of Customers
Communication
with customers

Response to customer inquiries

Analysis process

Contents, frequency,
and classification analysis

Proposal process

Proposal of challenges fromthe viewpoint of customers andconsidering the level of impact

awareness-raising. It depends on customers’ evaluations
whether developed products are well accepted in the market,”says Tadahiko Matsui, Environmental Quality Assurance Dept.,
Business Administration Div., Olympus Imaging Corp.
In other words, VOC meetings are used to improve
our products based on customers’ needs, not on ourneeds. Matsui adds, “We aim to build a total feedback

Discussion andsetting direction

Setting direction

system,” including business process, rather than simply an

Development
process

Putting the decision into practice

improvement in products.
Examples include backlight luminance adjustment in

Provision ofcustomer-focused
products and services

Response to customers

VOC
database

Policies for Corporate Activities [Feature 1]

meeting. In the Support Service Division these comments

Important tasks
VOC meeting

Incorporating into
commercialization
processes

liquid crystal monitors, firmware updates for existing model

From the Designer of the Improvement
Project

From a Collector of
Customers’ Voices

We continuously check customers’ responses
to product improvement. We not only reflect
improvements based on customer comments
in our products and services, we also establish
and promote a customer-oriented corporate
culture and mechanisms throughout theorganization, including the development andmarketing sections.

We cannot be critics who analyze customers’
requests. Instead, we must speak for themand suggest better products or services. Can
we make the best suggestion or find the rightanswers for them? We have to constantly
ask ourselves. To this end it is important tounderstand the customers’ points of view.

Tadahiko Matsui

Seiichi WakamatsuGroup Leader, Planning Group, QA & Environmental Compliance Dept.,
Business Administration Div., Olympus Imaging Corp.

Group Leader, Planning Administration Group, Support & Service Dept.,
Global Sales & Marketing Div., Olympus Imaging Corp.

Olympus Corporate Social Responsibility Report 200710

Challenges in Fiscal 2006

Involvement with People
Respect for Human Rights/Working Environment with Vitality
Our guideline for personnel management, “Developing human resources and an organization with vitality” isbased on our Social IN management philosophy. Olympus has been actively engaged in creating a working
environment where every employee can perform at his or her best and find self-fulfillment through respect forhuman rights, various values and individuality.

Priority Measures and Targets

Achievements in FY2006

Global Development of Olympus Human Rights andJapan: Efforts of Olympus Corporation

Labour Policy
Our employees are invaluable resources for Olympus. Olympus
joined the UN Global Compact in 2004 and newly formulated its
Human Rights and Labour Policy in 2005. To ensure respect forhuman rights and provide a safe and healthy working environment,
Olympus is developing measures and efforts tailored to the needsof each local company, in compliance with laws and regulations.

Olympus Human Rights and Labour Policy (extract)• Olympus supports and respects the Universal Declaration of
Human Rights, adopted by the United Nations in 1948, andis committed to respecting its employees’ human rights aswell as expects the protection of human rights by its business
partners.
• The Olympus Human Rights and Labour Policy applies to all
Olympus Group companies globally.
• Olympus respects the diversity, character, and human rightsof each employee; provides employees with opportunities tofulfill their potential, develop their capabilities, and maximize
their value; and strives to maintain a safe and healthy working
environment.
• Olympus supports and respects the protection of internationallyproclaimed human rights within the sphere of its influence andensures that it is not complicit in human rights abuses.
• Olympus ensures that it will not use any forced or bonded
labour in the production of Olympus products or services.
• Olympus complies with local minimum age laws andrequirements and does not employ child labour.
• Olympus strives to eliminate discrimination based on gender,
race, nationality, ethnicity, religion, disability, etc., that are
unrelated to the job performance required for the businessinterests of Olympus.
• Olympus respects the rights of workers to organize in labour
unions in accordance with local laws and established practice.
* This policy is not applicable to listed companies that have a separate policy.

n Employee Composition by Region/THERS  

Aiming to create a working environment for each of our employees
to enhance their capabilities and find self-fulfillment withrespecting diverse values, Olympus has developed the initiatives
described below, including a reemployment system for retired
workers (see pages 13–14).

• Strengthening Management Skills
Group training by in-house lecturers and e-learning were provided forgroup leaders and team leaders. This program heightened awarenessof the importance of management and improved the internal structureof the company.

• Health Management and Labor Management
Olympus reduced late-night and holiday working hours and improved
the control system to comply with agreements on overtime work andpaid holidays*1. Employees who work long hours are subject to medical
checkups by industrial physicians, which are conducted by our highstandards than the legal standard in order to prevent health problems,
including safeguarding mental health. To maintain security and optimize
labor management, IC technology has been introduced for corporate ID
cards.
*1: A greements on working on rest days and midnight work between labor unions and companies are
required to be submitted to the Labour Standards Inspection Office in accordance with Article 36 of
the Labour Standards Law.

• Approach to Utilization of Human Resources
Special orientation days for female graduates wishing to join Olympus
are held periodically. These days are run by female employees of theCompany and are designed to ensure Olympus maintains a proper
gender balance.

North America: Efforts of Olympus America Inc. andOlympus Imaging America Inc.
These two companies, which serve as the headquarters and themarketing/sales arms in North America, initiated the “Olympus Healthy
Living” campaign to encourage employees to live a healthier lifestyle.

•A “Blueprint for Wellness”
Offered at no cost to employees and theirspouses or domestic partners, this voluntary
health management program determines
employee risks for certain medical conditions
through diagnostic testing. Personalized tips
and free assistance for improving overall healthare also provided.

Logo for Olympus
Healthy Living• “Get Fit, Get Healthy”!SIA 

This voluntary program is supported by employee-organized teams,
who compete against each other to increase exercise time and lose
weight. Discount coupons for local gyms are provided along with weight
management resources.

*APAN  .ORTH !MERICA  %UROPE  

11

Olympus Corporate Social Responsibility Report 2007

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

For details, please refer to our website at* Scope of information on personnel matters on the website is the same as in this report.

• A “Healthy Living” Calendar of Events
Starting with a Health Fair, in which more than half of our Center
Valley employees participated, monthly programs are linked tonational health concerns including
heart disease, stress, and skin,breast and colorectal cancers.
Flu immunization and smoking
cessation programs are also offeredduring the year, along with no-costendoscopic colon examinations
for employees enrolled in thecompany’s insurance plan andmedical practitioner network.
Health Fair

Europe: Efforts of Olympus Europa GmbH

respond to changes in the market environment.

• Leadership Development ProgramEstablishing and Developing the Europe JuniorManagement Program (JuMP)This intensive training on 1) leadership, 2) information management,
and 3) financial and project management was joined by 30 JuniorManagers from 16 nations in Europe.
This program also included projects
for multinational teams to tackle thelatest business challenges. The aim
is to build a network within Europe
and improve people’s abilities tounderstand different cultures, while
also enhancing leadership andmanagement skills.
Kick-off of JuMP Training

China: Olympus (Beijing) Sales & Service Co., Ltd.
Olympus (Beijing) Sales & Service Co., Ltd. (OCM), which sells medical
equipment and biological microscopes and provides after-sales
services at its 31 sales offices, is focusing on employee education on
product technology and fostering managers for the future.

To nurture the special skills required to sell products that relate to humanlife and meet the needs of customers, all employees in charge of sales
or service provision are required
to receive basic education on
product knowledge. Such training
includes sessions by internal
lecturers, practical training, such as
installation of equipment, and useof the intranet. This basic education
will be expanded to provide
continuous education on productknowledge and ensure advanced
Basic Education on Product Knowledge
knowledge of specific products.

• Training on Coaching
For smoother communication with subordinates and to strengthen
our organizational capacity, training on coaching provided by external
lecturers was launched, targeting managers. Employees working forother Olympus Group companies in China also joined the training.

Future Targets
During FY2007 Olympus will promote individual growth byproviding attractive work while balancing job satisfaction andgrowth of the company at a higher level. In addition, we will aim
to be a company where employees enjoy working to achieve
their best by introducing a new employment system and working
styles, in addition to improving working conditions for women.
Setting our Human Rights and Labour Policy as the
Olympus Group’s common base, we respect the independenceof each local company in the world, taking into consideration
national circumstances when developing personnel and labormeasures. We will consider cross-border cooperation in nurturing
management that contributes to the healthy development of thecompany and the creation of workplaces with improved working
environments.

From a Stakeholder

Kazuhiro Tsujimoto
Chairman of the Central Executive
Committee,
Olympus Labor Union

I understand Olympus’ approach on the
global utilization of human resources and its
policy on human resources development.
For Olympus to achieve their goal of
creating new values, it is essential that
employees, as the driving force, can feel job
satisfaction and care for others in doing theirwork. For the bright future of all employees
around the globe, we will establish a new
personnel system that helps employees andthe organization exercise their capabilities
to the fullest, with maximum cooperation
between the labor unions and management.

Involvement with People [Challenges in Fiscal 2006]

Olympus Europa GmbH (OE), which supports Olympus Group
companies operating in Europe, focused on human resources
development to improve professionalism and capabilities to• Establishing and Development Education on
Product Technology

From Olympus

Nobuyuki Koga
General Manager, Human Resources Dept.,
Business Support Div.,
Corporate Center, Olympus Corporation

As the chairman has pointed out, thehealthy growth of the corporation and of
individual staff depend on the creationof a culture and an environment in which
each employee can find their dream andachieve satisfaction and cooperation in
their work. At present we are reviewing our
personnel system with the aim of realizing
human resource management that fully
respects individuals and establishing ahealthy working environment in order tocreate new values. In doing this we will
respect the opinions of employees thatbelong to labor union.

Olympus Corporate Social Responsibility Report 2007

12

Feature 2: Involvement with People
The re-employment system
for retired employees willreposition and transmit
the skills and know-how ofretired people across thecompany. To match requests,
discussions will be held forboth users of this system andthe workplaces where they
will be assigned.

Utilizing Human Resources and Improving
the Working Environment“The Year 2007 Problem”—2007 is the year
when baby boomers will start to retire in
Japan. A response is required by the existing
employment system to cope with various socialchanges, such as reforms to pension plans,
and the declining birthrate, coupled with thegrowing proportion of elderly people. In 2006,
the Olympus Group improved its re-employment
system to hire those who hope to be reemployed. Other efforts to improve workplaces
include the enhanced child-care leave system.

In Principle All Applicants are
Re-Employed after Retirement
Olympus has a retirement system based on the age of60, and in 2001 introduced a new system to re-employ
those who are appointed by the company. In April 2006 welaunched a new system to re-employ all those who are willingto continue working in accordance with the revised Law
Concerning Stabilization of Employment of Older Persons.
Contracts can be renewed every year until employees reachthe year when they can receive their fixed pensions.
“Currently, the year 2007 problem is drawing attention,”says Minoru Koyama, Human Resources Service Center,
Human Resources Dept., Corporate Center, Olympus
Corporation. “At Olympus the year when a lot of employees
retire at the same time will come in about 10 years. By
postponing the age when pensions are payable, a revisionof the re-employment system is urgently needed. However,with the current pension system, which grants an annuity to

A two-day life planning seminar for employees reaching theage of 55 and their spouses also served as an opportunity torecognize the participants’ service to the company. Olympus
provides opportunities to learn about post-retirement life,
including such aspects as financial management, living a wellbalanced life, and health.

13

Olympus Corporate Social Responsibility Report 2007

those reaching the age of 60, only about half of employees
who are going to retire hope to continue to work at present.”

Providing a Safe and Comfortable Working Environment for Our Employees

Most of the re-employed workers are assigned to theirprevious workplaces or related fields according to theirexperience. Those who originally hail from Nagano Prefecture

Noriyuki Nakayama, Production
Technology Group, Hinode
Plant, Olympus Medical
Systems Corp.,

or have been transferred from their home in Nagano canreturn to Olympus’ several production sites in Nagano, if theyso wish.
Examples of those who have made use of this system

Yumiko Nakayama, Process
Group, DEM Technology
Dept., Production Engineering
Div., Corporate R&D Center,
Olympus Corporation, andtheir children

highlight its benefits to the re-employed worker and to
Olympus.
Yutaka Otani of the Micro-Imaging System Division
reached his retirement age as a manager in charge of a newcase of Mr. and Mrs. Nakayama, who both took child-carebusiness to introduce inspection equipment made overseas

leave.

into the Japanese market. He is now employed at the same

After his wife Yumiko gave birth to their third child andworkplace. He says laughing, “I feel like I am doing unfinishedreturned to work after child-care leave, husband Noriyuki

homework for the summer vacation in a classroom after the

took one month’s leave.
“I decided to take leave for my children and wife who

more than he was when he was a manager. His present work

was not so well after the delivery. I applied for the leave early

concerns a new business to promote products in cooperationin order to arrange work during my absence. My participation

with doctors and academics. Recognizing the importance ofhuman relations in business, he is accompanied by young

in childcare for one month helped stabilize the family’s daily

employees to meet doctors at hospitals whenever possible.
Ichiro Shimizu had been engaged in our quality
control certification system and standardization of legal

rhythm and supported my wife mentally,” says Noriyuki.
Compared with the time when many people thought
women should resign after childbirth, taking child-care leave
is now much better understood in the workplace.

work on pharmaceutical affairs. Currently his duties at
Olympus Intellectual Property Services Co., Ltd. include
standardization of operation, employee education, andestablishing a new quality control system.
“I only work four days each week, but I always continue
work until I finish it, in the same way as before I retired,” says
Mr. Shimizu.
The two are active both at work and on holidays. Mr.
Otani enjoys windsurfing, while Mr. Shimizu plays piano andsings in a choir.

Male Employees Take Child-Care
Leave, Balancing Child Care andWork
The Olympus Group has formulated a child-care leave system,
allowing employees to take up to a one year leave of absence
until the child reaches the age of two. Introduced here is the

From a User of theRe-employment Systemafter Retirement
I recognize my responsibilities
to hand down my experiencein the company to younger
employees. I always bringgroup members when I visit
doctors. What I try to convey
are the intangible assetsthat play such an importantrole in my work, and other
Yutaka Otani
aspects that cannot easily beMarketing and Domestic Sales
Dept., Micro-Imaging System Div. transmitted verbally.
Life Science Group,
Olympus Corporation

Providing a Safe and Improved Working
Environment
The Olympus Group strives to ensure safety at workplaces sothat employees can work safely and with a sense of security.
One example is the measures that we have taken against
asbestos. When health problems caused by asbestos emergedin Japan, in June 2005, the Olympus Group investigated the useof construction materials containing asbestos at 71 locations—
including domestic production sites, affiliates, and company
housing. This investigation revealed that at five locations,friable asbestos had been used and required immediate safetymeasures. During FY2006 we placed the highest priority on theasbestos elimination work and in some cases contained andenclosed the location in accordance with prevention regulationsof the Ministry of Health, Labour and Welfare.
Another important measure is against earthquakes. As
part of this program, we introduced a safety check system tobe used in times of disaster in September 2006. In the eventof a disaster, the safety of all employees, including temporary
staff and part-timers, is confirmed first. In the situation where
employees have been affected, the Olympus Group provides
support for them.

From a User of theRe-employment Systemafter Retirement

Ichiro Shimizu
Administration Group,
Olympus Intellectual Property
Services Co., Ltd.

I belong to an Olympus company
established about a year ago incharge of filing patent applications
and research for the Olympus
Group. My responsibilities include
standardization of work involving
building and documentation for
employee education and a quality
control system to ensure thatthe same quality levels can beachieved if the responsible personchanges. I believe my experience
is of worth to the new company inpromoting standardization.

Involvement with People [Feature 2]

vacation.” But still, he says that he is able to focus on his job

From a Staff Member
Operating the System
I am very happy to hear thatthese two men enjoy working.
Expecting an increase in
the number of users, we areaiming to further improve
the reemployment system.
Another aim of this system isthe repositioning of special
Minoru Koyama skills; but since workplaces
are sometimes not willing to
Deputy Section Manager,
Human Resources Service Center, let their staff go to another
Human Resources Dept.,
workplace, we have toCorporate Center,demonstrate the value in
Olympus Corporation
doing so.

Olympus Corporate Social Responsibility Report 200714

Challenges in Fiscal 2006

Harmony with the Environment
Establishing Eco-Design
To establish Eco-design (see page 3) in our business activities and thereby fulfill our responsibilities toward
the realization of a sustainable society, we have formulated the Basic Environmental Plan and will incorporate
it into the Corporate Strategic Plan. We will continue our company-wide efforts to reduce our environmental
burden.

Priority Measures and Targets
Olympus Group Environmental Charter

I. Eco-products

The Olympus Group defined its Environmental Charter in August
1992 (revised in October, 2005) to be a responsible corporate
citizen and establish a healthy environment and a society inwhich sustainable development is possible. The Environmental
Charter articulates the Olympus Group’s basic position on theenvironment and sets out ambitious environmental protection
goals that require specific actions.

• Expanding sales of “Olympus Eco-products”

The Olympus Group respects people’s security and healthand the natural mechanisms that realize this. We are also
contributing to the realization of a sustainable society andsound environment through environmentally compatible
technological development and corporate activities.

Guidelines for Environmental Action

Olympus Group Medium-Term Basic Environmental Plan
The Olympus Group formulated the 2006 Basic Environmental
Plan (for the five years from 2006) as part of our ongoing efforts
to establish Eco-design in our business activities and become anenvironmentally advanced company to fulfill our responsibilities
toward the realization of a sustainable society.

2006 Basic Environmental Plan (summary)

I. Eco-products
Creating Sophisticated Environmentally Conscious
Products• E xpanding the sales of environmentally conscious
products

II. Eco-facilities

Implementing Eco-Efficient Management• Preventing global warming:
R educing CO 2 emissions from energy systems (perunit) by 50% compared with FY1990 (globally)• Accelerating the effective use of resources and reducing
waste finally disposed in landfills:
R educing waste generation (per unit sales) by 50%
compared with FY2000 (globally)

III. Eco-management
Practicing Global Environmental Management• Improving the system for complying with environmental
laws and regulations

IV. Eco-communication
Enriching Environmental Communication

Olympus Corporate Social Responsibility Report 2007

n No. of products registered as“Olympus eco-products” for each yearn Eco-products mark











▲
▲

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

The Olympus Group has formulated its own standards forenvironmentally-conscious products, based on the four pillars of“environmental preservation,” “energy saving,” “resource saving,”and “information disclosure.” These internal standards, which
conform to the ISO 14021 Type II “Environmental Label” international
standard, are used to certify products that meet our environmental
performance requirements as “Olympus Eco-products.” As of March
2007, a total of 78 products are on the market as such.

.O OF PRODUCTS

Olympus Group Environmental Charter (abstract)
Environmental Protection Declaration

15

Achievements in FY2006











 FISCAL YEARWEB http://www.olympus.co.jp/en/eco-products

II. Eco-facilities (page 28)• Preventing global warming:
CO2 emissions from energy systems reducedby 37% compared with those in FY1990(per unit sales)
Energy-origin CO2 per unit sales in FY2006 was 14 ton-CO2/100
million yen, which is down 37% from FY1990. Continuous and further
reduction is being made through our daily efforts in energy saving
activities and improvements to production technologies. On the other
hand, CO2 emissions from non-energy systems and distributionorigin CO2 emissions went up by 8% and 30%, respectively, over
FY2005. We have now redoubled our effort to reduce CO2 emissions
from non-energy and distribution fields.

• Accelerating the effective use of resources andreducing waste finally disposed in landfills:
Waste generation reduced by 32% over that in
FY2000 (per unit sales)
Waste generation was 5,238 tons, 32% down from that in FY2000.
We have been promoting the Minimization of Landfill*1 project since
FY2003 toward the “reduction of the final amount of waste disposedof in landfills” and an “improvement in the recycling ratio.” In FY2006,
we evaluated the status of the
Minimization of Landfill efforts
at every facility and site inJapan to help sustain theseendeavors and ensure wasterisk management. We intend
to promote Minimization ofLandfill at overseas sites in
addition to those in Japan.
*1: A ccording to Olympus’s definition, when“the final amount of waste disposed inlandfills is reduced to less than 1% ofwaste generation discharged,” this iswhen Minimization of Landfill is achieved.

Evaluation of the status of Minimization ofLandfill effort at Tatsuno Plant

For details, please refer to our website at

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

Future Targets

III. Eco-management• Improving the system for complying withenvironmental laws and regulations
For the purpose of reducing the impact on the environment andhuman health, regulations on specific chemical substances are being
tightened both inside and outside Japan. In FY2005, we set up thein-house Environmental Laws and Regulations Liaison Meeting topromote the sharing of information related to environmental laws
and regulations and review relevant measures. In FY2006, a working
group was set up to make preparations for compliance with theadministration of the Control of Pollution Caused by Electronic
Information Products of China*2.
*2: The Administration (No. 39) was enforced on March 1, 2007.

In order to further contribute to realizing a society with sustainable
development and a sound environment through our businessactivities, we decided to reinforce our environmental management
system in FY2007 throughout product life cycles*3 in each businessplant—in addition to our ongoing EMS (environmental management
system) activities at each plant—thereby promoting environmental
activities in all our business activities.
*3: P roduct life cycles refer to product life styles that covers planning, development, design,
procurement, production, logistics, sale, use by customers, disposal, and 3Rs.

• Strengthening environmental risk management

Substance
detected

No. ofMaximum
above-limit
measurement
points/(no. of times
No. of points
the upper limit)
investigated

Designatedupper limit

Depth ofmaximum
value
detection

Lead and its
compounds

3/370

970 mg/kg(6.5 times)

150 mg/kg
or under0 to 0.5 m

Fluorine
and its
compounds

1/370

1.2 mg/l(1.5 times)

0.8 mg/l
or under0 to 0.5 m

Targets in FY2007

I. Eco-products
Creating Sophisticated Environmentally Conscious
Products• Ratio of Olympus Eco-products to new products: 100%(excluding OEM products and accessories)

II. Eco-facilities
Implementing Eco-Efficient Management• Preventing global warming:
CO2 emissions from energy systems reduced by 6%
compared with FY2006 (per unit sales)CO2 emissions from non-energy systems reduced by 30%
compared with FY2006
Distribution-origin CO2 emissions reduced by 5% comparedwith FY2006 (per unit sales)• A ccelerating the effective use of resources andreducing waste finally disposed of in landfills:
W aste generation reduced by 6% compared with
FY2006 (per unit sales)

III. Eco-management
Practicing Global Environmental Management

IV. Eco-communication• Enriching environmental communication
We held in-house environmental education and carried out various
events including participation in Eco-Products 2006 exhibition. We
also enriched communications through our website (page 30).

• N o violation of any environmental laws and/or
regulations

IV. Eco-communication
Enriching Environmental Communication

From a Stakeholder

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

I think the environmental communications
conducted over many years using Mitsuaki
Iwago’s photographs are excellent, inparticular, GWW (Global Warming Witness)(See page 20) is unique to Olympus as it
can convey the message of an imminent
threat of global warming that couldn’t
be otherwise sent if still images alone
were used. In the future, I think a more
effective way of information provision,
such as incorporation of multi-faceted andstrategic media approaches into the stageof management plan development, will
become even more important.

Harmony with the Environment [Challenges in Fiscal 2006]

Following submission of a notification on specific facility disuse forthe former Sakaki Branch of Olympus Opto Technologies Co., Ltd.,
we investigated the soil and groundwater at this site as per Article
3 of the Soil Contamination Countermeasures Law. The results ofthe soil investigation found some values beyond the designatedupper limits, while others were within the acceptable range. The
groundwater survey found no substances whose concentration
exceeded the designated upper limit. The soil whose contamination
was beyond the acceptable limit was totally replaced with clean soil
under the administrative instructions, and all the contaminated soil
was purified.

From Olympus

Kaoru Maeda
General Manager
Environmental Development Dept.,
Quality and Environment Administration Div.,
Olympus Corporation

It is important for each employee to be keenly
aware of the importance of the environmentand carry out slow but steady actions in orderto fulfill our mission toward the realization ofa sustainable society, continuously reducing
environmental loads through business activities.
We will continue environmental communications,
including provision of information to outside
people who gave us opinions and in-houseenvironmental education to enhance employees’
environmental consciousness. We will also
promote the development of products, services,and technologies with smaller environmental
impacts and carry out more environmentallyfriendly business activities.

Olympus Corporate Social Responsibility Report 200716

Feature 3: Harmony with the Environment
The new Mishima Plant
standing in front of a bluesky. Large protruding glass
windows use low-e double
glazing that isolates theinside of the building fromoutside temperatures.
These windows improve
insulating performanceon the west side of thebuilding, which receives ahigh thermal load, thereby
significantly reducing
air-conditioning energy
consumption.

Opening of a “Visually Attractive Plant”
in Terms of the Environment
The new Mishima Plant was opened in April 2007
on the softly sloping plateau that commands
views of Mt. Fuji to the west and of Suruga Bay
to the southwest. Located at the core area of“Pharma Valley*1,” a project promoted by Shizuoka
Prefecture, the site serves as the base for the Life
Science field of the Olympus Group and also plays
the role of an environmental model project.
*1: Pharma Valley is a project promoted by Shizuoka Prefecture to integrate advanced healthrelated industries at the foot of Mt. Fuji, with the Shizuoka Cancer Center as its corefacility.

Measuring 5 m indiameter, 25 m inheight and with awater capacity of
483 m3, this verticalheat storage tankis designed tocapitalize on thethermodynamic
properties of waterand its specificgravity variation withtemperature. The
system utilizes thelower temperature ofcooled water at thebottom of the tank
to cool the building
during summer.

17

Olympus Corporate Social Responsibility Report 2007

New Mishima Plant of Olympus
Corporation—Completed in March2007
Of the two buildings at the new Mishima Plant, the four-storiedLife Science Techno Center engages in the development andproduction of automatic blood analyzers used for biochemistry,
and immunity and blood transfusion checks. It also houses the
Academy Training Room, where customers, such as inspectionengineers who are going to use our analyzers, receive training
on use of the equipment. A separate two-storied building serves
as a biomaterial works, engaged in the production of artificial
bone.
“The idea was to make it a ‘visually attractive plant’ fornot simply visiting trainees but also general customers,” says
Noriaki Takahashi, Representative Director and President ofMishima Olympus Co., Ltd., who worked like a dynamo torealize the new plant. One of the “visually attractive” objects
is the environment. This is, after all, the environmental model
plant for the Olympus Group, and they are expected to playit right.
The new plant uses highly insulating materials in theroofs, exterior materials, and window glass, introducing outside
air to minimize the load necessary for air-conditioning. We also

Eco-Facilities Supporting Business Activities

New Building for KeyMed Ltd.—
Completed in May 2007
Overseas-based Olympus Group companies are also activein environmental action. KeyMed Ltd., an Olympus Group
company engaged in the sale, repair, development, andproduction of medical endoscopes in the United Kingdom, isactively promoting social and environmental measures under
the principle that “The pursuit of profit alone is an empty
vessel” Awarded the Queen’s Award for Enterprise in the
Sustainable Development Category in 2004 for its excellent

From the Representative
Responsible for
Promoting Local
Environmental Actions
Good buildings, utilities andservices won’t make a facility
environmentally friendly if it lacks
heart. How to use them andhow to demonstrate how they
are used is what counts. Every
employee needs to be aware
Noriaki Takahashi of the environment and pursue
Representative Director andtheir job, which is the key to
President,
providing “safety and security”
Mishima Olympus Co., Ltd.
to our customers.

The vertical closed
loop geothermal
system used by
KeyMed (artist’s
rendition). The
loop absorbs
energy (winter) anddischarges energy(summer) to provide
heating and cooling.

activities, the company has further introduced a variety ofequipment that enhances energy efficiency within its medical
device manufacturing center. The building features enhanced
thermal insulation and it is fitted with a cooling-heating
system utilizing the steady temperature in the ground. Solarpanel systems provides 75% of hot water, and a lighting
system with motion sensors; a rainwater recycling system;
and a leading-edge building energy management systemwith complete specifications. Through these advanced
systems, the building is designed to improve energy
efficiency by 30% and reduce water consumption by 25%.

Head Office Building of Olympus in
the Americas.—Completed in July
2006
Olympus America Inc. (OAI), which operates marketing,sales, and management of Olympus medical and life science
products in the United States, and Olympus Imaging America
Inc., which operates marketing, sales, and management of
Olympus consumer products in North and South America,
introduced environmental standards to their offices. Their new
headquarters, completed in July 2006, are equipped with anunder-floor air distribution system that serves both ventilationand temperature control; highly energy-efficient utilities andlighting fixtures; and water-saving toilet and water supply
systems. Air-conditioners and fire-fighting equipment are
CFC-free so as to help protect the ozone layer. Other devices
designed to protect the surrounding natural environment
include external lights that prevent scattering of light, andgreening with local plants. Employee-friendly facilities include
ergonomic design in work stations and a full-service childcare center that accommodates up to 90 children, including
infants through kindergarten-aged children.

From the Manager
Responsible
for Transforming Our
Environmental Viewpoint
to Customer Satisfaction

Takashi Tabara
General Manager, Customer
Support Dept., Diagnostic
Systems,
Life Science Company,
Olympus Corporation

The Customer Support Dept.
will become the Quality
Environment Service Dept. in thespring of this year. Our mission
is to change our products
into environmentally friendly
ones and let our customers
know how to use them in anenvironmentally friendly manner.
We must shift toward the ideathat environmental actions
themselves are contributors toour business.

Harmony with the Environment [Feature 3]

make use of more environmentally-conscious night-time power
as a source of heating. The plant has achieved a remarkablereduction in lighting energy by using an automatic dimming
system and automatic on-off systems based on motion
sensors. The new Mishima Plant reuses waste water generated
in the process of water deionization (deionized water is used in
the production of automatic blood analyzers) for toilet flushingand stores rainwater in the basement for reuse in the garden.
There is also a plan to install solar panels on the rooftops.
Various state-of-the-art technologies and systems to reduceenergy consumption and environmental loads are in place. But
these are not yet sufficient to class it as a “model plant.”“You can get some payback from a building if you
spend a decent amount of money. But you need to use it
wisely if you want a successful outcome,” says Takashi
Tabara, Customer Support Dept., Diagnostic Systems, Life
Science Company, Olympus Corporation. Based on thisconcept, the new plant has a central energy monitoring
system. This system allows us to see instantly how much
improvement is being made in terms of energy saving or
CO2 reduction. We aim to reduce CO2 emissions by 21%
with the new buildings and systems, and further reduce thelevel by over 30% through resourceful operations. Themesof training to customers also include energy and water
conservation at locations where the equipment is to be used.
These activities will help us to develop products with lessenvironmental impact, or “eco-products” as they are known.
A “visually attractive” plant will generate useful activities
and product development, which will further encourage theOlympus Group and its customers and local community.
Such is the role this new plant is expected to play.

From the Staff
Responsible for
Promotion of In-house
Improvement
This plant is “environmentallyfriendly” as a whole, but not justin terms of the technologicalideas or equipment used here.
In addition, all those basic
technologies and items ofequipment overall form a major
Kaname Hasegawa integrally controlled operational
Group Leader assistant,system. Looking at the actual
General Affairs Group,
situation, you will be surprised toMishima Olympus Co., Ltd.
see just how fast improvements
are made and how much
motivation is aroused.

Olympus Corporate Social Responsibility Report 200718

Challenges in Fiscal 2006

Good Relations with Community
Information Disclosure/Social Contributions
It is very important for Olympus to let people know what we are thinking about and what we are doing, and to learn
exactly what people expect from us. To this end, information disclosure and interactive communication is essential.
We think it imperative to always carry out business activities considering “how we should contribute to society,”and maintain good relations with the community in order for us as a corporate citizen to earn the respect of our
stakeholders.

Priority Measures and Targets

Achievements in FY2006
Method of Information Disclosure

Establishing Good Relations with Society
In order for us to earn the trust of our stakeholders and work inharmony with society, Olympus believes it is important to ensure
appropriate information disclosure and make social contributions
based on the advantages of our business.
Olympus defines information disclosure and contributions tosociety as part of our activity guidelines.

• To let people know more about Olympus
Depending on the level of importance or content, Olympus provides
information using optimal means such as news releases, publicity
events, news conferences, and websites. We also place corporate
advertisements in newspapers, magazines, and television, both insideand outside Japan, to provide society with information on activities in our
various business fields and our involvement with the community so as tohelp the public gain a better understanding of Olympus.

Major Social Contribution Activities

Information Disclosure Policy (extract)• Medicine and Health• Release of corporate information in an appropriate mannerand at the right time, in order to help people outside thecompany gain an accurate understanding and find trust in us

Donation of Endoscope Systems to Developing Countries• E stablishment of internal rules and procedures on
information disclosure, and compliance with the relevantlaws and ordinances and stock transaction regulations
effective in countries where we do business or are listed• Careful attention to the protection of personal informationand stakeholders’ rights

In 2006, Olympus Optical Do Brasil Ltda. (OBL) donated an
endoscope system to Santa Casa hospital, a private hospital in Riode Janeiro, Brazil, which provides free medical examinations andtreatment to the poor and carries out volunteer-based medical interneducation. This action was initiated at the request of the honorarypresident of the World Organization of Digestive Endoscopy andfollowed a preliminary field survey.

▲▲

WEB Information Disclosure Policy =
http://www.olympus-global.com/en/corc/csr/
compliance/disclosure/

OBL President Karaki (left),honorary president of theWorld Organization of Digestive
Endoscopy Dr. Machado andhis wife (center), OBL Service
Administration Director
Mr. Luchio (right) and the donatedendoscopic video system.

Social Contribution Policy
Contributions with an emphasis on the following four
fields that can be best served by our managerial
resources:• Medicine and health• Culture and arts
• Global environment• Natural science

We also encourage every employee to actively participate
in volunteer activities as a member of civil society.
▲▲WEB Social Contribution Policy =
http://www.olympus-global.com/en/corc/csr/compliance/
community/

Educational Symposium on Digestive System Cancer
In order to inform large sections of the public about the early detection
and treatment of stomach cancer, colorectal cancer and otherdigestive organ cancers, Olympus held an educational symposium“Toward the Early Detection and Treatment of Cancer” with theparticipation of specialists in seven major cities across Japan. Each
event attracted between 500 and 1,000 participants.

• Culture and Arts
A DAY IN THE LIFE OF AFRICA*1
A photo exhibition titled “A DAY IN THE LIFE OF AFRICA,” washeld at the Okayama Digital Museum, the 13th exhibition venue,
throughout November 2006. More than 1,000 visitors viewed theexhibit everyday during its run. The same exhibition was also held at
Olympus Gallery, Tokyo, in January 2006.

▲▲*1: An international photographic project carried out in 2002, in which Olympus participated as a primarysponsor, featuring the works of about 100 photographers from 26 countries taking pictures of “oneday” in the 53 countries of Africa. The purpose was to promote awareness of the AIDS issue. All the
profits from the sale of photos published as part of this project are donated to the AIDS Education Fundin Africa. Since 2003 Olympus has been extending cooperation to the United Nations and various NGO(Non-Governmental Organization)s by holding photographic exhibitions in various parts of the world
and providing a website gallery in four languages to convey the message of the project.
WEB▲▲

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

19

Olympus Corporate Social Responsibility Report 2007

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

For details, please refer to our website at

Cameras for Healing*2▲▲*2:I n t h i s p ro j e c t , C a n a d i a n p h o t o g r a p h e r
Maurice Henri has been supporting people
through photographic image therapy, basedo n a p p re c i a t i n g t h e b e a u t y o f l i f e a n dcommunicating through self-expression. A teamof four, including Henri and a psychologist, held
month-long seminars in two villages in Sierra
Leone, a country that was ravaged by civil
war from 1991 to 2005. Participants, including
both war victims and former child soldiers,
use photography to express their current lives
and future aspirations. This five-year project
aims to help these heart-stricken people heal
emotionally after years of violence and trauma,and see the world around them in a whole newlight.

with WWF Japan in FY2006
WEB in which photos and movies
taken in the habitat of polar bears arepresented. We have also produced
a DVD showing the website images,
again donating profits to WWF Japan.

▲▲

Olympus Imaging America Inc. (OIMA) has supported the Cameras for Healing
project since the summer of 2006 by providing camera equipment to support
the rehabilitation and revitalization of the people of Sierra Leone.

WEB Special website–Global Warming Witness =
http://www.olympus.co.jp/en/• Natural Science
Maurice Henri and the children of
Sierra Leone▲▲

WEB http://www.camerasforhealing.com

▲
▲

▲
▲

WEB Lines of Sight - Every Aspect of the Asian Viewpoint (Only inJapanese) = http://www.npi.ac.jp/pfw/blog.html• Global Environment

Since 2003, the Olympus “Wakuwaku
Project” has been holding seminars
for elementary and junior high school
students to help “children experience
the joy of science.” Staffed by ourvolunteer employees, six seminars
were held in FY2006.

Olympus has donated its Nature
Photo Calendars, published since
1982, to the World Wide Fund for
Nature (WWF) Japan; profits fromsales are placed into a fund tosupport their nature preservation
activities.

WEB Wakuwaku Science Workshop(Only in Japanese) =Sponsoring Natural Science Observation Contest
The Natural Science Observation Contest, which started as theMicroscopic Observation Contest in 1960, is for elementary andjunior high school students and provides them with an opportunity to“develop a scientific mind.” Olympus has been a major sponsor fromthe start and is one of the operators of the contest.
WEB Natural Science Observation Contest (Only in Japanese) =
http://www.shizecon.net/

Future Targets
2007 Olympus WWF Calendar“Global Warming Witness (GWW)—Mitsuaki Iwago
Special Site”
In order to raise public awareness about the actual status of
global warming, an issue which is becoming more serious year
by year, Olympus launched a special website in cooperation

We intend to continue our active promotion of information disclosure
and interactive communication and social contribution activities in an
appropriate way that makes the most of our technology, personnel,
and other managerial resources, while carrying out business fromthe viewpoint of “how we can contribute to society.”

From a Stakeholder

Ph.D. Research Laboratory for Nuclear
Reactors, COE Professor, Tokyo Institute ofTechnology

Wakuwaku Science Workshop
held at the Miraikan (National
Museum of Emerging Scienceand Innovation)

http://www.olympus.co.jp/jp/event/wakuwaku/▲▲

Donation of Nature PhotoCalendars

Workshop▲▲

Olympus provides full support to the Nippon Photography Institute,which holds an unprecedented real-time class on its blog under
the name of “International Photographic Fieldwork” WEB to train
documentary photographers who can work internationally. As part ofthis project, Olympus also supports the training of photojournalists
working from a global perspective, through photo exhibitions
showing pictures taken by the Institute students and Olympus local
employees during the photo trips.

Exciting Wakuwaku Science

Olympus ensures full disclosure of
information in its CSR report, whichmakes effective use of their expertise,know-how, and core competence in fourmain fields—including medicine. I highly
evaluate the “BRAVE CIRCLE” campaign
for raising colorectal cancer awareness asa “CSR document unique to Olympus” as
it utilizes their own managerial resources
with the background of an era with anincreasing number of colorectal cancer
cases. I sincerely wish this campaignthat “expands the circle of bravery to theworld” every success.

Good Relations with Community [Challenges in Fiscal 2006]

Supporting International Photographic Fieldwork

Junichi Mizuo

A polar bear and a cub in
Canada, where the global
warming problem is surfacing.

gww/

From Olympus

Yasunori Takeuchi
General Manager, CSR Dept., CSR Div.,
Olympus Corporation

We believe that social contribution
activities, one of our corporate activities,
represent a long-term investment insociety. Like our general business
operations, we have been pursuing
activities that make the most of ourbusiness characteristics and managerial
resources and follow our management
philosophy. Our activities to promotea w a r e n e s s o f t h e d i g e s t i v e organrelated cancers are highly regarded
by our stakeholders and serve as acase in point. We will keep working onsocial contribution activities “unique toOlympus” in the future.

Olympus Corporate Social Responsibility Report 200720

Feature 4: Good Relations with Community
A press conference for the colorectal cancer
elimination campaign, BRAVE CIRCLE conducted inTokyo was held on February 5, 2007. Three Japanesemusicians participated in the campaign: ANRI
(left), Kazuhiko Kato (second from left), and Ayaka
Hirahara (right). Seen here second from right is Naoto
Morishima, Representative Director and President of
Olympus Medical Systems.

Colorectal Cancer Awareness Campaign
The number of people who suffer fromcolorectal cancer is increasing. Althoughmost colorectal cancer patients are
asymptomatic in the initial stages, colorectal
cancer can be detected by a simple healthcheck; and it is known that early treatment
can remarkably reduce the fatality rate.
Olympus Medical Systems Corp. has taken
the initiative and started the BRAVE CIRCLE
campaign to work toward the elimination ofcolorectal cancer.

Cares of Colorectal Cancer
Increasing Amid Stagnant Medical
Check Rate
“Every helping hand is dear. I want to hold them near. Hand in
hand, I thank you, for with you I have no fear!”
Many of you in Japan might have heard the song sungby musicians Kazuhiko Kato, ANRI and Ayaka Hirahara, whose
Japanese lyrics go something like, “Every helping hand is dear... .”This is the theme song of the BRAVE CIRCLE colorectal cancer
awareness campaign, which is being promoted by the Olympus
Group. These musicians have joined in with the wishes of
Olympus to reduce the number of people whose life is taken bycolorectal cancer. The number of Japanese people who havelost their lives to colorectal cancer has more than doubled in
the past two decades, and colorectal cancer is the top killer ofJapanese women. According to recent predictions, by 2015,
colorectal cancer will be the most common cancer in both men
and women*1. Colorectal cancer, if detected at an early stage, isa highly curable disease by endoscopic treatment or surgery. It
can also be detected by a simple method of testing for blood instools. Despite this, the medical check rate for Japanese people

Logo for the BRAVE CIRCLE colorectal cancer awareness campaign▲▲

WEB BRAVE CIRCLE website (Only in Japanese) =http://www.bravecircle.net/

21

Olympus Corporate Social Responsibility Report 2007

is only 18%. Without a test, early detection is difficult because
this cancer is asymptomatic in its early stages.
*1: Calculated from the Cancer Statistics White Paper 2004

Colorectal Cancer Awareness Campaign

Call for a Checkup!

cancer and the intention to expand this initiative.” This is the“Is there anything we, the manufacturer of digestive endoscopes

target is to spread awareness to wider social activities with theused for medical checks of the stomach and colon, can do?”help of more organizations, medical institutes, corporations,and individuals.

wish that members want to realize through the campaign. Our

An in-house multidisciplinary project comprising 14 to
15 members was set up in the summer of 2006, and when
the topic was narrowed down to colorectal cancer, what themembers talked of was a very simple thing, “First disclose thefacts and then promote medical checks.” Some cancers can behealed quite easily, and colorectal cancer is one of them. It canbe almost completely prevented by a regular endoscopic checkof the colon. Yet only a small number of people take such acheck. Before even going for such a medical checkup, we candetect it with a very simple “stool test.” So why not just call for

It is not only in Japan that the colorectal cancer awarenesscampaign is being conducted. Olympus America joined the
National Colorectal Cancer Roundtable (NCCRT) in 1998 andinitiated efforts to communicate the importance and necessityof colorectal cancer screening. WEB
Their major activities include contributions to the National
Colorectal Cancer Research Alliance (NCCRA), support of theactivities of the Cancer Research and Prevention Fund (CRPF),
and sponsoring the Colon Club, which was established by
Molly McMaster, an American who overcame colorectal
cancer at the age of 27. This club, in cooperation with OAI,
promotes the colorectal cancer prevention education tour inwhich those who have overcome colorectal cancer promote
medical checks and screening for people under 50. The
Colossal Colon used forthis tour is a big model of acolorectal measuring 40 feetlong and 4 feet high. People
can walk inside the modeland see healthy colorectal
tissue and diseased tissue.
Advertising and PR activities
Symbol mark of the colorectal
calling for cancer screening
cancer prevention campaign
are also being conducted in(above) and the colon model
Canada, the Czech Republic,“Colossal Colon” used for the
campaign (below)
and South Korea.
▲▲

a checkup!

Colorectal Cancer AwarenessCampaign Abroad

The campaign film was first shown in February 2007,
mainly in the Tokyo metropolitan area and then toured major
cities throughout the country in March. The campaign received
a lot of feedback as it was covered by TV information programs
general public: “I learned about the present situation regardingcolorectal cancer through the campaign and have decided tohave a checkup every year from now on.” “Although the phrase‘cancer awareness’ sounds heavy and serious, your campaign
sounded very natural and certainly attracted me.” A doctor said
to a visiting Olympus employee, “I saw the film. You started agood activity.”
We also received various inquiries asking for permission
to play the campaign song in patients’ waiting rooms or to put
activity to Olympus. The BRAVE CIRCLE colorectal cancer▲▲

up the campaign poster. We have no intention to restrict thisWEB http://www.crcawareness.com/
http://www.olympusamerica.com/crcawarenesselimination campaign indicates “the bravery to face colorectal

From the Project
Initiation Leader
I played the role of project
leader in the planning stage formarketing research. Endoscopes
produced in Japan are greatly
helping early detection andtreatment of cancer all over theworld. Considering this fact,
I wish we could increase theopportunities to help save people
Group Leader/Section Manager, through early detection andtreatment in Japan, where theSolution Group,
Sales Marketing Dept., Marketing & Planning Div., number of cancer patients is notdecreasing.
Olympus Medical Systems Corp.

Toshiaki Maegawara

Masao Yamaoka
Deputy Section Manager,
Corporate Planning Group,
Corporate Planning Dept.,
Planning & Support Div.,
Olympus Medical Systems Corp.

Kensuke Asahi
Deputy Section Manager,
Endoscope Sales Promotion Group,
Sales Marketing Dept., Marketing & Planning Div.,
Olympus Medical Systems Corp.

From One Who
Provides Information to
Medical Staff

From the Publicity Staff
Promoting Awarenessthrough the MediaWe have just started—thereal thing is yet to come!
We must work with many
people to create a society
where colorectal cancer
screening is a common
thing. Then we will be able
to reduce the number ofpeople who lose their lives
to colorectal cancer.

We are trying to develop
various ideas to help thegeneral public to understandthe importance of medical
checks by providing ourcampaign information throughthe media, and by asking
Shinichiro Murakami doctors to explain colorectal
Deputy Section Manager,
cancer in our magazines.

From the Campaign
Planning and Operation
Staff

From the Colonoscopes
Development Planning
Staff

People wouldn’t listen if weonly told them the importanceof colorectal cancer screening.
Now we are using the powerof music to make people
share the feeling and at thesame time highlighting theimportance of taking a medical
checkup. I hope we can widen
this campaign so that as many
people as possible can join
without hesitation.

Some of the development
members joined us of theirown free will, despite theirbusy schedules. We havea strong sense of social
responsibility, and I think
this corporate culture is
being continuously handed
down from our seniors.

Yoshihiro Iida
Group Leader/Section Manager
New Business Development Project,
Planning Group, R&D Div. 1,
Olympus Medical Systems Corp.

Good Relations with Community [Feature 4]

and the media. Various comments were gathered from the

Publicity and Investor Relations Dept.,
Corporate Planning Div.,
Olympus Corporation

From the Advertising
Staff Engaged inCommercial Production
This is the first time in the
medical field that a campaign
is being carried targeting thegeneral public. It was at theend of last November when
the idea to use music andmovement first took shape.
fast-tracked our ideas
Nobuhiro Nakajima We
until the campaign began inGroup Leader, Medical Group,
February. We are now thinking
Business Advertisement Dept.,of expanding our colorectal
Business Support Div.,
Olympus Corporation
cancer campaigns in various
foreign countries.

Olympus Corporate Social Responsibility Report 200722

Efforts by Olympus Group Japan Sites
A summary of environmental protection activities and contributions to local communities by Olympus Group
Japan sites is introduced on the following pages. For more detailed reports, please refer to our websites.
▲▲

WEB Efforts by Olympus Group Japan Sites (Only in Japanese) = http://www.olympus.co.jp/jp/corc/csr/data/2006/domestic.cfm

1 Tatsuno Plant

4 Olympus Logistex Co., Ltd.

(Kamiina-gun, Nagano Prefecture)(Kawasaki-shi, Kanagawa Prefecture)

Manufacture of digital cameras, liquid crystal inspection
equipment, industrial endoscopes, high-speed printers,
automation equipment; research and development of semiconductors• Many employees were unable to commute to the office for many days following the torrential rainfall
in July 2006 that flooded the roads. The response of the Tatsuno Plant was to change its disasterprevention organization to asystem operated by managerial
staff, enabling the plant to better
respond to disaster situations.
The CO 2 reduction project, set
up with cooperating companies
and representatives of divisions
as members, took the initiativein a plant-wide effort to reduce
CO2 emissions, and successfullyenhanced the environmental
consciousness of the employeeswith substantial results.
Atsushi Matsuo,
Route 153, the major commuting
General Affairs Grouproad for employees, was madeimpassable by torrential rainfall

Product warehousing and distribution• Thermal insulating coating was applied over the entire rooftop with an area of about
10,000 m2 above the top (fifth) floor, to reduce the environmental load. This has
resulted in a temperature reduction of more than 8.8°C on a month average.

Tsutomu Kubomura,
Environmental Secretariat

Thermal insulating coating

2 Ina Plant

5 Tokyo Office

Manufacture of optical microscopes

Headquarters Administrative Department, Sales Department, Repair
Department, and others• Asbestos used in the facility was removed (details of the method are described on page 14). Asbestos
was used in a machine room where equipment indispensable to plant operation was installed. Since it
was necessary to carry out removal work without compromising plant operations, items of equipmentin the machine room were relocated one after another to ensure continued daily plant operations during
the removal work.

• The Olympus Tokyo Office participated in the 29th annual “Shibuya Ward Residents’ Plaza
Hometown Festival” held on 3 and 4 November 2006. We have taken part in this festival for the
past five years as a “ward citizen.” The Tokyo Office promoted exchanges with local residents
by offering more than 1,000 guests free prints of their photos and providing opportunities toobserve insects,
plants, andflowers throughmicroscopes.

(Shinjuku-ku and Shibuya-ku)(Ina-shi, Nagano Prefecture)

Katsumi Karasawa (left) andAkira Mizutani (right),
General Affairs Group

Asbestos removal work

Satoru Hayashi,Tokyo General Affairs Group,
General Affairs Dept.

Shibuya Ward Residents’ Festival

3 Mishima Olympus Co., Ltd.
1 Nagano(Sunto-gun, Shizuoka Prefecture)
Development and manufacture of clinical analyzers and provision ofservices• When Mishima Olympus moved to a new site in April 2007, an Environmental Development
Committee was set up in the Diagnostic Division of Olympus Corporation to promoterespect for
the naturalenvironment,
construction ofbuildings that
could achievea significant
reduction in CO2emissions, andother effective
environmental
action (pages
17 and 18).
Kaname Hasegawa,Environmental Development
General Affairs Group
Committee, Diagnostic Division

Symbols to indicate the site type23

Sites in charge of production,such as plants

Sites in charge of storage
and distribution of products

Sites in charge of product R&D,
including basic research andtechnology development

Sites in charge of sales
Sites in charge of product repair
and provision of service

Olympus Corporate Social Responsibility Report 2007

2 Nagano

6 KS Olympus Co., Ltd.
(Head office at Shinjuku-ku, Tokyo and 26 other offices in Japan)
Sale of medical endoscopes and microscopes• KS Olympus promotes the
reduction of paper and power
consumption and generationof waste as well as action
to reduce environmentalloads in sales activities.
In particular, KS aims tooffer customers productswith less environmental
impact, such as Ecoproducts, and is carryingout sales activities based ona full understanding of theenvironmental characteristics
of our products through our
independent environmental
impact assessments.

Kenji Uenishi in charge of ISO
and Information

Morioka Office was certified
as an office in Iwate Prefecture
promoting global environment
consciousness

8 Hinode Plant(Nishitama-gun, Tokyo)
Manufacture of endoscopes for medical and industrial use and ultrasonic products• The production line as well as the production technology and quality control divisions
promote reductions in environmental impacts, namely saving energy and waste
reduction, during their daily work.
• In particular, the plant has successfully reduced defects by 62% on a material costbasis (compared with the
FY2001 level) through avariety of initiatives including
the “daily audit” that ensuresthe maintenance of thequality of the production line
to eliminate the wasteful useof energy and reduce waste
generation.
Takayuki Hagino (left), Seiko Daily audit
Yamagishi (second from left),
Takeshi Saito (second fromright), Tetsuhisa Mori (right),
Quality Group, Hinode Plant

9 Aizu Olympus Co., Ltd.
(Aizu-Wakamatsu-shi, Fukushima Prefecture)
Manufacture of endoscopes for medical use

Kazuharu Watanabe (left) andYasuo Ikeda (right),
General Affairs Group

10 Shirakawa Olympus Co., Ltd.

9 Fukushima(Nishishirakawa-gun, Fukushima Prefecture)
Manufacture of medical machinery and equipment

10 Fukushima

7 Tokyo

8 Tokyo

4 Kanagawa

Environment Festa in Aizu

Efforts by Olympus Group Sites• Aizu Olympus cosponsored the “Environment Festa in Aizu” for the 14th time. At
the festival, they showed the current status of their environmental activities anddemonstrated how they are tackling environmental problems. Other Aizu Olympus
attractions included educational leaflets, free offering of compost recycled fromrestaurant garbage, environmental quizzes based on the theme of “Team Minus
6%,” and thestamping of local
environment
festival cards uponlearning about
Aizu Olympus andits environmental
efforts.

11 Aomori• Ongoing efforts to reduce CO2 emission at Shirakawa Olympus include reductionsin production equipment, the promotion of energy-saving air conditioning systems,
and the planting of cherry trees in the facility compound to absorb CO2, albeit in small
amounts, emitted
from the factory.
Planting trees is as
an ongoing annual
event, making
use of the money
earned from sellingmaterials donatedby employees at a“recycling bazaar.”
Koichi Kawamura (left) and Hiroshi Eighteen cherry tree saplings• Twice a year emSuzuki (right), two representatives are planted annuallyof the Service Promotion Groupployees also supholding the Minister of Health,port local blood
Labour and Welfare Award
donation requests.
presented in FY2003

6 Tokyo

5 Tokyo

3 Shizuoka

7 Research and Development Center

11 Aomori Olympus Co., Ltd.

(Hachioji-shi, Tokyo)(Kuroishi-shi, Aomori Prefecture)

Basic research on medical, image, and information areas; R&D on elements;
development of new products and production technologies• The Center reduced CO2 emissions from the site to a level of 730 tons below the target
level by saving energy through the introduction of inverter-based air-conditioners,
strict control of the air-conditioning system, and switching the intra-facility shuttle bus
to an energy-saving model.
• The Center invited
15 executives froml o c a l re s i d e n t s ’associations on atour of the safe ande n v i ro n m e n t a l l y
conscious facilities
at the Center.
Masahiko Tanaka (left) and
Noboru Nakano (right),
Environment Team, Facility Environment
Group, General Affairs Dept.

The General Manager of theHachioji Plant presents aspeech at a gathering withlocal residents.

Manufacture of medical apparatus• Aomori Olympus conducted the “Great Cleanup Operation” for Route 102, to improve
employees’ environmental awareness and make local contributions. Eighty-five
employees participated in the movement and collected 140 kg of refuse.

Nobuyuki Yamada,
General Affairs Group

Great Cleanup Operation

Olympus Corporate Social Responsibility Report 200724

Efforts by Olympus Group Overseas Sites
This page provides a summary of the environmental protection activities and contributions to local
communities by Olympus Group overseas sites. More detailed reports are shown on our websites.
▲▲

WEB Efforts by Olympus Group Overseas Sites = http://www.olympus-global.com/en/corc/csr/data/2006/overseas.cfm

1 KeyMed (Medical & Industrial

3 Olympus Winter & Ibe GmbH
(OWI)

Equipment) Ltd.

(Hamburg, Germany)(Southend-on-Sea, United Kingdom)

5 Olympus Optical Technology
Philippines, Inc. (OPI)(Cebu, Philippines)

Sales, repair, development and manufacture of endoscopes

Development, manufacture, sales and service of endoscopes

Manufacture of biological microscopes• As a result of a review of its waste management
practices, KeyMed now uses an electric vehicle tocollect waste from around its various sites in Southend
and transport it to a compactor. Apart from the costadvantages the increase in control has resulted in
improved separation of different waste streams.
• KeyMed opened its new Medical Device Manufacturing
Centre in early 2007. The building features a numberof innovative award winning technologies aimed at
reducing its environmental load.

• Olympus Winter & Ibe GmbH (OWI) has successfully maintained theenvironmental standard certification acc. to ISO 14001 during theannual surveillance audit, and the environmental partnership with
the Hamburg authorities with active support of the governmental
programs for protection of natural resources. For the environmental
projects major emphasis was placed on all activities with direct andsignificant decrease of energy consumption and -consequentiallythe reduction of CO2 emissions. The following projects highlight theenvironmental activities at OWI:- U se of heat exchanging devices for the pre-heat fresh air
ventilation utilizing exhaust air- I nstallation of energy-saving lighting in all reconstructedmanufacturing and office areas• Utilizing the industrial waste heat for pre-heating the fresh watersupply.

• It was on May 12-13 2006 when OPI successfully
upgraded its EMS Certification from ISO14001:1996
version to ISO14001:2004.
• OPI is committed to compliance with applicablelegal requirements, and continues to act on its social
responsibilities through restoration and preservationof natural environment.
• The company’s environmental aspects and adverse
impacts on the environment are carefully identified andmeasures are introduced to mitigate them. Waste transport
and treatment companies are carefully selected through theconduct of audits, to ensure that OPI’s hazardous wastes
are legally treated in an environmentally friendly manner.

Peter Gaedicke,
Head of Quality andEnvironmental Management

Kunihiko Iizawa,
Environmental Management
Representative, General
Affairs Section Manager

Andrew Vaughan,Group Environment Manager

Electric vehicle dedicatedto garbage collection
Inspection of new heatexchangers introduced tothe service division

Philippine Olympus
employees planting
mangroves in Orango
Island1 United Kingdom
2 Ireland

3 4 Germany

2 Olympus Life and Material

Science Europa GmbH (OLMEI)(Irish Branch, Clare, Republic of Ireland,)Development and production of reagents for blood analyzers

1.Environmental Activities:
OLMEI are installing a wood chip burner to supply
central heating. This system will reduce costs by
50% and is CO 2 neutral* 1. The Willow Biofiltration
Plantation is at design stage and, when completed,
will allow our effluent to be fed to the plantation andeliminate discharges to the lake.
2.Community based CSR / Environmental Activities:
Olympus is involved in ‘Junior Achievement’*2 where
employees go to local schools and teach programs
designed to give students an appreciation of the valueof work, enterprise and science.
*1: Burning plants, like burning fossil fuels, produces CO2 emissions.
However, as plants absorb CO2 when growing, they are able
to offset the CO2 produced, during in their life cycles. (The net
carbon emissions are zero.) Therefore, in this context, this refers
to a fuel system derived from biological materials that balances
the carbon dioxide released into the atmosphere.
*2: the NGO (Non-Governmental Organization) that is supported by
not only Olympus but more than 140 companies in Ireland.

4 Olympus Europa GmbH (OE)

7 China(Hamburg, Germany)
Parent company of European subsidiaries and support for
European group companies• The senate of the city of Hamburg contributes to the
UN decade with an own initiative. Olympus supported
this initiative through a workshop with students
from commercial schools in Hamburg. Olympus
showed and discussed with the students how we are
implementing CSR aspects into the business practiceand strategy by the several workshops. With thisworkshops Olympus could actively promote dialogue
between schools and business.
• Olympus Europa supports the exhibition on nonverbal
communication “Scenes of Silence,” that has opened
in January 2007 in Rendsburg, northern Germany.
“Scenes of Silence” is an exhibition that seeks tovisualize non-verbal communication by gesture,
facial expression, body or sign language and hence
contributes to the dialog between non-hearing andhearing people. The aim of “Scenes of Silence” isnot to simulate deafness but rather to exchange
experience, rethink social clichés and overcome
prejudices. The exhibition already employs 10 deaf
people full time.

6 China
5 Philippines

Symbols to indicate the site type
Sites in charge of production, such as plants
Sites in charge of product R&D, including basic
research and technology development
Sites in charge of storage and distribution of
products

Susan Keane,
Senior Environmental
Health & Safety Officer

25

Wood chips destined forthe burners for central
heating

Olympus Corporate Social Responsibility Report 2007

Stefan Behringer,
Department Manager
Corporate Governance

Performance of “Silent
Scene”

Sites in charge of sales
Sites in charge of product repair andprovision of service6 Olympus (Guangzhou)

Industry & Technology Ltd.
(Pan Yu Factory)(Guangzhou, China)

7 Olympus (Shenzhen)
Industrial Ltd.
(Shenzhen, China)
Assembly and parts processing of cameras (lens mold)

Manufacture of image-related products• Olympus (Guangzhou) was awarded the “Guangzhou
Fire-Fighting Corporation, Advanced Individual” fortheir fire-fighting system.
• The company passed the external audit for environmental
management system ISO 14001: 2004 certification, withno non-conformities.
• The company held lectures on “Environmental Safety
Awareness” and “Public Accident Case Analysis” during
its “Environmental Month” and “Safety Production Month”
to improve employees”
awareness of environmental
safety.
• A cost reduction of morethan 10% was achievedby strict managementof waste and reductionof consumption ofwater, paper, and daily
consumables.
Lecture on Environmental• Olympus Shenzhen participated in the Shenzhen
municipal government’s “Shenzhen Waste Reduction
Activity” and was awarded the title of “Excellent
Company.”• The company took part in the “Clean Production Company”
corner of Shenzhen’s high-tech result exhibition at therequest of the exhibition’s sponsoring organization.
• The company was awarded the title of the “Shenzhen
Recycling Economy Model.”• The company solicited ideas for a symbol mark forthe “Environmental Month” during activities in June.
• Trees were planted in the compound of the Shenzhen
factory.

10 Olympus America Inc./

Olympus Imaging
America Inc.
(Corporate Headquarters)(Pennsylvania, United States)

Head office function in the United States, andmarketing, sale and repair of products• Several programs were initiated to supplement
the facility’s environmentally-responsible design,
including:- Recycling of waste office paper, plastic/aluminum
beverage containers, cardboard, light bulbs, andelectronic scrap;- Child Care Center installation of playground equipment
made from recycled materials;- Employee workstation ergonomics;- S ite emergency response to address potential
employee medical needs and fires.

Safety Awareness

Ying Luo,
Environmental
Development
Department in
the Personnel
Supervising
Division

Joseph Badalamente(left), Facility Manager andRobert Morse (right), Chief
Compliance Officer

Play equipment at the inhouse Child Care Center,made from recycledmaterials• The OIMA Reverse Supply Chain group in Hauppauge,
New York now collects components from units
beyond economical repair for metal, plastic and glass
recycling. Previously disposed in landfills, in just threemonths over 4,000 pounds (1,800kg) of electronic
waste have been recycled.

Jianzhong Chen,
Environmental Safety
Secretariat

Reverse Supply
Chain Group

9 Canada
10 United States

8 United States

11 Olympus America Inc.
[Irving Facility]

Efforts by Olympus Group Sites

Qiang Deng,
Environmental Safety
Secretariat

Award ceremony for Excellent
Company in Shenzhen Waste
Reduction Activity(Texas, United States)
Distribution, repair and service of diagnostic systems

11 United States

8 Olympus Medical Equipment

Services America, Inc.
National Service Center (NSC)(California, United States)

Front desk for repair and service of medical
equipment, distribution center

1)T he NSC reduced carbon emissions by reducing
electrical consumption by 8%. Occupancy lightsensors were installed along with switch modification
to use one or two lamps in each three-lamp fixture.
2)T he NSC celebrated World Environment Day for
employees with displays, educational materials and aquiz related to Global warming, energy conservation,
mass transit, solar energy and bicycling.
3)The NSC reduced landfill disposal by over 50% byvigorous segregation and recycling (internal andexternal) programs.

Pad Kemmanahalli,
Environmental Health,
Safety & Facility
Senior Manager

Events commemorating World
Environment Day

9 Olympus Canada Inc.
(OCI)

(Ontario, Canada)
Sales, service and distributionof medical equipment andmicroscopic systems• With assuming the Canadian operations last summer,
we have renovated the Head Office facilities.
While reducing workspace per employee, a more
comfortable environment was achieved. OAI has
provided Olympus Canada with office furniture,cafeteria tables and artwork for re-use. Modular
furniture was incorporated into the design made withrecycled equipment refurbished with all new surface
treatments. All of our staff has the option to use public
transit that can reduce carbon emissions into ouratmosphere.

Kim DeJonge,
Director of Operations• Waste minimization efforts continued in 2006, withelectronic scrap recycling increasing dramatically.
• A site Health and Safety Committee was established to:- Inspect for hazards and unsafe practices;- A dopt safeguards to eliminate or control suchhazards;- Provide necessary personal protective equipment; and- Train employees in good management practices.
For 2006, OAI-Irving recorded zero occupational
injuries/illnesses.
• Through flower sales, Irving personnel raised funds tosupport American Cancer Society research, detection,and patient programs. Site blood drives over the last
two years have saved the lives of 78 people in ourcommunity.

Charles Zerbo (left),
Distribution Center
Manager and Brian
Burgess (right), Quality
Assurance Engineer

Workplace safety audit at
IrvingFurniture reused at OCI
head office

Olympus Corporate Social Responsibility Report 200726

Influences of Business Activities and Environmental Preservation
Activities
The business activities of the Olympus Group have impacts on the global environment in a variety of ways.
We try to understand those impacts quantitatively, conduct efficient reduction of waste and minimize ourenvironmental load.
In FY2006, the Olympus Group further promoted efforts to reduce energy consumption and waste
generation. However, use of resources and energy increased as a result of expanded product shipments.
▲▲

WEB http://www.olympus-global.com/en/corc/csr/environment/emanagement/eimpact.cfm

n Environmental Impact of Business Activities

Business
Activities

Input of Resources and Energy
Energy (total)
Electric power

1,889TJ (+4%) Heavy fuel oil

3,860kl (-9%)

145,010,000kwh (+6%) Kerosene

327kl (+4%)

City gas

1,570,000m3 (-7%) Diesel fuel5,795kl (+10%)LPG

230,000m3 (+18%) Gasoline

51kl (-2%)

Development andProduction

Discharge of Environmental Load Substances
Greenhouse Gases (total)

111,306 tons -CO2 (+6%)

CO2 generated from energy

105,349 tons -CO2 (+6%)

CO2 not generated from energy

5,958 tons -CO2 (+8%)

Substances Emitted

Chemical Substances
Chemical substances

SOx

5 tons (-9%)

NOx

161 tons (+8%)

27 tons (-11%)

Research & Development

Piped water

620,000m3 (-1%)

Ground water

1,770,000m3 (+9%)

8 tons (-25%)

Toluene3 tons (-41%)

Xylene2,380,000m3 (-6%)

Water (total)

PRTR-listed Substances (total)

3 tons (-9%)

Dichloromethane
Production

Raw Materials and Sub-materials

0.2 tons (-19%)

Discharge into Water Systems (total)

1,500,000m3 (-3%)

Discharge (into public water areas)

1,310,000m3 (-4%)

Discharge (into sewage)

180,000m3 (+3%)

BOD

Metals (steel, aluminum, brass)
Plastic (optical plastic, ABS,PC, polyethylene, polypropylene)

Office Supplies
Copy paper

171 tons (+48%)

Transportation Fuel

Recycling andReduction
414 tons (+48%)
Plastic andwaste fluid

Sales and Logistics

Transportation fuel (gasoline, diesel fuel, etc.)

4 tons (-10%)

Discharge (total) *1

5,238 tons (+10%)

Landfill waste*2

682 tons (+51%)

Recycled waste

4,556 tons (+6%)

Recycling into valuable resources

1,637 tons (+29%)

CO2 Emissions during Transportation (total)
CO2 (Japan)

99,256 tons-CO2 (+30%)
2,009 tons-CO2 (+3%)

CO2 (International)

97,247 tons-CO2 (+31%)

Logistics

Product Shipment
Usage of Packaging Materials (total)

2,456 tons (-4%)

Cardboard

1,760 tons (-3%)

Sales

Major Products (total)

4,555 tons (+6%)

Endoscopes

679 tons (-22%)

Digital cameras

1,592 tons (+10%)

Microscopes

579 tons (+64%)

208 tons (-38%)

Clinical analyzers

577 tons (-4%)

177 tons (-19%)

Measuring instruments

3 tons (-75%)

Paper

311 tons (-4%)

Plastic

342 tons (-11%)

Film cameras

Metal

42 tons (+59%)

IC recorders

Glass

2 tons (+48%)

Printers

741 tons (+69%)

Production facilities in Japan

Global production facilities

Repair and Service

Values within the parentheses are percentages for the previous year.

*1: Discharge (total) = Discharge (waste) means landfill waste as well as recycled waste and does not include waste recycled into valuable resources. Values in this section contain those of waste discharged from logistics sites.
*2: Waste emitted for landfill disposal as a prerequisite. Such waste undergoes volume reduction, such as incineration, and some of the residues are sent to landfills.

27

Olympus Corporate Social Responsibility Report 2007

CO2 Emissions from Energy Systems Compared to FY1990:
37% reduction (per unit sales)

Global Warming Prevention:
CO2 Emissions from Energy Systems
n Changes in CO2 Emissions from Energy Systems and its per unit sales■ United States and Europe ■ China ■ Japan
Comparison per unit sales (FY1990 = 100%)
100(tons-CO2)

120,000
100,000

68.2
7,062

80,00060,00022,075

3,533

7,651

(%)

100
6,336

6,835

7,456
71.6

74.5

35,92537,846

68.9
38,57753,13856,47553,85680

63.4
45,37850.0

40

40,00049,22020,000052,787

’02

’90

60

’03

’04

’05

53,635’06

20
0’10 (fiscal year)

FY2010 target: 50% reduction of CO2 emissions
per unit sales (relative to FY1990)
CO2 emissions from energy systems were 105,349 ton-CO2, which is
37% down per unit sales (against FY1990). This represents a steadydownward move toward the FY2010 target. Despite an increase
in CO2 emissions as a result of production growth, we continued
CO2 reduction efforts, including the introduction of energy-saving
equipment (pages 17 and 18) at the Mishima Plant, which newly
started operations in 2006, and the continuation of daily activities
to save energy and improve production efficiency. We intend to
redouble our energy-saving activities in production processes toward
the realization of the FY2010 target.

* Data for all sites are shown.
* Greenhouse effect gas conversion coefficients are taken from the following sources.
Japan: Conversion coefficient announced by the Ministry of the Environment and by the Federation ofElectric Power Companies of Japan, both in 2005. The power conversion coefficient used for
FY2006 as above is the value announced for FY2005.
Overseas: GHG protocol conversion coefficient (http://www.ghgprotocol.org)

Global Warming Prevention:
CO2 Emissions from Non-Energy Systems

CO2 Emissions from Non-Energy Systems Comparedto the Previous Year: 8% increasen Changes in CO2 Emissions from Non-Energy Systems

FY2010 target: 80% reduction of CO2 emissions(relative to FY2004)

TONS #/  

 

 

 







 FISCAL YEAR

* Calculated using the conversion value announced by IPCC (Intergovernmental Panel for Climate
Change) in 1996

Waste Generation Compared to FY2000:
32% reduction per unit sales (compared to FY2000)

Reducing Waste and Recovering Resources:
Changes of Waste Generationn Changes in Waste Generation■ Recycled waste ■ Landfilled waste ■ Reduced waste within the company■ valuable waste ■ Circulated waste
Comparison per unit sales (FY2000 = 100%)
(%)
(ton)
100
100
8,000
87.2

84.6

6,000

71.6

4,000

2,192

2,000

2,411

0
-2,000

83.6

3,546

4,693

4,872

4,307

1,309

596

431

451

’02

’00

’03

’04

’05

80

68.0
4,556
682

’06

50.0

CO2 emissions from non-energy systems resulting from use of sprays
for dust removal, cleansing agents, and etching in semi-conductor
production were 5,958 ton-CO2, up 8.2% compared to FY2005. Oneof the main factors behind this increase was a rise in emissions due
to disposal of detergents and liquid leaks from equipment resulting
from the relocation of the former Sakaki Plant. Our ongoing efforts inthe field of technical development toward an 80% reduction in CO2emissions from non-energy systems in FY2010 (against FY2004)
include a reduction in consumption of materials, replacement ofcleansing agents with less environmentally harmful ones, andinstallation of a preliminary treatment facility.

Environmental Data

 
 
 
 
 
 


 

60
40
20

0
’10 (fiscal year)

2010 target: 50% reduction per unit sales(compared to FY2000)
Waste genaration was 5,238 tons, down 32% per unit sales(compared to FY2000). This again represents a smooth reduction
process toward the FY2010 target. For Japanese sites, discharge
was reduced thanks to strict separation of waste by type for valueenhancement and effective integration of sites. For European andthe U.S. sites, the amount of liquid waste increased as a result ofadditional installation of experimental equipment.
We are determined to do our best to minimize consumption of
resources while maintaining production requirements.
* Discharge is the total of recycled and landfilled waste.

* Because detailed categorization of the amount recycled started in FY2005, the preconditions used inand before FY2004 were different from those in FY2005. Detailed categories are the valuable waste,and circulated, reduced one within the company and recycled waste, respectively.
* The term “amount put to intermediate treatment” was changed to “landfilled waste” in the FY2005 report.

Chemical Substances Control:
Handling of PRTR Substances

Total Amount Handling: 27 tons, 0.5 tons down fromthe previous year

n Changes in Handling of PRTR Substances

The total amount of PRTR-listed substances handled in FY2006 was
27 tons, 0.5 tons less than the previous year. Although consumptionof some substances and sterilizing gases increased due to increased
production, consumption of some solvents decreased due to the useof alternative coating agents. Overall, the Olympus Group as a wholeachieved a slight reduction. We continue to actively tackle this issue
through strict examinations upon the introduction of new chemical
substances or providing technical support to processes that use alarge amount of PRTR-listed substances.

TON




























 FISCAL YEAR

* The reference year is shown in bold.

Olympus Corporate Social Responsibility Report 200728

Environmental Accounting
Olympus conducts environmental accounting as a way of obtaining quantitative data on environmental
preservation costs and related effects.
In FY2006, total costs increased, largely as a result of implementation of the measures against global
warming for the new Mishima Plant (pages 17 to 18); preserving the global environment; R&D costs for the
introduction of Olympus Eco-products to the market promoted inside and outside Japan (page 15); andupstream costs to respond to laws and regulations related to the environmental assessment of products(page 16).
▲▲

WEB http://www.olympus-global.com/en/corc/csr/environment/emanagement/eaccounting.cfm
Aggregation period: April 1, 2006 to March 31, 2007
Targets of aggregation: Major sites in Japan and China
Amount of capital investment by the Olympus Group during the period = 44,696 million yen
R&D cost = 55,531 million yen
Unit: million yen

n Environmental Accounting in FY 2006 (as of March 31, 2006)

Classification

Contents of Programs

Upstream
Costs

Green procurement
Green purchasing

R&D Costs

Olympus Eco-products
development

Content
Reference
Pages

Environmental Preservation Cost

Environmental EffectEquipment
Cost
Total
Economic Effects Relating to(compared to(compared to(compared toEnvironmental Preservation Activities*1*1
the previous year ) the previous year ) the previous year*1)

Quantitative Effects Related toEnvironmental Preservation

77.6(0 the previous
year)

505.7
(+105%)

583.3(+137%)

Green purchasing in Japan: 39.4

Domestic green purchasing
rate: 61.7%
Percentage of Eco-cars indomestic company vehicles

3.0(0 the previous
year)

367.3
(+113%)

370.3(+115%)

Total sales of Eco-products(Group consolidated): 91,863

Total sales results for
Eco-products (Group
consolidated): 2,740,971

42.1(-65%)

162.7(-77%)

204.8(-75%)

Cost of lawsuits for domestic environmental pollution and complaints: 0
Penalties for domestic environmental pollution and complaints: 0

Domestic environmental pollution
lawsuits: 0 cases
Complaints from residents insurrounding areas in Japan: 0 cases

269.1(+675%)

93.9(-16%)

363.0(+148%)

Energy cost: 2,441

CO2 emissions:
104,497 tons-CO2

Effective use of resources
Disposal of waste
Recycling

0.0(-100%)

489.0(-92%)

489.0(-92%)

Cost of consigned landfill
waste treatment: 22.5
Income from sales of recycledvaluable resources: 59.3

Volume of landfill
waste:
465 tons

Downstream
Costs

Recovery of products
Optimization of packaging

0.1
(0%)

4.9
(+8%)

5.0
(+8%)

Environmental
Management
Activity Costs

For asbestos check andresponse
ISO 14001 management
and operation
Environmental
communication

P14-15147.3(+458%)

328.8(-59%)

476.1(-43%)

Costs forDamagedEnvironment

For soil investigation andremediation at the former
Sakaki Plant

P16

Costs ofSocialActivities

Contributions to society
and regional areas

P23-24

P15

Renewal and repair ofpollution prevention
equipment

Costs Inside
Business Area

Measures to prevent
global warming for new
Mishima Plant

P15-18

ISO 14001 certified facilities:
15 sites (out of a total of 15
production and development
sites)

62.6
0.0
62.6
(0 the previous (0 the previous (0 the previous
year)
year)
year)

0.0
(-100%)

5.7
(+6%)

5.7
(+2%)

How to aggregate Olympus’ environmental accounting
1) Starting from the FY 2004 environmental accounting, calculations are based on the Environment Accounting Guidelines (FY 2005 edition).
2) The proportions of cost and depreciation expenses that cannot be clearly separated into those for environmental preservation and those for other purposes are not calculated, and their
totals are not included for the purposes of environmental accounting.
3) Of the economic effects accompanying environmental preservation, elements such as estimated effects*2 that lack sufficient data are excluded.
4) See our website for changes (standards of Ministry of the Environment) and details of past environmental accounting.
*1: For items that were recorded as zero in the previous year, as no comparison can be made, “(0 in the previous year)” is shown for the cost.
*2:Estimated effects = Estimated profit and loss based on the calculation of the hypothetical results of implemented environmental preservation-activities: For example, the cost for damages or environmental restoration
with respect to pollution accidents prevented by capital investment or expenditure for pollution prevention.

29

Olympus Corporate Social Responsibility Report 2007

How to Read the Report and Website
The Overview of CSR and Environmental Information
This report discloses information by highlighting particularly noteworthy
pieces of information, including new actions that started in FY2006,
or important news, in order to help the reader easily understand theentire picture of the Olympus Group’s business activities.
Extensive and detailed information on the CSR activities of
the Olympus Group is provided on our website.
Olympus Corporate
Social Responsibility Report(this booklet)
Olympus Corporate Social Responsibility Report 2007

This logo mark symbolizes the environmental activities of
the Olympus Group, which is involved in beneficial activities forinclude efforts to contribute to the welfare of the Earth and humanbeings, so that together we can smile like this.

CSR Report 2007

Olympus Corporate Social Responsibility Report

Contact

CSR Department, CSR Division

Environmental Development Department,
Quality and Environment Administration Division

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

2951 Ishikawa-cho, Hachioji-shi,
Tokyo 192-8507, Japan

Tel: +81-3-6901-3960 Fax: +81-3-3340-2062

Tel: +81-42-642-2872 Fax: +81-42-642-9017

E-mail: csr_info@ot.olympus.co.jp

E-mail: environ@ot.olympus.co.jp

This report is printed with soybean oil ink via a waterless printing on non-woodTake-pulp key GA paper made from 100 percent bamboo pulp.

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

Issued in June 2007 (previous volume issued in June 2006)
Next volume scheduled for issue in June 2008
X020-07J 0706T Printed in Japan

Olympus GroupCSR and environmental
information
Website page on
Website page on

Investor Relations

CSR Activities

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

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

Social and environmental
report▲▲

The WEB symbol

October 2006

All-in-one carton packages for IX81 motorized
inverted microscope won Japan Packaging Contest
Good Packaging Award Logistics Award
November 2006 Olympus’ investor relations website was placed top
in the precision industry in the FY2006 Corporate
Website Performance Ranking operated by Nikko
Investor Relations Co., Ltd.
December 2006 2007 Olympus/WWF calendar “Alcheringa–Australia:
Where the Oldest Time Still Ticks,” won the 58th
National Calendar Exhibit “the Economy, Trade andIndustry Minister Award”
January 2007
Olympus (Shenzhen) Industrial Ltd. recognized as
Shenzhen’s “Shenzhen Waste Reduction Activity”
Excellent Corporation
March 2007
Olympus CSR Activities website won the Corporate
Division Excellent Award of the “Environment goo,”
one of the major environmental portal site in Japan.

Kenichi Yano, General
Manager, Brand Strategy
Office, Corporate Planning Div.,
Olympus Corporation receiving
the Economy, Trade andIndustry Minister Award at the58th National Calendar Exhibit.

How to Read the Report and Website

Detailed version

Economic report

Public Awards Presented for Olympus 2006
CSR Activities and Information

WEB

This symbol is used when more detailed information is provided on▲▲

our websites. WEB Supplemental Materials markWEB provides

the URL for the content of each item in this report.
▲▲

WEB Supplemental Materials =http://www.olympus-global.com/en/corc/csr/wdata/
Challenges in Fiscal 2006

Good Relations with Community

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

For details, please refer to our website atInformation Disclosure / Social Contributions
It is very important for Olympus to let people know what we are thinking about and what we are doing, and to learn
exactly what people expect from us. To this end, information disclosure and interactive communication is essential.
We think it imperative to always carry out business activities considering “how we should contribute to society,”and maintain good relations with the community in order for us as a corporate citizen to earn the respect of our
stakeholders.
Cameras for Healing*2

Achievements in FY2006

Olympus Imaging America Inc. (OIMA) has supported the Cameras for Healing
project since the summer of 2006 by providing camera equipment to support
the rehabilitation and revitalization of the people of Sierra Leone.

Method of Information Disclosure• To let people know more about Olympus
Depending on the level of importance or content, Olympus provides
information using optimal means such as news releases, publicity
events, news conferences, and websites. We also place corporate
advertisements in newspapers, magazines and television, both insideand outside Japan, to provide society with information on activities inour various business fields and our involvement with the community
so as to help the public gain a better understanding of Olympus.

Donation of Endoscope Systems to Developing Countries▲▲• Medicine and health• Global environment• Natural science▲▲

We also encourage every employee to actively participate
in volunteer activities as a member of civil society.
WEB Social Contribution Policy=
http://www.olympus-global.com/en/corc/csr/compliance/
community/

WEB Lines of Sight - Every Aspect of the Asian Viewpoint (only inJapanese) =Educational Symposium on Digestive System Cancer
In order to inform large sections of the public about the early detection
and treatment of stomach cancer, colon cancer and other digestiveorgan cancers, Olympus held an educational symposium “Toward
the Early Detection and Treatment of Cancer” with the participation of
specialists in seven major cities across Japan. Each event attracted
between 500 and 1,000 participants.

• Global Environment
Donation of Nature PhotoCalendars

Wakuwaku Science Workshop
held at the Miraikan (National
Museum of Emerging Scienceand Innovation)

http://www.olympus.co.jp/jp/event/wakuwaku/

The Natural Science Observation Contest, which started as theMicroscopic Observation Contest in 1960, is for elementary andjunior high school students and provides them with an opportunity to“develop a scientific mind.” Olympus has been a major sponsor fromthe start and is one of the operators of the contest.

“Global Warming Witness (GWW)—Mitsuaki Iwago
Special Site”

WEB Natural Science Observation Contest (only in Japanese) =In order to raise public awareness about the actual status of
global warming, an issue which is becoming more serious year
by year, Olympus launched a special website in cooperation

Future Targets
We intend to continue our active promotion of information disclosure
and interactive communication and social contribution activities in an
appropriate way that makes the most of our technology, personnel,
and other managerial resources, while carrying out business fromthe viewpoint of “how we can contribute to society.”• Culture and Arts
A DAY IN THE LIFE OF AFRICA*1

From a Stakeholder

A photo exhibition titled “A DAY IN THE LIFE OF AFRICA,” washeld at the Okayama Digital Museum, the 13th exhibition venue,
throughout November 2006. More than 1,000 visitors viewed theexhibit everyday during its run. The same exhibition was also held at
Olympus Gallery, Tokyo, in January 2006.

▲▲

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

and providing a website gallery in four languages to convey the message of the project.

Olympus Corporate Social Responsibility Report 2007

WEB Wakuwaku Science Workshop(only in Japanese) =Sponsoring Natural Science Observation Contest

http://www.shizecon.net/

Olympus has donated its Nature
Photo Calendars, published since
1982, to the World Wide Fund for
Nature (WWF) Japan; profits fromsales are placed into a fund to2007 Olympus WWF Calendar
support their nature preservation activities.

*1: An international photographic project carried out in 2002, in which Olympus participated as a primarysponsor, featuring the works of about 100 photographers from 26 countries taking pictures of one day
in the 53 countries of Africa. The purpose was to promote awareness of the AIDS issue. All the profits
from the sale of photos published as part of this project are donated to the AIDS Education Fund in
Africa. Since 2003 Olympus has been extending cooperation to the United Nations and various NGO(Non-Governmental Organization)s by holding photographic exhibitions in various parts of the world

19

Since 2003, the Olympus “Wakuwaku
Project” has been holding seminars
for elementary and junior high school
students to help “children experience
the joy of science.” Staffed by ourvolunteer employees, six seminars
were held in FY2006.

▲▲

OBL President Karaki (left),honorary president of theWorld Organization of Digestive
Endoscopy Dr. Machado andhis wife (center), OBL Service
Administration Director
Mr. Luchio (right) and the donatedendoscopic video system.

Social Contribution Policy• Culture and arts

Olympus provides full support to the Nippon Photography Institute,which holds an unprecedented real-time class on its blog under
the name of “International Photographic Fieldwork” WEB to train
documentary photographers who can work internationally. As part ofthis project, Olympus also supports the training of photojournalists
working from a global perspective, through photo exhibitions
showing pictures taken by the Institute students and Olympus local
employees during the photo trips.

http://www.npi.ac.jp/pfw/blog.html

http://www.olympus-global.com/en/corc/csr/
compliance/disclosure/A polar bear and a cub in
Canada, where the global
warming problem is surfacing.

Exciting Wakuwaku Science
Workshop▲▲

In 2006, Olympus Optical Do Brasil Ltda. (OBL) donated an
endoscope system to Santa Casa hospital, a private hospital in Riode Janeiro, Brazil, which provides free medical examinations andtreatment to the poor and carries out volunteer-based medical interneducation. This action was initiated at the request of the honorarypresident of the World Organization of Digestive Endoscopy andfollowed a preliminary field survey.

WEB Information Disclosure Policy=

Contributions with an emphasis on the following four
fields that can be best served by our managerial
resources:

http://www.olympus.co.jp/en/
gww/

Supporting International Photographic Fieldwork▲▲• Careful attention to the protection of personal informationand stakeholders' rights

WEB Special website–
Global Warming Witness=• Natural Science
Maurice Henri and the children of
Sierra Leone

WEB http://www.camerasforhealing.com▲▲• Establishment of internal rules and procedures on
information disclosure, and compliance with the relevantlaws and ordinances and stock transaction regulations
effective in countries where we do business or are listed• Medicine and Healthwith WWF Japan in FY2006
WEB in which photos and movies
taken in the habitat of polar bears arepresented. We have also produced
a DVD showing the website images,
again donating profits to WWF Japan.

Good Relations with Community [Challenges in Fiscal 2006]

Information Disclosure Policy (extract)• Release of corporate information in an appropriate mannerand at the right time, in order to help people outside thecompany gain an accurate understanding and find trust in us▲▲

Major Social Contribution Activities*2: I n t h i s p ro j e c t , C a n a d i a n p h o t o g r a p h e r
Maurice Henri has been supporting peoplet h ro u g h p h o t o g r a p h i c i m a g e t h e r a p y based on appreciating the beauty of life andcommunicating through self-expression. A
team of four, including Henri and a psychologist,
held month-long seminars in two villages in
Sierra Leone, a country that was ravaged bycivil war from 1991 to 2005. Participants,
including both war victims and former childsoldiers, use photography to express theircurrent lives and future aspirations. This fiveyear project aims to help these heart-stricken
people heal emotionally after years of violence
and trauma, and see the world around them ina whole new light.

▲▲

In order for us to earn the trust of our stakeholders and work inharmony with society, Olympus believes it is important to ensure
appropriate information disclosure and make social contributions
based on the advantages of our business.
Olympus defines information disclosure and contributions tosociety as part of our activity guidelines.

▲▲

Priority Measures and Targets
Establishing Good Relations with Society

WEB

Junichi Mizuo
Ph.D. Research Laboratory for Nuclear
Reactors COE Professor, Tokyo Institute ofTechnology

Olympus ensures full disclosure of
information in its CSR report, whichmakes effective use of their expertise,know-how, and core competence in fourmain fields—including medicine. I highly
evaluate The “BRAVE CIRCLE”campaign
for awareness colon cancer as a “CSR
document unique to Olympus” as it
utilizes their own managerial resources
with the background of an era withan increasing number of colon cancer
cases. I sincerely wish this campaignthat “expands the circle of bravery to theworld” every success.

From Olympus

Yasunori Takeuchi
General Manager, CSR Dept., CSR Div.,
Olympus Corporation

We believe that social contribution
activities, one of our major corporate
activities, represent a long-term
investment in society. Like our generalbusiness operations, we have been
pursuing activities that make the mostof our business characteristics andmanagerial resources and follow ourmanagement philosophy. Our activities
to promote awareness of the digestiveorgan-related cancers are highly regarded
by our stakeholders and serve as acase in point. We will keep working onsocial contribution activities “unique toOlympus” in the future.

Olympus Corporate Social Responsibility Report 2007

Web Supplemental Materials areshown on the website.
20

WEB Supplemental Materials mark provides relevant links

Olympus CSR Activities website

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

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

About the Cover of this Report
This logo mark symbolizes the environmental activities of
the Olympus Group, which is involved in beneficial activities forinclude efforts to contribute to the welfare of the Earth and humanbeings, so that together we can smile like this.

To create this report, we requested many of our colleagues in related
departments, including those overseas, to write reports, and theReport Preparation Working Group discussed these again and again.
For the first time we asked for third-party comments from outside
specialists and our stakeholders regarding our activities in order todetermine what other actions or reports are required of the Olympus
Group. We intend to promote further interactive communications with

For the cover of this year’s CSR
Report, Olympus adopted a workby artist Mr. Susumu Endo, whose
works are based on the themeof “a new relationship between
human beings and nature.”
This conforms to our CSR andour stakeholders and incorporate their opinions and requests into
the development and implementation of CSR-related policies andmeasures, working toward the realization of a sustainable society.
We are pleased to receive any comments you may haveabout us.

Environmental Philosophies,
which are aimed at contributing
a sustainable society and theprotection of the environment.

Olympus Corporate Social Responsibility Report 2007

Editor’s Note

CSR Report 2007

Olympus Corporate Social Responsibility Report

Contact

CSR Department, CSR Division

Environmental Development Department,
Quality and Environment Administration Division

Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome,
Shinjuku-ku, Tokyo 163-0914, Japan
Tel: +81-3-6901-3960 Fax: +81-3-3340-2062
E-mail: csr_info@ot.olympus.co.jp

2951 Ishikawa-cho, Hachioji-shi,
Tokyo 192-8507, Japan
Tel: +81-42-642-2872 Fax: +81-42-642-9017
E-mail: environ@ot.olympus.co.jp

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

This report is printed with soybean oil ink via a waterless printing on non-woodTake-pulp key GA paper made from 100 percent bamboo pulp.
Issued in June 2007 (previous volume issued in June 2006)
Next volume scheduled for issue in June 2008
X020-07J 0706T Printed in Japan

Olympus Corporate Social Responsibility Report 200730

Olympus Corporate Social Responsibility Report 2007

This logo mark symbolizes the environmental activities of
the Olympus Group, which is involved in beneficial activities forthe earth and human beings, so that together we can smile like this.

Contact

CSR Department, CSR Division

Environmental Development Department,
Quality and Environment Administration Division

Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome,
Shinjuku-ku, Tokyo 163-0914, Japan
Tel: +81-3-6901-3960 Fax: +81-3-3340-2062
E-mail: csr_info@ot.olympus.co.jp

2951 Ishikawa-cho, Hachioji-shi,
Tokyo 192-8507, Japan
Tel: +81-42-642-2872 Fax: +81-42-642-9017
E-mail: environ@ot.olympus.co.jp

Olympus Website on CSR/environmental activities: http://www.olympus-global.com/en/corc/csr/

This report is printed with soybean oil ink via waterless printing on non-woodTake-pulp key G A paper made from 100% bamboo pulp.
Issued in August 2007 (previous volume issued in August 2006)
Next volume scheduled for issue in August 2008
X020-07E 1 0708T Printed in JapanCSR Report 2007

Olympus Corporate Social Responsibility Report