Sustainability
Report2021

CONTENTS
Editorial Policy .............................................................. 2

Green Procurement .................................................. 211

Sustainability ................................................................ 4
Message from Chief Strategy Officer............................. 6

Policies - Society

Olympus Group ESG .................................................... 7

Human Rights Policy ................................................ 218

Value Creation Model .................................................... 9

Olympus Group Quality Policy .................................. 220
Supply Chain Policy of Olympus Group .................... 221

Environment

Request to Suppliers ................................................ 222

Environmental Policy and Strategy .............................. 10

General Employer Action Plan based on the Act

Reduce Environmental Impact .................................... 18

on Promotion of Women's Participation

Environmental Communication ................................... 24

and Advancement in the Workplace ......................... 232

Environmental Data .................................................... 26

General Employer Action Plan based on the Act
on Advancement of Measures

Societyto Support Raising Next-Generation Children ........... 234

Human Rights ............................................................ 36

Promoting Work-Life Integration ............................... 236

Product Responsibility ................................................ 38

Corporate Citizenship Policy ..................................... 238

Procurement............................................................... 43

Charitable Donations and Grants Policy .................... 240

Employment ............................................................... 45

Charitable Donation Initiatives ................................... 241

Labor Relations .......................................................... 51
Occupational Safety and Health.................................. 52

Policies - GovernanceOccupational Safety and Health,
Health Management ................................................... 59

Basic Policy on Corporate Governance .................... 242

Training and Education ............................................... 65

Because What We Do Matters:
Olympus Global Code of Conduct ............................ 248

Diversity and Equal Opportunity .................................. 67

Whistleblowing System ............................................. 249

Physician Training in Developing Countries ................. 72
Participating in the Medical Industry Organizations ..... 73

Global Standards:
What Olympus Expects of Third Parties .................... 250

Social Impact Assessment (Cancer Awareness) .......... 74

Olympus Group Tax Policy ........................................ 251

GovernanceOlympus Group guidelines covering
the prevention of bribery ........................................... 253

Corporate Philosophy ................................................. 81

Disclosure Policy ...................................................... 256

Framework of Corporate Philosophy........................... 82

The Ethics Committee .............................................. 257

Corporate Governance ............................................... 83
Communication with Stakeholders............................ 125

Payments to Healthcare Professionals
and Healthcare Organizations ................................... 258

Compliance .............................................................. 127

Olympus Group Information Security Policy .............. 260

Tax ........................................................................... 131

Internal Control System ............................................ 261

Anti-Corruption ......................................................... 133
Disclosure of Medical Business Information .............. 135

Olympus Group Risk Management
and Crisis Response Policy ...................................... 267

Information Security .................................................. 136

Global Privacy Notice ............................................... 268

Risk Management System ........................................ 139

The Olympus Group Personal Information
Protection Policy

Policies - Environment(Translation) .............................................................. 280

Environmental Health and Safety Policy .................... 141
Control of Chemical Substances Used in Products ... 142

External Evaluation ................................................... 282

Plans for Global Warming Countermeasures(Only in Japanese) ................................................... 200

Participating in External Initiatives ............................. 283

Status of Acquiring ISO14001 Certificationin Olympus Group .................................................... 209

Independent Assurance Statement related
to Environmental and Social Data ............................. 284
GRI Content Index .................................................... 286

Editorial Policy

Editorial Policy
The Olympus Group Sustainability Website provides detailed data on our governance, and social and environmental efforts. (Details of our corporate
governance are available in the Integrated Report.)
From July 2021, utilizing the flexible nature of website publishing, we intend to publish the above data, previously released annually, in a timely manner.
We also plan to compile the information published on this Sustainability Website as of October every year, as a PDF version of the Olympus Group
Sustainability Report for the corresponding fiscal year.

Olympus Group Sustainability Report 2021

Organizations Covered by the Report
Taking the Olympus Group as its basis, any references in this report that fall outside that basis are identified separately.
* Data for the imaging business, which was transferred in January 1, 2021, are not included unless otherwise specified.

Social aspects:
Some part of information such as human resources, etc. covers Olympus Corporation or Olympus Japan subsidiaries
Environmental aspects:
Small businesses are excluded.
As the environmental performance data has been revised due to expansion of the coverage of information disclosure, the data values may differ from past
disclosed environmental performance.

The descriptions used herein denote the following.
Olympus Group: Olympus Corporation and subsidiaries (global)
Olympus: Olympus Corporation
Japan subsidiaries: Major subsidiaries in Japan
Subsidiaries outside Japan: Major subsidiaries outside Japan

Period Covered by the Report[FY2020: April 1, 2019-March 31, 2020]
The report contains some information outside this period.

Reporting cycle, date of most recent report
Once a year, October 30, 2020 (in Japanese and English)

Reference Guidelines
GRI, Sustainability Reporting Standard
The report does not, however, address all of the requirements of the "comprehensive" and "core" level options of the guidelines.
Environmental Reporting Guidelines (2018) of the Ministry of the Environment, Japan
Task Force on Climate-related Financial Disclosures (TCFD)

2

The ISO 26000 guidelines and the 10 Principles of the United Nations Global Compact were also used as reference when selecting items for inclusion in thereport.

External Assurance

Environmental Data
Scope of external assurance
The amounts of CO2 emissions in Scope 1, Scope 2 (locationbased and market-based methods), and Scope 3: Categories 2 to 8, 12, and 15; and energy
consumption, water usage, and waste discharged.
External Assurance Organization
Lloyd's Register Quality Assurance Limited (LRQA)

Occupational Safety and Health Data
Scope of external assurance
Lost Time Injuries Frequency Rate (LTIFR), Occupational Illness Frequency Rate (OIFR), Number of Industrial Accidents, Number of Fatal Industrial
Accidents (Fiscal 2021)
External Assurance Organization
Lloyd's Register Quality Assurance Limited (LRQA)

Contact
The Olympus Group actively discloses and publishes corporate information to ensure that our stakeholders have a complete understanding of the Group.
Our major publication and communication tools, excluding the Integrated Report and the Sustainability Report, are as follows.
Principal corporate information disclosure and distribution media
Financial information disclosure and distribution media
Sustainability Contact Form

3

Sustainability

Based on our Corporate Philosophy, the Olympus Group identifies the important ESG areas and initiatives (materiality items) on which we should focus andstrives to resolve various social issues through our business. Aiming to transform into a Truly Global MedTech Company, the Olympus Group continues its
endeavors to both realize sustainable growth and develop a sustainable society.

Sustainability Library

GRI Content Index

Message from Chief Strategy Officer

Olympus Group ESG

ESG Initiatives
Environment

SocialGovernance

Environment
Environmental Policy and Strategy

Reduce Environmental Impact

Environmental Communication

Environmental Data

Independent Assurance Statement Related to Environmental
Data (PDF: 609.1KB)

SocialHuman Rights

Product Responsibility

Procurement

Employment

4Labor Relations

Occupational Safety and HealthIndependent Assurance Statement related to the

Occupational Safety and Health, Health Management

occupational health and safety (PDF: 609.1KB)

Training and Education

Diversity and Equal Opportunity

General Employer Action Plan based on the Act on
Promotion of Women’s Participation and Advancement inDiversity and Inclusion in the Americas

the Workplace

General Employer Action Plan based on the Act on
Advancement of Measures to Support Raising Next-

Promoting Work-Life Integration

Generation Children

Contributing to Society through Medical BusinessCorporate citizenship activities

Charitable Donations and Grants

GovernanceCorporate Philosophy

Framework of Corporate Philosophy

Corporate GovernanceCommunication with Stakeholders

ComplianceTax

Anti-Corruption

Information Disclosure (PDF: 35.2KB)

Disclosure of Medical Business Information

Information Security

Risk Management System

Related Information

Sustainability Library

Integrated Report

GRI Content Index

List of Policies

General Meeting of Shareholders

External Evaluation

Participating in External Initiatives

Editorial Policy

5Message from Chief Strategy Officer

As a leading global business, Olympus is committed to nurturing world-class corporate responsibility.
We are proud to have provided significant value to society for more than 100 years, making people’s
lives healthier, safer and more fulfilling around the world through our innovative range of products andservices. In particular, we have delivered benefits to the global healthcare community with solutions
that have improved clinical outcomes for patients, boosted the quality of life and patient experience,and created economic value throughout the medical and scientific communities. By taking a proactive
approach to Environmental, Social, and Governance (ESG) perspective, we believe we can play anessential role in helping to create a sustainable society.
In doing so, we will also improve our economic value and fuel sustainable growth.

Corporate Officer, Chief Strategy Officer,
Tetsuo Kobayashi

6Olympus Group ESG

Basic Approach and Policy
All the activities undertaken by the Olympus Group are to respond to requests and expectations from society and to fulfill our duties and responsibilities
under our Corporate Philosophy. We understand that Olympus as a corporation deserves to continue to exist only when we fulfill our responsibilities throughdialogs with stakeholders-including customers, suppliers, shareholders, investors, employees and their families, local communities, and international society.
We extracted six important ESG areas and defined five materiality items. These five materiality items reflect our corporate strategy, benchmarks bystakeholders and an external ESG evaluation organization’s opinions, and have been established by the Group Executive Committee and the Board of
Directors. The five materiality items show that we contribute to solving social issues through our business, and are in a mutually complimentary and solid
relationship. We consider ESG to be a crucial component as we grow to become a globally leading medtech company and contribute to the creation of asustainable society. The distinct materiality items can vary depending on social and business changes and we continue to revise them as required.

Procedure to Establish ESG Enhancement Measures

Six Important ESG Areas:

Five Materiality Items
Healthcare access and outcomes
Compliance, product quality and safety
Responsible supply chain
Diversity and inclusion
Carbon Neutral Society and Circular Economy

Promotion Structure
To reinforce the implementation of the ESG measures, in April 2021, we designated an ESG Head to be responsible for our ESG initiatives and established
the KPIs to be specified in our medium- to long-term business plan. The ESG Head comprehensively manages ESG initiatives while monitoring theimplementation progress of ESG measures. The ESG Head also reports the status of that progress to the Group Executive Committee and the Board of
Directors for deliberation. From FY2021, 10% of the executive officers' performance share unit (PSU), a part of our long-term incentive compensation, waslinked to the results of an evaluation by an external ESG evaluation organization. In FY2022, the percentage is being increased from 10% to 20% to7reinforce the commitment of management. We adopt the Dow Jones Sustainability Indices (DJSI) as its benchmarks, which are reputed to be more reliable
and have a wider coverage than other external ESG criteria. As of December 2021, Olympus is admitted to the DJSI World for the first time this year and in
the DJSI Asia Pacific for the third consecutive year.

Value Creation Model
Value Creation Model (PDF: 139.4KB)

8

Chapter 01

Our Company

Value Creation Model

Olympus’ Value Creation Model
OUR PURPOSE

Social Outcome

Making people’s lives healthier, safer
and more fulfilling

Strength
Dominant position built on basis ofrelationships of trust with customers	Dominating global market share for gastrointestinalendoscopes approximately 70%
	Training for doctors conducted around the world	Entered emerging markets ahead of other companies
and built relationships of trust with doctors

Providing value to patients, countries, andsociety through our customers
Patients

Strategy ontributing to the health ofCpeople around the worldImproving patients’ QOL throughearly diagnosis and minimallyinvasive treatments

Corporate Strategy
Transforming into a Truly Global
Medtech Company

 eedback on
Fproduct improvements
and requests

Global and robust management foundation

	To further grow mainly in the Therapeutic Solutions Division,
set up a specialized business development team in the U.S.,
hired talented people, and carried out four M&As*1
	Percentage of foreign management roles globally:
approximately 37%*3

	To strengthen implementation skills, approximately 2,600
employees participated in training, and approximately 3,000
people participated in a program to strengthen global
communications

12

Diseases orconditions treated*5

 roviding products thatP
meet abundant needs
Support for proceduredevelopment

Customers
Relationshipsof trust built bycollaboratingwith customers(Medical institutions, research institutions, manufacturing industry, etc.)

 ontributing to improvements in efficiency of medical care andC
its economic outcomes through early diagnosis andminimally invasive treatments
Contributing to biological/medical research as well as pathology researchContributing to industrial efficiency and improvements in inspection quality

an d

er

to

m

Countries/SocietyusTechnological capabilities that produce
high-quality and advanced products	Aiming to become a global medtech company, hiring
highly specialized and talented people for global positions

Colonoscopies
performed worldwide*4v a lue	Approximately 17 training centers with the aim ofproviding training opportunities for healthcare professionals
	Build an industry-leading service network among
the world's medical device companies	Established a global headquarters for the Therapeutic
Solutions Division in the U.S.
	Credit ratings: A (R&I), BBB + (S&P)
	Approximately 900 dialogues with institutional investors
and securities analysts*1

Diverse human resources that possesshigh expertise100

millionRealization of corporate culture and structurethat enables sustainable growth	Have built relationships of trust in Chinese market for about
50 years, since normalization of diplomatic relations between
Japan and China in 1972	Established representative office in Singapore in 1975	Selected as one of the top 100 most innovative companies
in the world for ten consecutive years
	Approximately 17,000 patents*2 held to maintain an
overwhelming market share and acquire further technology
	Strong know-how and optical technology built up since
the Company’s founding	Manufacturing techniques that realize high-mix,
low-volume production

50

F o cu

g
sin

on

e
th

c

 ontributing to limiting medical expenses through earlyCdiagnosis and minimally invasive treatments
Contributing to the future of medicine
Contributing to safety and security in everyday lives

Six Important ESG Areas
1. Corporate governance
2. Economic sustainability
3. Product sustainability

4. Environment
5. People
6. Society

Our Materiality
Healthcare access and outcomes
Compliance, product quality and safety
Responsible supply chain
Diversity and inclusion
Carbon neutral society and circular economy

Financial KPI

5-6%

Annual average revenue
growth rate

> 20 %
Operating margin*6*1 Fiscal year 2021
*2 As of March 2021
*3 The percentage within global senior management as of July 1, 2021
*4	Numbers come from the Company’s research. Numbers for the U.S., Canada, Germany, France, Italy, Spain, the UK, Japan, China, South Korea, Australia and India. As of
2018 or 2019 depending on the region*5 Olympus has versatile medical devices with the ability to treat approximately 100 diseases or conditions as of March 2021.
*6 Adjusted for extraordinary items

Olympus Integrated Report 2021

13

9

Environmental Policy and Strategy

Basic Approach and Policy

Promotion Structure

Mechanisms and Initiatives

Environmental Education and Awareness Activities

Basic Approach and Policy
The Olympus Group's environmental initiatives are founded on its Corporate Philosophy, the Olympus Global Code of Conduct and the Environmental Healthand Safety Policy. The Olympus Global Code of Conduct sets out our policy on the environment and the actions required. The objectives are described withclarity and detail in the Environmental Health and Safety Policy.
* In May 2015, we published the Olympus Group Environmental Policy. This was based on the Olympus Group Environmental Charter adopted in August 1992, to which we added
aspects on both environmental protection and economic growth. This Environment Policy was then converted into the Environmental Health and Safety Policy in April 2021, byincorporating environmental health and safety policies to comprehensively manage our EHS activities.

Environmental Health and Safety Policy

Promotion Structure
In the Olympus Group, the CEO and the CAO are appointed as the top executive officers for the environment. Also, the Human Resources Head, whomanages human resource development and general affairs including matters related to the environment, health and safety (EHS), serves as the top
management for environmental affairs for the entire Group. Under the leadership of the Human Resources Head, the EHS division is responsible fordeveloping Environmental Health and Safety Policy for the entire Group, as well as planning and promoting environmental measures. The division also
monitors environmental initiatives across the entire Group, such as the progress of energy reduction targets and implementation status of environmental
measures.
We have environmental management divisions for each business division and Group company. The EHS division is responsible for environmental
management for the entire Group. Since FY2015, the EHS division has created an information platform for the entire Group to enable efficient gathering of
information on environmental initiatives at various global sites that are essential to environmental management, as well as environment-related data and thestatus of these sites in complying with laws and regulations. In FY2021, the Olympus Group obtained ISO 14001 multi-site certification, which covers 12
group companies in Japan and Asia, including the EHS division, to reinforce the group's environmental governance and streamline the environmental
management.
To address environmental issues promptly and appropriately, we aim to globally expand the scope of this ISO 14001 multi-site certification.

Environmental Management Structure

Status of Acquiring ISO14001 Certification in Olympus Group (As of July 2021)(Name of sites and offices are as they were at time of the certification.)

10Sites/OfficeJapan

Olympus*4

Olympus Medical Systems*4

Date of Certification
Headquarters (Shinjuku)*1

August 2020

Sasazuka Facility*2

August 2020

Technology Research Center (Ishikawa)

March 2000

Technology Research Center (Utsugi)

March 2000

Technology Research Center (Takakura)

February 2018

Nagano Facility (Tatsuno)

February 1998

Nagano Facility (Ina)May 2014

Shirakawa Facility

October 1998

Technology Research Center (Ishikawa)

March 2000*3

Technology Research Center (Utsugi)

March 2000*3

Hinode Plant
Nagano Olympus*4

February 1998

Aizu Olympus*4

October 1998

Shirakawa Olympus*4

October 1998

Aomori Olympus*4

November 1998

Olympus Terumo Biomaterials*4

Olympus Logitex*4

Mishima Plant

August 2020

R&D Center

August 2020

Distribution Center in Sagamihara

Olympus Medical Science Sales*4
Americas

July 1998

Olympus Surgical Technologies America National Service Center

November 2003

March 2004

December 2005

Olympus Scientific Solutions Americas Corp.

July 2010

Olympus Scientific Solutions Technologies Inc.

July 2010

Olympus NDT Canada Inc.

July 2010

Olympus Corporation of the Americas

September 2019

Center Valley Pennsylvania Regional Headquarters
Breinigsville Pennsylvania Distribution Center
Olympus Surgical Technologies America

September 2019

Bartlett Tennessee Manufacturing Facility
Brooklyn Park Minnesota Manufacturing Facility
Norwalk Ohio Manufacturing Facility
Olympus Respiratory America

September 2019

Redmond Washington Manufacturing Facility

11Sites/Office

Europe/Middle East

Asia PacificDate of Certification

Olympus Winter & Ibe GmbHMay 2001

KeyMed (Medical & Industrial Equipment) Ltd.

March 2002

KeyMed (Ireland) Ltd.

March 2002

Algram Group Ltd.

January 2007

Medical Physics International Limited

October 2012

Olympus Iberia S.A.U.

September 2018

Olympus (GuangZhou) Industrial Co., Ltd.*4

October 2004

Olympus Trading (Shanghai) Limited*4

February 2012

Olympus Vietnam Co.,Ltd.*4

April 2013

Olympus Australia Pty Ltd

August 2017

Olympus New Zealand Limited

August 2017

*1 The scope of certification includes the EHS division for Olympus Group and headquarters, and its medical business management functions.
*2 The scope of certification includes the administrative functions at Sasazuka Facility in Tokyo and the customer support for the medical products.
*3 It had been included in the scope of the ISO 14001 certification of Olympus Corporation until March 2020.
*4 It is included in the scope of the ISO 14001 multi-site certification of the Olympus Group.

Status of Acquiring ISO14001 Certification in Olympus Group

Mechanisms and Initiatives

Recognition of Environmental Issues
When establishing its Corporate Strategy and Business Plan, the Olympus Group identifies potential risks that could impact on our business operations. The
high risks are then extracted, and their risk levels are assessed. Such high risks include business transition risks to keep up with changes in environmental
regulations and technologies to adapt climate change, as well as physical risks associated with natural disasters.
Risk evaluation and prioritization are carried out in each organization assuming the impact on the business should the risk become reality, and the likelihoodof such. According to the results of such evaluation and prioritization, business plans for the following year or multiple years are established to manage suchrisks. As for risks related to environmental regulations, the Quality Management function monitors the regulation trends concerning our products, and theEHS division of each company monitors the regulation trends concerning the business site. The state of compliance is regularly assessed while changes are
implemented as required.
The management status of those risks posing a high impact on business operations are regularly monitored in each organization and monitoring results arereported to the Group Executive Committee and the Board of Directors. In response to the monitoring results, the CEO may revise the plan details if
management efficacy is insufficient.

Compliance with Environmental Laws and Regulations (FY2021)
Olympus continuously develops and maintains internal rules and regulations adapted to statutory requirements, and trains environmental managers andrelated personnel, as well as monitoring and improving on-site management.
In FY2021, there were no violations or incidents related to environmental laws and regulations, excluding relatively minor issues. Also, there were no claims,
penalties or fines.

12Long-term targets and measures
The Olympus Group is fully aware that the recent climate change and ecosystem deterioration, brought about by excessive environmental impact andpollution, is the issue we need to address promptly. In May 2021, we added "carbon neutral society and circular economy" to the materiality items. The targetof achieving carbon neutrality was set as reaching net zero CO2 emissions from our site operations by 2030 (Scope 1 & Scope 2*1). To achieve this target,
we continue to improve production efficiency and implement further energy-saving measures, as well as gradually replacing the energy used in all of our site
operations*2 with renewable energy sources by 2030. We also recognize the importance of environmental impact reduction across the supply chain andcontinue the transportation modal shift, logistical efficiency improvement, reduction in energy consumption and weight of products, and green procurement.
*1 Scope 1: Direct greenhouse gas emissions by combustion of fuels in our sites. Scope 2: Indirect emissions from our sites use of electricity, heat or steam supplied by othercompanies.
*2 Excluding rental properties, such as sales sites.

Major Environmental Activity Results in Fiscal 2021

Primary Policy

TargetMeasures

Achievements andResults in FY2021

FY2022 Target

Promotion of

Enhancement of

Improve effectiveness

Development of

Setting the goal of

Development of theenvironmental

environmental

and efficiency of thelong-term

long-term net zeroaction plan toward

management

governance

Environmental

environmental

CO2 emissions

carbon neutral

systemManagement Systemtargets

from our site
operations by 2030

Maintenance ofMaintenance of

Ensure appropriate

ISO 14001

ISO 14001

response to indicatedcertification

certification forpoints in internal

global major

environmental audit

manufacturing

and ISO14001

sites (Europe,

certification external

Americas,

audit

Australia)
Provided training
for newly
appointed
environmental
managers, andtraining to improveskills andcompliance training
for theEnvironmental
Secretariat inJapanese sites (6persons)
Activities aimed at

ISO 14001 multi-

Ensure appropriate

ISO 14001 multi-site certification

response to indicatedsite certification

external audit of 10

points in internalsites in Japan andenvironmental audit,

three sites in Asia

and ISO 14001 multisite certification
external audit

13Primary Policy

TargetMeasures

Achievements andResults in FY2021

FY2022 Target

Environmental

Continue to improve

Enhance

Inspection on the

Expand target sites

risk reduction

the process to comply

inspection forwaste

for theactivities

with environmental

compliance statusmanagement

Environmental/healthlaws and regulations

with environmental

process andand safety risklaws and

operational

assessment

regulations

improvements at

Continue to improve

Education foreach site in Japanthe environmental

environmental laws

Education on

regulatory complianceand regulations

Waste

process for productsManagement andand facilities

Public Cleansing
Act by external
experts in Japan(36 persons)
Education onwaste andchemical
substance
management at
Olympus SurgicalTechnologies
America (101persons)
Continue toimprove the related
internal rules for
products andfacilities
Environmental

Product-related

Create Olympus Eco-

Create products

Created new Eco-

Continue to create

initiative

initiatives

Products

that areProducts in all

products that arethroughout

environmentallybusiness units (9environmentally

product life

conscious andnew, bringing total

conscious andcyclestailored to businessto 664)

tailored to businesscharacteristics

characteristics

Facilities-related

CO2 emission: reduceContinue toCO2 emission: reduce

CO2 emission: reduce

initiatives

by 15% compared to

implementby 25.4%

by 21% compared to

FY2018

improvements

Energy consumption

FY2018Energy consumption

such as improving

intensity: improve byRenewable energy

intensity: improve by

manufacturing

12.3%

rate: improve

7.73% compared toprocesses, saving

Renewable energy

compared to FY2021

FY2013of energy andrate: 12.7%

Emission intensity:

Renewable energy

material resources

Emission intensity:

improve by 7%

rate: more than 10%

and introduction of

improve by 16.1%

compared to FY2018

Emission intensity:

renewable energy,

Water use intensity:

Water use intensity:

improve by 6%

etc., in accordance

improve by 14.1%

improve by 7%

compared to FY2018

to local

Water use intensity:

characteristics

compared to FY2018

improve by 6%
compared to FY2018

Response to Climate Change
The Olympus Group recognizes that climate change is a serious issue that threatens the global environment, as well as having grave implications for thegroup's business activities. Based on this awareness, we announced our endorsement of the Recommendations of the Task Force on Climate-Related
Financial Disclosures (TCFD) in May 2021, as a part of our contribution to building a carbon neutral society-one of the materiality items in our Corporate
Strategy. According to the TCFD's recommendations, the Olympus Group will disclose its climate-related financial information in a timely manner.

14

Governance
The Olympus Group endeavors to reduce the environmental impact from the entire value chain, including product development, procurement, manufacture,logistics, sales, and repair. Under the CEO and CAO, who are the highest environmental responsible officers, the Human Resources Head, who manages
human resource development and general affairs, oversees matters related to the environment, health and safety (EHS) for the entire Group.
The EHS functional division creates an environmental action plan, including the reduction target of CO2 emissions, as well as monitoring the progress ofaction plan implementation across the entire Group. In response to the progress report, the highest environmental responsible officers (CEO and CAO) give
instructions for any improvement required. The Board of Directors continues to monitor the status of the implemented climate change measures while
receiving the related reports at least once a year. Also, to reinforce the commitment of management to the ESGs and climate change initiatives, 20% of theexecutive officers' performance-based stock remuneration, a part of our long-term incentive remuneration, is linked to the evaluation results of an external
ESG evaluation organization.
Environmental Health and Safety Policy

Strategy
The Olympus Group identifies risks and opportunities related to climate change for the short-term, medium-term, and long-term periods by using scenario
analysis. The influence of climate change on our business activities is analyzed based on the 2-degree scenario (holding the increase in the global averagetemperature to below 2℃ above pre-industrial levels) and the 4-degree scenario (where the increase is assumed to be up to 4℃ above pre-industrial levels),
both of which were presented by the International Energy Agency (IEA). We identified that the major risks within the short-term period (one to five years)
would be the suspension of factory operations or breakdown of the supply chain due to natural disasters; and the risks within the medium- to long-term
period (10 to 20 years) would be an increase in business costs due to the introduction of carbon taxes and further tightening of CO2 emissions regulations.
Although such climate change risks could affect our corporate strategy and financial plan, we assume that the scope of influence would be limited. For
example, the geographical location of our factories in terms of natural disasters, such as typhoons, can be classed as a physical risk. We confirmed that ourfactories are at low-risk locations and a business continuation plan for each site was created in case of emergency. As a supply chain risk, we haveexperienced closures of sales sites due to typhoons and flooding across the world. Still, the influence was limited. We also expect an increase in operationalcosts due to carbon taxes etc. as a transition risk. However, the percentage of energy costs in the factories among overall business costs is small, and,
therefore, the impact on our business will be limited.
As a climate change opportunity, we will continue development of environmentally conscious products with energy-saving functions, taking the rising
requirement for such products-which contribute to CO2 emissions reduction-as a business opportunity. However, we estimate the impact from thisopportunity on our business will not be so large because the majority of our products are already small with low energy consumption, and the nature of our
products and services are relatively independent from any impact from climate change.

Environmental
Changes
2℃ scenario

Stronger regulatory

Risks<Transition risks>action for a low carbon
society

Increase in businesscosts due to carbon tax,
carbon emissions trading
and stronger regulatory
action on CO2 emission
by various countries

4℃ scenario

Rise in temperature &<Physical risks>

increased extreme
weather events

Opportunities

Measures

Reduction of business

Improvements in energy

costs by energy-saving

efficiency

measures

Wider use of renewable

Improvements in market

energycompetitiveness byDiversification ofdevelopment of

suppliers

environmentallyconscious products

Environmentallyconscious design in the

Improvements in

product/service design &evaluation by

development stage

stakeholders

Development andSupply chain disruption

provision of

caused by growing scale

products/services thatof natural disasters, suchcontribute to resolving

as typhoons, floods, etc.

environmental issues insociety* The calculated financial influence was approx. 600 million yen/year based on the carbon tax figures in the World Energy Outlook 2020 by the IEA (2020).

Risk Management
15

The Olympus Group identifies, assesses, and manages climate change and other environmental risks within the group-wide risk management system thatcovers all the risks that could affect our business. For more details, see Recognition of Environmental Issues.

Recognition of Environmental Issues

Indexes and Targets
The Olympus Group set two targets in 2021. One is carbon neutrality by 2030 for its site operations (Scope 1 & Scope 2), and the other is switching
electricity procurement for its site operations to renewable energy sources also by 2030.
The results in FY2021 were a 25.4% reduction in CO2 emissions (compared to FY2019) and the percentage of renewable energy usage reached 12.7%. We
continue our production efficiency improvements, energy-saving activities, and introduction of renewable energy in business sites across the world. We also
pursue the development of environmentally conscious products, green procurement, and improvement of logistical efficiency in order to reduce CO2
emissions across the life cycles of our products.

Long-term Targets and Measures
Results

Response to Water Risk
Regarding our water risk management, an issue in which the world is taking a great interest, we confirmed that none of our major development andproduction sites are located in areas where the water risk is extremely high. For this analysis, we used a water risk assessment tool created by the World
Resources Institute (WRI)-the Aqueduct Water Risk Atlas, which covers various aspects such as physical water stress and regulatory risk. Although the
influence of water risks on our business is low, we are adopting various measures, such as choosing low water risk locations for business sites, reducing
water usage in our business activities, appointing drainage system managers, and regular inspections of drainage water.

Number of Major Sites in Different Risk Levels as Defined by the Aqueduct Water Risk Atlas

Low

Low - Medium

Medium - HighHigh

Extremely High

2

16

2

1

0

Total Water Usage by the Result of Water Risk Evaluation

Biodiversity Conservation
There is a concern that the loss of biodiversity will have a serious impact on the global environment and our lives.
The Olympus Group is working to conserve biodiversity, including the management of water use and wastewater and the maintenance of green spaces,
through cleanup and forest conservation activities in areas surrounding its facilities.

16

Green Procurement
Olympus published the "Olympus Group Green Procurement Standard" in 2001.
The Green Procurement Standard, which is also posted on our website, explains the Olympus Group's approach to its environmental activities to all
suppliers.
In addition, in our corporate survey that we conduct once a year targeting major suppliers around the world with whom we have ongoing business, we verify
whether the suppliers have acquired ISO 14001 certification, reduced CO2 emissions, water use and waste, and what measures they have taken against
chemical substances.
In this way, we are working to raise the level of our environmental activities with suppliers.
Olympus Group Green Procurement Standard

Environmental Education and Awareness Activities
The Olympus Group recognizes the importance of greater environmental awareness by each and every employee and full participation in environmental
activities under the Environmental Health and Safety Policy. We are running more environmental awareness activities such as the Olympus Environment
Month, a global group-wide event. In FY2021, an environmental e-learning program was conducted involving all Group employees, to promote group-wideawareness of important environmental issues, such as climate change and marine plastic pollution, and the state of environmental activities throughout theGroup. We held events adapted to regional characteristics to promote environmental awareness in our major sites with COVID-19 countermeasures
implemented.
We have also introduced special training programs to improve our environmental management system and implement it effectively. These include programson compliance with environmental laws and regulations, and ISO 14001 internal audits at facilities around the world.

Major Environmental Education Programs(Olympus and its Japan subsidiaries/FY2021)

TargetEnvironmental managers

Purpose/Description

Understanding the responsibilities and roles of environmental managers (key points in

Number ofParticipants
5compliance with environmental laws and regulations, and development of an effective
EMS)
Environmental Secretariat staff

Training to improve skills for environmental officers (Understanding new developments

at facilities

in environmental laws and regulations, and practical application of the Revised Energy

1Conservation Act)
Waste management officers

Training on the Waste Management and Public Cleansing Act (Understanding of the Act

36

and practical application of waste management)
New employees

Environmental education for new employees (Understanding environmental issues and58

corporate responsibility, as well as the environmental initiatives by Olympus Group)17Reduce Environmental Impact

Energy/Atmospheric Release

Water/Emission

Product Life Cycle Assessments

Examples of Environmentally Conscious Products

Products that Contribute to Solving Environmental Issues

Basic Approach
The Olympus Group is implementing a variety of environmental activities while assessing the environmental impact of its business activities with precision
and with awareness of the scale of the impact on and risk to the environment. Also, following the diversification in our suppliers and with an awareness ofclimate change as a major environmental issue impacting our business activities, we continue to implement measures to assess information on energy
conservation and regulations on reducing CO2 emissions and responding to sudden flooding.
At the same time, we actively develop and market environmentally conscious products that contribute to resolving issues with climate change and water risk
and products designed to resolve environmental issues

Initiatives

Energy/Atmospheric Release

Internal (Scope 1, 2) Results
FY2021 Targets

FY2021Results

Main Measures

FY2022 Targets

CO2 emissions: reduced by 15%

CO2 emissions: reduced by 25.4%

Ongoing implementation of

CO2 emissions: reduced by: 21%(compared to FY2018)(compared to FY2018)

manufacturing improvement(compared to FY2018)

Energy consumption intensity:

Energy consumption intensity:

Introduction of energy saving

Renewable energy rate: more than

improved by: 7.73%

improved by 12.3%

equipment

the previous year(compared to FY2013)(compared to FY2013)

Energy consumption intensity:

Renewable energy rate : more than

improved by: 10%

12.7%

activities(compared to FY2020)

Ongoing implementation ofenergy-saving activities on adaily basis, including switching
off lights and adjusting airconditioning temperatures
Introduction of environmentallyconscious cars
Effective use of renewableenergyThe Olympus Group supports KEIDANREN's Commitment to a Low Carbon Society initiative and has set a target to reduce its energy consumption in
FY2021 by 7.73% or more compared with FY2013. Among its energy-reduction activities is reducing its CO2 emissions. We arrange positions of experts andpromote initiatives through our structure to promote energy saving at sites where energy consumption is high. In FY2021, continual improvements in
manufacturing, energy-saving measures, updates company cars to environmentally conscious cars and the use of renewable energy were considered at its
sites around the world. At the Hachioji Facility, lighting was upgraded to use LEDs and the temperature setting for the indoor storage of chemicals wasreviewed to reduce energy consumption. The Hinode Facility updated its central air conditioning to use highly efficient equipment.
We have also been focusing on the construction and renovation of facilities. At Olympus Europa SE & Co. KG and Olympus Winter & Ibe GmbH,
construction and renovation of facilities are underway with German Sustainable Building Council certification (DGNB certification*).
For wider use of renewable energy, studies are focusing on dissemination, economic feasibility and other factors in each country. The renewable energy use
rate vis-á-vis the total electric power consumption has risen to 12.7% (compared to 11.7% in the previous year).

18

Olympus Corporation participates in the Carbon Neutral LNG Buyers Alliance as a part of new initiatives to reduce CO2 emissions, and has started to
introduce carbon neutral LNG* to the Hachioji Facility.
*1 DGNB certification: Environmental certification for architectural structures issued by the German Sustainable Building Council to reduce the environmental impact of structures.
Certification is given after assessment of the environmental performance of the building and confirmation that the structure satisfies certain criteria.
*2 Carbon neutral LNG: A type of LNG that offsets greenhouse gases generated in the processes from the extraction to the burning of natural gas with carbon credits created byenvironmental conservation projects.

Carbon Neutral LNG (Only in Japanese)

Green Energy Certificates

Olympus Surgical Technologies America (Gyrus
ACMI, Inc.) (U.S.A.)

Olympus Europa SE & Co. KG (Germany)

KeyMed (Medical & Industrial Equipment) Ltd. (U.K.)

Logo for the Carbon Neutral LNG

External (Scope 3 [Category 4 Upstream transportation and distribution]) Results
FY2021 Results

Main Measures

CO2 emissions: reduced by: 30.7%

Enhanced loading efficiency by improving packaging size and strength(compared to FY2013)

Reduced transportation weights by improving packing and packaging methods
Shortened lead times and transportation distances by improving logistics routes

The Olympus Group is engaged in reducing logistics-related CO2 emissions at each of its sites. We continue with improvements, including optimizing theloading efficiency of transportation containers by products type and shape, consolidating logistics sites for transportation efficiency and direct shipping byreviewing logistics routes. In FY2021, CO2 emissions were reduced in a proactive modal shift from aircraft to ships for medical product transportation fromJapan to the Americas and Australia.

19Medical product transportation by ship (from Tokyo to the Americas, from Tokyo to Australia)

Water/Emission

Water Use/Wastewater Results
FY2021 Targets

FY2021 Results

Main Measures

FY2022 Targets

Water use intensity:improve by

Water use intensity:improved by

Improvements in water use

Water use intensity: improve by

6% compared to FY2018

14.1% compared to FY2018

processes

7% compared to FY2018

Implementation of secondary
use of water

The Olympus Group uses water mainly in production processes, such as for cleaning components and cooling, as well as in its dining halls. We implement
thorough wastewater control by adopting stricter standards than the legal requirements in each region, and we continue to reduce water consumption andwastewater emissions by setting targets in those sites that have high water consumption. We are also acting to conserve water resources undercollaborations with local communities at each site.
In FY2021, we reassessed the water risks at each of our sites using water risk assessment tools (e.g. Aqueduct), hazard maps, and their water usage. In
Japan, Olympus Terumo Biomaterials started using the residue from generating RO-purified water*1 for toilets and sprinklers, and Aizu Olympus reduced
water usage by shortening the time taken to wash parts. To conserve regional water resources, the Nagano Facility discharges wastewater into the nearby
Tenryu River with the approval of the local fisheries cooperative association. The wastewater discharge is strictly controlled and regularly monitored by thefacility to minimize any impact on the river habitat. The Nagano Facility also helps maintain the local forest that serves as a water source for the area under aForest Fostering Agreement concluded with the Monzen Forest Association and Tatsuno Town in Nagano Prefecture. Olympus Surgical Technologies
America (formerly Gyrus ACMI, Inc.) in the U.S. received a Commitment-to-Compliance Award*2 for two consecutive years in recognition of long-time efforts
to maintain compliance with the industrial wastewater discharge permit requirements set by King County, Washington.
*1 Nearly 100% pure water filtered using a reverse osmosis (RO) membrane.
*2 Presented to companies that have received a Gold Award for five consecutive years in the recognition program in King County, Washington, to meet or exceed wastewater
discharge permit requirements.

Commitment-to-Compliance Award

Water Use
Environmental Data

Wastewater Results
Environmental Data

Emission Results20

FY2021 Targets

FY2021 Results

Main Measures

FY2022 Targets

Emission intensity : improve byEmission intensity : improved by

Reduction of process

Emission intensity: improve by

6% compared to FY2018

16.1% compared to FY2018

defects

7% compared to FY2018

Promotion of recycling by
thorough separation
Promotion of reusing
package materials
Extracting valuable
materials from wastes

The Olympus Group is working continually on reducing losses in manufacturing processes by making improvements to them and efficient use of resources,
including thorough waste separation to reduce waste discharge, extract valuable materials and promote recycling.
In FY2021, paper usage was significantly reduced in our development sites and offices due to digitalization associated with increased remote working
progressed by our Work Style Reform. In Japan, Shirakawa Olympus extracted valuable materials from waste organic solvents and components. Olympus
Logitex reduced waste packaging by expanding the use of returnable containers and reuse of cushioning materials, and by replacing disposable stretch film
to prevent load shifting with recyclable packaging bands. In the U.S. Olympus Surgical Technologies America Inc. provided an intra-company awarenessraising program to help employees increase the recycling rate. The company's Bartlett office signed up to the Tennessee Recycling Coalition*1 andTennessee Materials Marketplace*2 to explore new ways of recycling, and open and expand the reuse and recycling market.
Our hazardous waste emissions have been reduced compared to FY2020 by reinforcing waste management and replacing certain chemical substances withsafer ones.
*1 Tennessee Recycling Coalition: A non-profit organization dedicated to promoting recycling and sustainable materials management practices in Tennessee, U.S.
*2 Tennessee Materials Marketplace: A corporate consortium to create and expand the reuse and recycle market in Tennessee, U.S.

Emission/Landfill
Environmental Data

Hazardous waste discharged
Environmental Data

Chemical Substance Safety and Control
FY2021 Results

Main Measures

Emissions and Movements of PRTR Class 1-DesignatedSubstitution of PRTR-designated chemicals with other substances

Chemical Substances: Reduced by 25.6%

through material developments(compared to FY2013)

Reduced usage of PRTR-designated chemical substances

The Olympus Group is striving for appropriate management and emissions reduction of chemical substances subject to the PRTR regulations in order tominimize the impact on people and the environment. In FY2021, we continuously reduced the use of organic solvents through improvements to the cleaning
process of component, etc. at each manufacturing site.

Emissions and Movements of PRTR Class 1-Designated Chemical Substances
FY2013(Base year)
Emissions and

20.7

FY2017FY2018FY2019FY2020

FY2021

18.0

17.7

18.8

19.3

15.4

Movements of PRTRClass 1-DesignatedChemical Substances21

* Scope: Manufacturing and development sites in Japan

Product Life Cycle Assessments
The Olympus Group works to develop products and production technologies that show consideration for safety and for the environment. Having in FY2004
established its Eco-Products Administration Rules, a voluntary standard relating to the environmental considerations of our products, we continue to certify
our products as Olympus Eco-Products.
In addition, a life cycle assessment (LCA) is performed at each stage of a product's life cycle to assess its impact on the environment at the productdevelopment stage and from procurement through manufacture, distribution, use and final disposal. Clarifying the environmentally conscious aspects thatdiffer for each product, we have set them as items for the environmental consideration standard.
We are working to reduce the use of containers and packaging materials, and promoting effective use of resources.

Examples of Environmentally Conscious Products
The Olympus Group works to show consideration for the environment through the products in each of its business fields.

Medical BusinessVideo Gastroscopes GIF-XZ1200< Main Product Features >1. Maximum 125 times magnification and superior image quality using a high-sensitivity CMOS
image sensor.
2. High-speed sequential color imaging delivers an image with higher resolution and minimum
chromatic aberration.
3. New ErgoGrip improves usability for operators.
< Environmentally Conscious Aspects >Video Gastroscope GIF-XZ1200

Reduction in product weight.

Scientific Solutions Business
LEXT™ OLS5100 3D Laser Scanning Microscope< Main Product Features >1. Autopopulates data to your experiment plan metrix, reducing the chance of input errors
2. Clear data trend visualization tools
3. Renowned Olympus optics reduce aberration to capture the correct shape of your sample
throughout the entire field of view.
< Environmentally Conscious Aspects >Use of lead-free optics and high recyclability

Products that Contribute to Solving Environmental Issues
Utilized even at the forefront of automobile and aircraft development with the aim of improving the efficient use of energy and the recycling facilities, Olympus
products contribute to solving environmental issues.

22

X-ray Fluorescence (XRF) Analyzers< Main Product Features >1. Nondestructive measurement of substances (elements) in the target object by type and content.
2. Durability and toughness for use under rigorous conditions.
3. Use for quality inspections at production sites, selecting recycled raw materials, inspecting
hazardous metals, etc.
Assisting in hazardous substance analysis and resource
recycling.

Industrial Videoscope< Main Product Features >1. Used in the inspection and diagnosis of the internal parts of machinery.
2. Reproduces even the slightest defect in a sharp, clear image.
3. Used for inspections of wind power generation facilities and of automobiles competing on low fuelconsumption as well as of aircraft engines.

Contributing to the realization of a society that emits
only small amounts of CO2

23

Environmental Communication

Initiatives
The Olympus Group is disseminating environmental information through smooth communication with its stakeholders so that they can have a fuller
understanding of the environmental conservation activities conducted by its employees in local communities.

Environmental conservation activities
The Olympus Group is involved in continuous environmental conservation activities in the local communities where its business sites are located, including
cleanup programs, tree planting and recycling.
Corporate Citizenship Activities' Newsroom(environment)

Tokyo Metropolitan Government ordinances
Ishikawa Facility's plans for global warming countermeasures are being disclosed in response to the Tokyo
Metropolitan Government's program on global warming countermeasures.
Plans for global warming countermeasures (Only in Japanese)
The Hachioji Facility, which is covered by the Tokyo Metropolitan Government Cap & Trade System*, donated to themetropolitan government carbon credits worth 15,033 tons of CO2 resulting from it overachieving its compulsory
reduction volume between FY2010 and FY2014.
* Tokyo Metropolitan Government Cap & Trade System: A program that requires large-scale business facilities (where consumption offuel, heat and electricity in the previous fiscal year exceeds 1500 kL of crude oil per year) to comply with CO2 emissions reduction
requirements.

Olympus Environment Month
June 5 is designated by the United Nations as World Environment Day. For more than 40 years, Olympus has been
fostering greater environmental awareness every June, which it has designated as Olympus Environment Month.
Although the June Environment Month events organized by all Group companies were canceled in FY2021 toprevent the spread of COVID-19, we started to hold environmental e-learning and other activities globally in
December to promote employee awareness of the environment.
In the past, during Environment Month our business sites in Japan have organized collections of used books, CDs,
DVDs, etc., sold them to external dealers and used the proceeds to aid environmental conservation activities by
NGOs and NPOs. This scheme was expanded in December 2020, and now collections are organized throughout theyear.
FY2020 Olympus CSR Environment Month
FY2019 Olympus CSR Environment Month24

Participation in the Ministry of the Environment's Environmental Reporting Platform
Development Pilot Project
Olympus participates in the ESG Dialogue Platform verification project of the Ministry of the Environment, which serves as a foundation for environmental
information and dialogue among businesses and investors.
Secretariat of Environmental Reporting Platform Development Pilot Project

Related link
Olympus Corporate Citizenship Activities

25

Environmental Data

Material Balance (FY2021)

Internal Energy Consumption

CO2 Emissions/Basic Unit (Scope 1, 2)

Breakdown of Internal Energy Consumption

CO2 Emissions (Scope 3 [Category 4 Upstream transportation and distribution])

CO2 Emissions for the Entire Supply Chain
Hazardous waste discharged

Renewable Energy Consumption

NOx Emissions

SOx Emissions

Water Use

Wastewater

Emissions and Movements of PRTR Class 1-Designated Chemical Substances

Environmental Conservation Costs

Emission/Landfill

Olympus Group Site Data

Environmental Conservation Effects

Initiatives

Material Balance (FY2021)

INPUT

Resource and Energy Input
296,521MWh(-10%)*1

Energy (total)

Electric power

City gas

142,232MWh(-13%)*1

Gasoline

3,864kL(-15%)*1

3,826 thousand m3(-4%)*1

Hot water

2,110GJ(14%)*1

LPG

1,560t(9%)*1

District heat

1,954MWh(-2%)*1

LNG

804t(-1%)*1

Green electricity

19,114MWh(-6%)*1

Heavy fuel oil

206kL(-1%)*1

Solar power (internal)

518MWh(-3%)*1

Kerosene

59KL(-2%)*1

Solar heat (internal)

483GJ(0%)*1

Diesel fuel897kL(-23%)*1

Chemical Substances

40.4t(-5%)(PRTR Substances Handled) *Production sites in Japan only
Water(Total)

1,055 thousand m3(-11%)*1

Piped water

382 thousand m3(-27%)*1

Ground water

673 thousand m3(2%)*1

Raw Materials and Sub-Materials *Production sites in Japan only
Metals: Steel, aluminum, brass
Plastics: Optical plastics, ABS, PC, polyethylene, polypropylene
Office Supplies

26

Copy paper

167t(-21%)

Transportation Fuel
Transportation: Gasoline, diesel fuel, etc.
Packaging Materials (Total)

1,039t(-18%)

Cardboard

613t(-16%)

Paper

217t(-21%)

Plastic

180t(-20%)

Metal0t(0%)Glass

0t(0%)

Other

29t(-17%)*1 Indexes certified by the Assurance Statement.
* Percentage change from previous year in brackets

OUTPUT

Greenhouse Gases (Total)

90,656t-CO2e(-11%)*1

CO2 generated from energy

90,650t-CO2e(-11%)*1

CO2 not generated from energy

６t-CO2e(50%)*1

Substances EmittedNOx

55t(-8%)SOx

0.3t(0%)Chemical Substances (PRTR substances emitted and transferred)*Production sites in Japan only
Discharge to Water Systems (Total)

15.4t(-20%)

1,055 thousand m3(-12%)

Water discharged (public waters)

547 thousand m3(11%)

Water discharged (sewage)

508 thousand m3(-26%)

BOD

1.6t(21%)

Discharge(Total)

5,647t(-19%)*1

Amount recycled

4,654t(-14%)*1

Other waste

993t(-38%)*1

Landfill

63t(-41%)*1

Hazardous waste

288t(-7%)*1

CO2 Emissions during Transportation(Total)

38,649t-CO2e(-17%)27

Product Shipments
Medical Business (Total)

2,253t(-19%)

Medical Business(Endoscopes)

1,243t(-12%)

Scientific Solutions Business(Microscopes)

792t(-6%)

Imaging Business(Digital cameras, Recorder)

218t(-60%)*1 Indexes certified by the Assurance Statement.
* Percentage change from previous year in brackets

Internal Energy Consumption

Consumption(MWh)FY2013

FY2017FY2018FY2019FY2020

FY2021

338,854

328,197

348,925

328,371

328,974

296,521 *1*1 Indexes certified by external assurance.
*2 Scope: The Olympus Group. However, small businesses are excluded. Conversion coefficient based on Enforcement Regulation for the Act on the Rational Use of Energy

Renewable Energy Consumption

Consumption(MWh)FY2013

FY2017FY2018FY2019FY2020

FY2021

9,369

15,705

16,11017,882

21,754

20,612 *1*1 Indexes certified by external assurance.
* Scope: The Olympus Group. However, small businesses are excluded. Conversion coefficient based on Enforcement Regulation for the Act on the Rational Use of Energy* Renewable energy includes green electricity, solar power (internal), solar heat (internal) and hot water.

Breakdown of Internal Energy Consumption(MWh)Direct

FY2013

FY2017FY2018FY2019FY2020City gas

42,81645,37552,437

51,77650,00948,155 *1

LPG

10,086

19,92819,70819,467

20,14022,008 *1

LNG

15,655

13,127

12,627

11,707

12,305

12,190 *1

Heavy fuel oil

4,163

2,492

2,072

2,183

2,252

2,234 *1

Kerosene

505

574

548

612

614

601 *1

Diesel fuel56,221

13,512

13,08912,392

12,234

9,396 *1

Gasoline

17,72033,21342,84445,89943,814

37,139 *1

147,166

128,221

143,325

144,036

141,368

131,723 *1

Subtotal

FY202128

FY2013

FY2017FY2018FY2019FY2020

FY2021

Electricity

180,051

182,165

187,345

164,458

163,852

142,232 *1

Hot water

324

687

682

597

701

797 *1

District heat

2,268

2,106

2,145

1,995

2,000

1,954 *1

Green electricity

8,700

14,423

14,763

16,576

20,338

19,114 *1

Solar power (internal)

168

479

497

536

533

518 *1

Solar power (internal)

177

116

168

173

182

183 *1

Subtotal

191,688

199,976

205,600

184,335

187,606

164,798 *1

Total

338,854

328,197

348,925

328,371

328,974

296,521 *1

FY2013

FY2017FY2018FY2019FY2020

FY2021

Scope 1 (t-CO2e)

31,972

26,85130,09130,36529,77027,495 *2

Scope 2 (t-CO2e)

91,41893,32591,49075,15072,356

63,161 *2

Scope 1+2 (t-CO2e)

123,390

120,176

121,581

105,515

102,126

90,656 *2

19.6

16.1

15.5

13.3

12.8

12.1

Indirect*1 Indexes certified by external assurance.

CO2 Emissions/Basic Unit (Scope 1, 2*1)

Basic unit of consolidated sale(t-CO2e/¥100 million)*1 Scope 1: Direct greenhouse gas emissions by combustion of fuels in our sites. Scope 2: Indirect emissions from our sites use of electricity, heat or steam supplied by othercompanies.
*2 Indexes certified by external assurance.
* Scope: The Olympus Group. However, small businesses are excluded.

CO2 Emissions (Scope 3 [Category 4 Upstream transportation and distribution])29

FY2013

FY2017FY2018FY2019FY202055,75851,12550,77952,486

46,415

Logistics (t-CO2e)

FY202138,642 *1*1 Indexes certified by external assurance.

CO2 Emissions for the Entire Supply Chain

CO2 Emissions(t-CO2e)
Category
FY2019

Total

29,77027,495 *1

Market-based method

75,15072,356

63,161 *1

Location-based method

80,35879,95970,119 *1

Scope 1+2 (Market-based method)

105,515

102,126

90,656484,130

437,309481,735

589,645539,435

572,391

Scope 3Total

FY202130,365

Scope 1

Scope 2

FY2020

Scope 1+2+3

CO2 Emissions(t-CO2e)
Scope 3
FY2019FY2020

FY2021

1. Purchased goods and services

83,01975,04056,242

2. Capital goods

199,918

184,026

274,407 *1

3. Fuel- and energyrelated activities (not included in Scope 1, Scope 2)

10,81910,76016,214 *1

4. Upstream transportation and distribution

52,486

46,41538,642 *1

5. Waste generated in operations

5,063

5,398

4,233 *1

6. Business travel

19,58816,601

4,708 *1

7. Employees' commuting

13,811

13,867

12,480 *1

8. Leased assets (upstream)

-

-

-

9. Downstream transportation and distribution

-

-

-

10. Processing of sold products

-

-

-

11. Use of sold products

93,39880,73871,073

12. End-of-life treatment of sold products

2,057

2,889

2,265 *1

13. Leased assets (downstream)

-

-

-

14. Franchises

-

-

-

30

CO2 Emissions(t-CO2e)
Scope 3
FY201915. Investments

FY20203,971

FY2021
1,471 *1

1,575

*1 Indexes certified by external assurance.

NOx Emissions

FY2017FY2018FY2019FY2020

FY2021

64

67

60

60

55

FY2017FY2018FY2019FY2020

FY2021

0.3

0.2

0.3

0.3

0.3

FY2017FY2018FY2019FY2020Groundwater (thousand m3)

680

656

675

660

673 *1

Piped water (thousand m3)

589

623

518

522

382 *1

Total (thousand m3)

1,269

1,279

1,193

1,182

1,055 *1

Basic unit of consolidated sales (thousand m3/¥100 million)

0.17

0.16

0.15

0.15

0.14

NOx Emissions (t)* Scope: The Olympus Group. However, small businesses are excluded.

SOx Emissions

SOx Emissions (t)* Scope: The Olympus Group. However, small businesses are excluded.

Water Use

FY2021*1 Indexes certified by external assurance.
* Scope: The Olympus Group. However, small businesses are excluded.

31

Wastewater

FY2017FY2018FY2019FY2020

FY2021

Public water areas (thousand m3)

530

499

519

493

547

Sewage systems (thousand m3)

739

780

674

689

508

1,269

1,279

1,193

1,182

1,055

FY2017FY2018FY2019FY2020

FY2021

Emission (t)

6,584

6,995

6,793

6,993

5,647 *1

Amount recycled (t)

5,475

5,681

5,439

5,390

4,654 *1

Other waste (t)

1,109

1,314

1,354

1,603

993 *1

Landfill (t)

129

150

100

107

63 *1

Basic unit of consolidated sales (t/¥100 million)

0.88

0.89

0.86

0.88

0.75

FY2017FY2018FY2019FY2020

FY2021

263

273

317

311

288 *1

Total (thousand m3)* Scope: The Olympus Group. However, small businesses are excluded.

Emission/Landfill*1 Indexes certified by external assurance.
* Scope: The Olympus Group. However, small businesses are excluded.

Hazardous waste discharged

Hazardous waste discharged (t)*1 Indexes certified by external assurance.
* Scope: The Olympus Group. However, small businesses are excluded.

32

Emissions and Movements of PRTR Class 1-Designated Chemical Substances

FY2013(Base year)
Chemical Substances (PRTR

20.7

FY2017FY2018FY2019FY2020

FY2021

18

17.7

18.8

19.3

15.8

substances) (t)* Scope: Manufacturing and development sites in Japan

Olympus Group Site Data

Company/Facility

Japan

OlympusCO2Location

Water used

Emission(t-CO2e)(thousand m3)(t)

Location

Technology

Hachioji-shi,

Development

Tokyo

Amountrecycled
(t)

7,806

74

255

255

2,640

22

335

335

344

3

6

6

16,039

367

465

461

Ina-shi, Nagano

2,019

16

82

78

Hinode-cho,

1,118

5

49

49

14,112

228

452

420

4,404

29

245

242

4,164

41

409

335

1,319

7

13

8

Center, Ishikawa
Facility
Technology

Hachioji-shi,

Development

Tokyo

Center, Utsugi
Facility
Technology

Hachioji-shi,

Development

Tokyo

Center, Takakura
Facility
Nagano Facility

Tatsuno-machi,

TatsunoKamiinagun,
NaganoNagano Facility
Ina
Olympus

Hinode Plant

MedicalNishitama-gun,

SystemsTokyo

Aizu Olympus

Aizu-Wakamatsushi, Fukushima

Aomori Olympus

Kuroishi-shi,
AomoriShirakawa Olympus

Nishigo-mura,Nishishirakawagun, Fukushima

Olympus

Mishima Plant

Nagaizumi-cho,

TerumoSuntogun,

Biomaterials

Shizuoka33Company/Facility

CO2Location

Water used

Emission(t-CO2e)(thousand m3)(t)

Location

Research andNagaizumi-cho,development

Suntogun,CenterShizuoka

Olympus Logitex

Amountrecycled
(t)

24

0.03

2

1

680

-

393

393

10,310

1

314

314

947

15

199

81

2,796

17

478

265

California, U.S.A.

554

18

205

205

Hamburg,

746

15

319

319

836

1

15

0

Sagamihara-shi,
Kanagawa

Americas

Olympus Corporation of thePennsylvania,

Americas

U.S.A.

Olympus Scientific Solutions

Massachusetts,

Americas Corp.

U.S.A.

Gyrus ACMI, Inc.

Massachusetts,
U.S.A.

Olympus

National Service

SurgicalCenterTechnologies
America
Olympus Winter & Ibe GmbHGermany

Europe/Olympus Medical Products Czech

Olomouc, Czech

spol s.r.o.

Republic

KeyMed (Medical & Industrial

Essex, U.K.

912

25

324

273

Algram Group Ltd.

Devon, U.K.

42

2

106

74

Olympus (GuangZhou) Industrial

Guangzhou,

327

3

79

75

Co., Ltd

China

Olympus Trading (Shanghai) Limited

Shanghai, China

286

1

14

4

Olympus Vietnam Co.,Ltd.

Dong Nai Province,

11,329

140

738

385

294

1

45

18

Middle East
Equipment) Ltd.

Asia/
Oceania

Vietnam
Olympus Australia Pty Ltd

Victoria, Australia

Including Olympus Medical Systems

Environmental Conservation Costs(Millions of yen)
FY2019FY2020

FY2021

Grouping
Investment

Cost

Investment

Cost

Investment

Cost

Costs inside Business Area

104

236

292

376

244

368

Content

31

113

22

184

22

219

Prevention of Public Nuisance Cost

34

FY2019

FY2020

FY2021

Grouping
Investment

Global Environmental Conservation

Cost

Investment

Cost

Investment

Cost

73

3

240

40

213

37

0

120

30

152

9

112

In Upstream Costs

0

109

0

149

0

230

In Downstream Costs

0

5

0

1

0

1

Environmental Management Activity Costs

0

355

0

345

4

308

R&D Costs

0

468

0

62

0

35

Costs of Social Activities

0

6

0

1

0

0

Costs for Damaged Environment

0

0

0

0

0

0

104

1179

292

934

248

942

Cost
Resource Circulation Cost

Total

Target period: April 1, 2018-March 31, 2021
Scope: Head office functions, manufacturing companies and distribution companies in Japan
Note: 1) Tabulation based on "Environmental Accounting Guideline 2005." 2) Cost and depreciation that cannot be separated clearly in environmental management are not divided
proportionately. Bull amount has been excluded from the calculations.

Environmental Conservation Effects

Quantitative Effects of Environment Preservation

FY2019FY2020

FY2021CO2 Emissions (t-CO2e)

57,021

55,94954,691

Waste Discharged (t)

2,827

2,977

2,705

Water Usage (thousand m3)

819

804

792

Chemical Substances Transferred/Discharged (t)

19

19

16

Effects Inside Business Area

Economic Benefits of Environmental Protection

Revenue Benefits

Revenues from Sales of Valuable

Change from Previous Fiscal
Year
0

Recycled Substances
Cost Savings

Energy Costs-251

Costs of Water Usage-8

Disposal Contracting Costs-4

Target period: April 1, 2018-March 31, 2021
Scope: Head office functions, manufacturing companies and distribution companies in Japan
Note: 1) Tabulation based on "Environmental Accounting Guideline 2005." 2) Cost and depreciation that cannot be separated clearly in environmental management are not divided
proportionately. Bull amount has been excluded from the calculations.

35

Human Rights

Basic Approach and Policy
Olympus supports the United Nations Declaration of Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work, UN Guiding
Principles on Business and Human Rights, and the 10 Principles of the United Nations Global Compact. To put international initiatives into practice in ourbusiness activities, we have also clearly spelled out the respect for human rights in the Olympus Global Code of Conduct. In addition, we have formulated
the Olympus Group Human Rights Policy that stated implementation of human rights due diligence based on the UN Guiding Principles. We strive to respecthuman rights in the management of our businesses. We also urge our customers and third parties which are promoting business activities with Olympus tocomply with the protection of human rights.
Human Rights Policy

Initiatives

Initiatives with Suppliers
Olympus publishes "Global Standards: What Olympus Expects of Third Parties" to show its basic requirements to all the third-parties that support its
business activities. Olympus has also adopted the "Request to Suppliers," a document defining its expectations toward suppliers in such areas as respect forhuman rights, compliance with laws, regulations and social norms, including the laws concerning the exclusion of antisocial elements, the prohibition ofcorruption, bribery and similar behavior, the promotion of fair and equitable trading, and consideration for the environment. Once each year, we use a Webbased system to conduct a corporate survey in this regard targeting major suppliers all over the world, and the survey results are utilized for work procedure
improvement to avoid problematic incidents (see page 43). There have been zero incidents so far. In cases where we find problems related not only tocompliance with local regulations and social norms but also respect for human rights in our on-site audits and if the supplier does not comply with Olympus's
request to make improvements, we may terminate our business with them.

Request to Suppliers (PDF: 248.1KB)
Global Standards: What Olympus Expects of Third Parties

Human Rights Due Diligence
Olympus participates in various research groups to verify and strengthen initiatives that target human rights issues within the Olympus Group.
Since 2017, we have been a co-managing member of the Human Rights Education Subcommittee of Global Compact Network Japan (GCNJ), whose
headquarters are at the United Nations Information Center (UNIC). Research has been conducted on themes aimed at a greater understanding of the UN
Guiding Principles on Business and Human Rights and a wider awareness among businesses, with the aim of developing a human rights educational tool
regarding the rights of women, persons with disabilities, LGBT and other gender minorities, child labor and foreigner in Japan that can be employed internallyby participating companies. In FY2020, we participated in the training program organized by GCNJ's Human Rights Due Diligence Subcommittee and isusing what was learned to reinforce our human rights due diligence activities described below.
In FY2021 we became a member of Business for Social Responsibility (BSR), a global organization offering support to businesses in the field of humanrights and sustainability, and we are reinforcing our global activities in the area of human rights due diligence in compliance with the principles set out by theUnited Nations. In January 2021, a human rights impact assessment was conducted with support from BSR for the entire Olympus Group, including our
regional headquarters (for the Americas, Europe/Middle East/Africa, China and Asia-Pacific). The assessment was participated in by the senior managementin each region, including the managers of the business divisions and functions. Prior to the assessment, all members who participated in the human rights
impact assessment underwent training related to global trends in business and human rights. In FY2022, we plan to use the assessment findings to identify
the most important risks that affect our business activities and implement concrete measures to prevent and reduce risks. Employee training on human rights

36and business will be organized concurrently, along with upgrading and expanding the scope of human rights due diligence for our suppliers and other third
parties.

Preventing Harassing Behavior and Promoting DEIThe Olympus Global Code of Conduct states that "Our Behaviors" are the expression of "Our Core Values" through our day-to-day activities. The Code of
Conduct places the highest value on "Respectful Behavior." Olympus Group does not tolerate harassment or discrimination based on personal
characteristics such as gender, age, nationality, ethnicity, skin color, political views, sexual orientation, religious beliefs, social background, or disability.
Olympus makes every effort to prevent workplace harassment by itemizing concrete prohibitions on sexual and other types of harassment in the employment
regulations.
The Olympus Group has created an organization structure that includes its worksites outside Japan to prevent harassment of any kind and to resolve any
incidents that may occur swiftly and completely. Olympus and its Japan subsidiaries have also established a Harassment Hotline in each business site andsubsidiary as a preventive means and to provide a prompt and pertinent solution if a problem arises. Our Hotline officers are trained with the skills andknowledge to handle complaints appropriately, which include the protection of the privacy of the consulter or harassment victim, ensuring consultation
confidentiality, and preventing any adverse consequences from the consultation. Since FY2019, we have delivered the Harassment Prevention Guidebook to
all employees of the Japan subsidiaries. In this guidebook, a description of gender minorities, such as LGBT, was also included. We keep up-to-date with the
expanding scope of harassment, which covers power harassment and gender harassment, including maternity, paternity, and LGBT issues. Accordingly, thecoverage of our internal consultation manual has been revised and enhanced. In June 2020, the so called "Power Harassment Prevention Act," which
stipulates that companies must take preventative measures regarding harassment, was enforced. In preparation for this and to avoid potential incidents weprovide an e-learning course to help employees to understand the key points of the law and what could be seen as power harassment.
We also hold regular harassment prevention training programs for managers (with 730 participants in FY2020—a 79% participation rate), who areresponsible for creating a culture of respect in the workplace, to widen their understanding and to ensure harassment-free offices.
To promote diversity, equity and inclusion (DEI), we have been organizing activities to support the empowerment of women, widen the employment of
persons with disabilities and to bring greater understanding and support for sexual minorities. A training system has been organized to improve theempowerment of women, and several training programs have been organized to increase the appointment of women to managerial posts.
In Japan and the USA, on International Women's Day in March 2021 we held internal events that included lectures on women's career development byinternal and external experts and leaders (Participants: 604 in Japan, around 80 in the USA).
The group of eight special-purpose subsidiaries for the employment of people with disabilities achieved an employment rate of 2.6%, exceeding the statutory
employment rate of 2.3% raised in March 2021. In Japan subsidiaries, we also held training programs for officers involved in employing people withdisabilities to improve the number of people with disabilities we employ and to support their work.
We conducted a range of activities to widen the understanding of sexual minorities and provide support. Such activities included establishing a dedicatedconsultation office, providing seminars to promote awareness, hosting an LGBT Week (an awareness-raising campaign through e-learning and videos) andestablishing a voluntary group called "LGBT ALLY." As a result of our efforts, we received the Silver rating in PRIDE Index 2021, a Japanese index of acorporation's performance in LGBTQ inclusion.

Response to the UK Modern Slavery Act
Olympus KeyMed, the Olympus Group company in the UK, has issued the statement in accordance with the provisions of Article 54, Clause 1, of the 2015
Modern Slavery Act in the UK.
Olympus UK and Ireland: Modern Slavery Statement (In English only)37

Product Responsibility

Quality Assurance

Creating a Safety-and Quality-Oriented Corporate Culture

Quality Management System

Appropriate Communication

Valuing Bioethics in Evaluating Product Efficacy and Safety

Improvement of Sales/After-Sales Service Quality, Basic Approach

Promotion Structure and Initiatives in the Medical Business

Promotion Structure and Initiatives in Scientific Solutions Business

Basic Approach and Policy
In response to the growing social demand for high-quality and safe products and services, the Olympus Group is working to improve the quality and safety of
its products and services and provide reliable services that satisfy our customers.

Quality Assurance
The Olympus Group has established the Olympus Group Quality Policy based on its corporate philosophy. We continue to implement measures to instill
quality policy standards in our daily operations for all members to foster a mindset that emphasizes safety and quality.
Olympus Group Quality Policy

Initiatives

Creating a Safety-and Quality-Oriented Corporate Culture
QARA function believes that it is essential for Olympus members to act with a mindset to always prioritize customers and patient's safety and security byimplementing activities to foster an organizational culture where it emphasizes safety and security of our customers and patients. One example is to provide
seminars to share case studies for both R&D and manufacturing members to let them realize that their daily work directs to the customers and patient's
safety.

Quality Management System
The Olympus Group has established the Olympus Group Quality Policy based on its corporate philosophy. We continue to implement measures to instill
quality policy standards in our daily operations for all members to foster a mindset that emphasizes safety and quality. The Olympus Group, with its Chief
Quality Officer (CQO) and QARA members of each region, review and improve their worldwide work processes. As a result, the Olympus Group businessdivisions and subsidiaries have actively been obtaining and maintaining ISO 9001 or ISO 13485 certifications, the international quality control standards.
Based on the global management rules revised in fiscal year 2021, QARA members regularly report to executive officers and CQO who are top of quality
and regulatory functions, to clarify companywide issues. In addition, we conduct group internal quality audits aimed at monitoring the status of each quality
management system from an objective perspective to get hold of the status of each organization to promote improvement.

Appropriate Communication(Case 1)
In order to comply with the Laws concerning environmentally related substances for Olympus Group Products and to reduce environmental impact, wecollect information on handling of environmentally related substances and trends in laws and regulations in each country, As a consequence, we haveestablished the "Standards for management of environmentally related substances" in our group products, and publish them on the website.

38

(Case 2)
Olympus offers advanced information on endoscopes, and diagnostic test using endoscopes and techniques through a membership website for medical
professionals. Medical safety information, such as corrective actions, recall letters regarding Olympus equipment and warnings are available to nonmembers to ensure greater transparency.
"Medical Town," a membership website for medical professionals in Japan (Only in Japanese)
Control of Chemical Substances Used in Products
Medical safety information in Japan (Only in Japanese)
Important Customer Information in the USA

Valuing Bioethics in Evaluating Product Efficacy and Safety
Olympus and its Japan subsidiaries may conduct animal research to develop medical equipment, assess product efficacy and safety, and promote thecorrect usage of the products. We are keen to ensure that the research we carry out is ethical from both the scientific and animal welfare viewpoints,
because we value the lives of animals.
Olympus and its Japan subsidiaries introduced their animal research corporate rules based on the Act on Welfare and Management of Animals, Basic
Guidelines for Animal Research in Institutions under Management of the Ministry of Health, Labour and Welfare and other related laws and guidelines. We
established the Institutional Animal Care and Use Committee (IACUC) based on the animal research corporate rules to rigorously review all our animal
research plans and ensure that they are based on the 3Rs of animal testing —Replacement (of animal testing with alternative methods), Reduction (of thenumber of animals to be used), and Refinement (of the testing method to minimize animals' suffering).
We are committed to the ethical and humane handling of the animals used in our research, paying extra attention to their physical and psychologicalwellbeing. Self-inspections are also conducted, verifying our compliance with the research corporate rules for animal research. Our practice is accredited
under the Accreditation of Laboratory Animal Care and Use by the Japan Pharmaceutical Information Center.

Improvement of Sales/After-Sales Service Quality, Basic Approach
To implement a customer-centric approach and a constant quest for quality under the Olympus Group Quality Policy, the Olympus Group regularly monitors
customer satisfaction in each of our activities, from sales to after-sales service, and provides feedback on our activities during and after sales to improve thequality of our operations. Especially in the medical area, we are working to provide a safe and reliable healthcare environment for our customers.
Specifically, we are contributing to greater efficiency in medical care at medical institutions, including communicating important information to customers,
providing training on the appropriate use of our products, maintenance services and prompt recovery and repair services for our products.

Promotion Structure and Initiatives in the Medical BusinessInitiatives to improve sales activities
Olympus seeks to improve the customer experience of doing business with Olympus, while also improving our commercial efficiency and meeting operating
income goals. Olympus' Vision is to evolve our customer engagement model in a comprehensive manner to respond to rising expectations in the medical
device industry.

Customer Response

Call centers

GlobalCall centers located in major cities are set up with dedicated teams to handle medical equipment and troubleshoot, providing adetailed response suited to each region. (Japan, United States, China, etc.).
Major medical devices are installed in the call centers so we can provide accurate support for inquiries (Japan, United States,
China, etc.).

39

JapanRunning Endoscopes Customer Support Center, a call center dedicated to providing an information service for healthcare
professionals.
The call center operations are continuing during the COVID-19 pandemic through remote working to support healthcare
professionals. The immediate telephone connection rate has stayed at 95% or more, which is the same level as pre-COVID19 .
Introducing advanced technologies such as AI to improve quality of response.
Immediate hybrid response system based on coordination and interaction between call centers and Olympus sales/service
personnel or authorized distributors in various areas.
Initiatives to share the content of call center inquiries inside the company for the purpose of product and service
improvements.
Our innovative initiatives have won the recognition of the call center industry and led to us winning the Operation CategoryAward in Center of Excellence 2020 sponsored by a monthly magazine called Call Center Japan.

Enhanced information on the corporate website

GlobalThe "Olympus Continuum," a comprehensive training platform providing medical professionals with training in medical products
and skills, has been introduced to provide training adapted to the skill level of the medical professional and to further enhancepatient value. In addition to the existing hands-on group training programs that have been organized for medical professionals,
we provide integrated online training and programs that combine preliminary study and post-training study effectively.

Japan

Running Medical Town, a membership website that offers up-to-date information on medical endoscopes and related medical
treatment for healthcare professionals.

Response toUSA

Holding webinars covering infection prevention measures during endoscopy cases, contact information for

COVID-19

relevant authorities, customer letters, COVID-19 Q&As etc. Customers can also register themselves to receive

pandemic

updates by following a link on the website.
EuropePublishing information about infection prevention measures, endoscope reprocessing procedures, equipment
handling cautions against COVID-19 (tutorial videos), etc. The website also offers PDF files in 10 different
languages that show the above information and a list of relevant contacts for our customers.

Japan

Publishing COVID-19 FAQs and other related information through our membership website, Medical Town

Safe handling of our devices

Training
Lectures on how to use, maintain and manage our products.
Training on how to prevent problems offered to customers who have service contracts, tailored to their actual situation and the types of problems thathave occurred.

Customer support by field service staff
Engineers and technical staff with specialized skills are deployed to enable prompt response to problems and maintenance requests.
Providing preventive maintenance to ensure that equipment stays in good condition.
In case of a problem, dedicated technical staff respond promptly for troubleshooting and quick recovery.

Repair service
We offer a prompt repair service at each of our repair service centers. To minimize downtime at customers' site, we handle repair service orders as quickly
as possible and also respond to customers' requests for loaners during repairs appropriately.

Repair service network40

Major repairs* (Repairs in needOverseasof overhaul)Service centers in the United States, Germany, France, Czech, Portugal, United
Kingdom, Russia, China, Singapore, India, etc.

Japan

Medical Equipment Service Operation Centers located in Shirakawa and Nagano

Minor repairs (to endoscopes and peripherals)

Available through a worldwide network of approx. 150 repair sites

Response in case of a natural disaster

Multiple service centers are operated in each region, in order to be able to offer
uninterrupted repair service even in case of an earthquake or other natural disasters.

* Repairs in need of overhaul

Service contracts
Offering multiple maintenance contracts globally in accordance with the product characteristics or the regional situations and demands.

Promotion Structure and Initiatives in Scientific Solutions Business

Customer Response
GlobalNew customer support through websites and blogs

In response to the spread of COVID-19, we started customer
support activities through websites and blogs. We set up specific
COVID-19 pages, and started offering a range of informationand services, including virtual demonstrations through a videoconferencing system and webinars.

Japan

Call Center

Running Customer Support Center to solve customers' problems
in using our productsTechnical assistance

Running the Olympus Techno Lab for customers toexperience our products and evaluate their performance
Holding Microscope Training Program for customers to learn
how to use the product correctly

USA

Expanding training opportunities

In addition to training programs for customers in the safe use of
Olympus products, a program has been created to train
nondestructive inspection engineers. In 2019, we donatedOlympus nondestructive inspection devices to a university in
Pasadena, Texas, known prominently for its ties with thepetroleum industry and provided trainings for their use because
these products are widely used in the inspection of petroleum
pipelines, etc.

EuropeOlympus Academy activities

Manned by specialist staff, the Olympus Academy provides
training in products and applications for subsidiaries and sales
distributors in various countries. Product and application
seminars are then held for customers by the subsidiaries andsales distributors that have undergone such training themselves.

Repair system
Providing repair services at the same high level at service sites across the world.
The following services are provided at manufacturing sites, service sites, sales subsidiaries and contracted agents around the world.

Microscopes

Back-to-base repairs, on-site repair services, function inspections, calibration, service contracts, delivery
installation

Industrial endoscopes

Back-to-base repairs, function inspections, service contracts

41

Non-destructive testing

Back-to-base repairs, on-site repair services, function inspections, precision calibration

devices
X-ray analytical systems

Back-to-base repairs, function inspections

Main service contents

Back-to-base repair

Transportable products and those that may require extensive repairs are shipped to and repaired at service sites

services

across the world.

On-site repair services

For installation-type products, technical staff is dispatched to provide on-site services, including repairs, calibration andmaintenance inspections.

Service contracts

Offering multiple maintenance contracts depending on the product.

Reference Information

Calls Received at Customer Support Centers (Japan)

FY2016FY2017FY2018FY2019FY2020

FY2021

Medical business

142,279

138,878

124,736

140,074

129,079

115,027

Scientific Solutions business

18,127

17,733

17,864

16,604

18,276

14,740* In Medical Business, the number of calls only by telephone until FY2018 and includes inquiries through website in/after FY2019.

42

Procurement

Basic Approach and Policy
The Olympus Group aims to strengthen supply chain management (SCM) within the context of business continuity and sustainable value creation. In June
2021, we replaced our procurement policy with a supply chain policy in line with our ESG (the environment, society and governance) initiatives to contributeto sound and fair transactions and the sustainable development of society. In addition, we formulated the Olympus Group Green Procurement Standards,
which set out our basic environmentally conscious approach to procurement. Since then, the Olympus Group has disclosed its basic stance on supply chain
both internally and externally through its website and training sessions, while strengthening compliance with laws, regulations and social norms. We havealso established the "Request to Suppliers" as a concrete guideline for complying with laws, regulations and social norms, including respect for human rights
and the elimination of antisocial forces, prohibiting corruption and bribes, promoting fair and lawful transactions, and taking the environment into
consideration. When selecting new suppliers, we review their current response to compliance with social norms and environmental issues as one of ourscreening criteria.
Based on these principles for procurement activities, the Olympus Group strives to create and strengthen good relationships with its suppliers through fair,just, and transparent transactions.
Procurement

System, Mechanisms and Initiatives

Sharing Business Strategies and Supply Chain Policy
Olympus is sharing the business strategies and procurement policy of the Olympus Group with our suppliers. Once a year, we hold the Supply Chain Policy
Meeting with key suppliers extracted from our business condition, etc. among approximately 1,000 suppliers for each business in Japan.
In FY2021, we canceled onsite meetings with suppliers due to the circumstances around COVID-19 and are planning to hold online meetings in future.

Supplier Survey and Improvement Activities
Once a year, Olympus conducts a web-based survey of its major suppliers around the world with whom we have ongoing business in Japan. The survey
covers 121 questions, of which 24 are related to CSR, related to management information, CSR initiatives, and business continuity plans (BCPs).
In FY2021, survey was conducted on 826 companies, including overseas suppliers. Responses were received from about 87% of companies. If the survey
results show that a supplier does not satisfactorily comply with legal and social norms as well as environmental protection and needs to improve, an onsite
audit is conducted, and they must implement corrective actions in order to meet the points listed in our Request to Suppliers. At the same time, wherever
possible, we recommend self-improvement actions to prevent the risk of incidents. We conduct studies for risk assessment in collaboration with concerned
divisions within the Group.

Key Evaluation Items in Supplier Survey for Initiatives with Suppliers
Evaluation

Criteria Details

Management information

Corporate information, Financial condition

CSR

Compliance with laws, regulations and social norms
Protection of human rights (child labor, forced labor, inappropriate low-wage labor)
Protection of worker rights (labor standards, occupational safety and health)Protection of the environment (CO2 emissions, waste discharged, water usage, environment-related chemical
substances)
Personal and confidential information protection, Intellectual property protection

43

BCP

Business continuity strategy, Manufacturing site information,
Contact information during emergencies and disasters,
Confirmation of supply chain, Confirmation of employee safety

Environment and quality

Acquisition of ISO 14001, ISO9001 and ISO 13485
Procurement and process management (5Ms (materials, methods, measurement, machinery, manpower), change
information, noncompliant treatments)

Delivery/Cost

Production plans, Progress and distribution management, cost reduction activities

SystemComputer security

Response to Conflict Minerals
One of the effects of the continuing civil war in the Democratic Republic of the Congo (DRC) has been the use of minerals, including tantalum, tin, tungsten
and gold, mined in the DRC and neighboring countries to raise funds for armed groups. For many years, this practice has resulted in human rights violations,
including child labor, sexual violence and environmental damage. In July 2010 the United States sought to cut off this supply of funds to armed groups byintroducing an amendment to its financial regulation law defining these four substances as conflict minerals. Companies listed in the United States that use
conflict minerals are now required to submit reports to the U.S. Securities and Exchange Commission (SEC). Other moves by international organizations,
governments, NGOs and industry organizations to solve this problem include the publication of the Due Diligence Guidance for Responsible Supply Chainsof Minerals from Conflict-Affected and High-Risk Areas by the Organization for Economic Cooperation and Development (OECD).
The Olympus Group upholds international efforts to resolve the problem of conflict minerals. On behalf of the Olympus Group, Olympus participates in acommittee established by the Responsible Minerals Trade Working Group of the Japan Electronics and Information Technology Industries Association(JEITA). Working together with suppliers, such as by discussing the conflict minerals at procurement policy meetings, we ensure transparency in our supply
chains and continue the procurement of parts and materials that does not cause human rights violations.

Education for Adhering to the Subcontract Act
The Subcontract Act is regarded as one of the important applicable laws by Olympus, and Olympus engages in a wide range of activities to ensurecompliance. The participation rate for the Subcontract Act e-learning programs for all employees of Olympus and its Japan subsidiaries has reached 99.5%.
Following the establishment of the Subcontractor Act Promotion Committee in FY2020, we are reinforcing the Olympus Group's compliance with the act andare providing internal workshops as a part of such efforts. Due to the COVID-19 pandemic, we moved from the conventional group workshops for
manufacturing divisions to an online program in FY2021. A total of 504 employees participated in the program to deepen their understanding of the
Subcontractor Act.
We will continue to confirm group-wide compliance and organize training programs to enhance our observation of the Subcontract Act.

44

Employment

Basic Approach and Policy

Promotion Structure

Initiatives

Employee-Related Data

Basic Approach and Policy
The Olympus Group published the Olympus Global Code of Conduct to define the ethical standards for the actions that all group members always act in amanner. We place the highest value on "Respectful Behavior." Under the Code of Conduct, we clearly declare that we do not allow harassing behavior ordiscrimination based on personal characteristics like gender, age, nationality, ethnicity, skin color, political views, sexual orientation, religious beliefs, social
background or disability. "Show appreciation for diversity of people, views, and work styles" and "Never discriminate against job candidates or employees"
are two examples of "What we do". With these basic codes of conduct fully implemented, we provide all employees with equal opportunities to fulfill theirpotential and improve their abilities as well as opportunities to work, develop their abilities and gain promotion according to their level of competency.
In April 2019 we introduced a corporate transformation plan Transform Olympus, a global-scale human resources development system that serves as thebasis for our global employees to follow our Corporate Philosophy (Our Purpose and Our Core Values), and to encourage each employee to take on
ambitious challenges for personal growth. Under our transformation plan, we will assign employees in the most efficient way without regard to nationality or
gender to encourage our diverse human resources to work effectively. Especially in Japan, we plan to expand the use of our "job-based" personnel system,
starting from Olympus. This allows the company to assess individual employee's performance and reward their achievements in a fairer manner with theconventional Japanese style "membership" personnel system, in which the employee's years of service and age are given greater account in their careerassessment. The job-based system should also provide a way for employees to pursue their expertise and aim at further career advancement.
Human Rights Policy

Promotion Structure
In the Olympus Group, the President is ultimately responsible for our strategy for human resources including human resource development and labor
management, while the senior executive officer in charge of employment and labor issues implements our group-wide human resource strategy through thefunctions of the HR division at the headquarters.
We are implementing measures to ensure that we follow labor-related regulations in the various countries in which each subsidiary and division operate incompliance with the Group's human resource strategy to ensure diversity in human resources for optimal business management.
Olympus and its Japan subsidiaries are sometimes located in one facility. Each facility has its own general manager to ensure comprehensive
implementation of policies and measures involving personnel and labor issues.

Organization of Human Resource Strategy Promotion (Olympus and its Japan subsidiaries)

45

Initiatives

Recruitment in FY2021
Olympus hired 90 employees (only full-time employees) in FY2021, down by 73% over the previous year. Of these, mid-career employees accounted for
37% of the total.
Also, the hiring of women was actively promoted in line with the Act on Promotion of Women's Participation and Advancement in the Workplace, and thepercentage of female employees increased by 7.9% to 36.6%.

Employment of People with Disabilities
Olympus proactively works to employ people with disabilities (physical, mental, and intellectual), and after recruitment, they work in a wide range of fields,
including general administration and engineering fields that include manufacturing technology and IT development. Established in April 2009, our specialpurpose subsidiary* Olympus Support Mate is now in its twelfth year of the foundation and hires essentially persons with intellectual disabilities. We havecreated working environments and working conditions that are appropriate both for the nature of each individual's disabilities and the operational
requirements required to ensure that they can continue to work there. Following Aomori Olympus and Aizu Olympus, Shirakawa Olympus created a cleaning
service group of Olympus Support Mates in April 2021, to provide jobs and fulfilling lives for persons with disabilities in the local communities. We also
started an office chair cleaning business to maintain comfortable working environments in our business sites. As of April 2021, eight companies in the
Olympus Group achieved a combined employment rate of 2.6%, exceeding the statutory rate of 2.2%. Olympus Terumo Biomaterials employs an athlete who
aspire to participate in the Paralympic Games and actively supports their activities.
* Special-purpose subsidiary
A subsidiary approved by the Minister of Health, Labour and Welfare under the provisions of Article 44 of the Act on Employment Promotion, etc., of Persons with Disabilities asan organization that gives special consideration to the employment of people with disabilities and is deemed as one of the business offices of its parent company.

Employment of the Elderly
Olympus and its Japan subsidiaries have a system to continue employing employees who want to work for the Company after reaching the retirement age of
60 until they become 65 years old.
In FY2021, 113 people qualified for the system, and 100% of the employees requesting continued employment were hired accordingly.

Employee-Related Data

Consolidated companies(As of March 31, 2021)
Name of segment

Number of employees (persons)Endoscopic Solutions Business

14,243 (389)Therapeutic Solutions Business

7,269 (179)

Scientific Solutions Business

3,551 (169)

OthersHeadquarters Administration Department
Total

608 (30)
5,982 (368)
31,653 (1,135)

46

*1 The number of employees indicates the number of people who are currently employed.
*2 It does not include the number of the employees seconded to a non-group company but contains the number of the employees seconded to a group company. The yearly
average number of temporary employees is recorded in parentheses ( ), which is excluded from the number of employees.
*3 Since the Company has transferred the Imaging Business in the fiscal year under review, it is excluded from the segments above.
*4 Since the fiscal year under review, the calculation method of the Headquarters Administration Department has been changed.
*5 The number of employees includes the retirees who utilize career support for external opportunity.

Olympus and its Japan subsidiaries

Number of employees

Number of employees (As of the end of March 2021) (persons)

Full-time employees

Women

Overall Japan
Subsidiaries *1

4,775

8,792

4,232

6,808

3,473

4,866

20s and younger

390

1,169

30s

800

1,455

40s

1,025

1,264

50s or older

1,258

978

Women's total

759

1,942

20s and younger

132

729

30s

254

632

40s

272

435

50s or older

101

146

543

1,984

Men's total

252

1,176

20s and younger

38

229

30s

58

339

40s

73

289

50s or older

83

319

Women's total

291

808

20s and younger

31

146

30s

58

280

40s

107

266

50s or older

95

116

Total*5Men

Olympus
Corporation

Men's total

Breakdown
Total
Men

Excluding full-time employees
Women

47

Employee composition
OlympusOverall Japan

Corporation

Subsidiaries*1

Number of senior management Total(persons)

193

141

189

141

4

0

Rate of women in senior management for direct divisions(%)

4.3-

Number of junior management Total(persons)

896

454

Men

844

440

Women

52

14

35

17

Men

17

10

Women

18

7

Men
Breakdown
Women

Breakdown

Number of foreign employees Total(persons)

Breakdown

Recruitment

Number of newly employed (FY2021) (persons)

OlympusOverall Japan

Corporation

Subsidiaries*1

53

460

30s and younger

20

233

40s and older

91130s and younger

12

167

40s and older

12

49

1.11

5.23

30s and younger

1.56

7.30

40s and older

0.37

0.39

30s and younger

2.53

9.35

40s and older

2.09

5.09

35

-

Percentage of employees with disabilities (As of the end of March 2021)*6

2.63

-

Number of employees with disabilities (persons)

106

187

Number of reemployed retired workers*7 (persons)

289

165

Men

Women

Rate of newly employed*2 (%)
Men

Breakdown
Women

Number of new graduates (persons)48

Job retention rate and Number of staff leaving
OlympusOverall Japan

Corporation

Subsidiaries*1

Job retention rate (Only full-time employees)*3

87.02

89.31

Men

88.54

90.86

Women

82.35

87.50

95.63

90.78

Number of new graduates (FY2019) (persons)

252

206

Number of those who remain the company as of March 2021. (persons)

241

187

628

294

275

223

30s and younger

41

84

40s and older

203

75

30s and younger

6

44

40s and older

25

20

Breakdown

Job retention rate for new graduates*4 (%)

Breakdown

Number of staff leaving (FY2021) (persons)
Of which number of voluntary leavers

Men
Breakdown

Women

Work-Life Integration

Number of employees taking childcare leaves*8 (persons)

OlympusOverall Japan

Corporation

Subsidiaries*1

124

237

Men

29

35

Women

95

202

4,775

6,007

Men

3,725

4,537

Women

1,050

1,470

Average overtime hours (hours/fiscal year)

78.9

71.9

Average number of paid holidays actually taken (days/fiscal year)

11.4

10.4

Breakdown

Work-at-home system users*9 (persons)

Breakdown*1 The following 14 companies: Olympus Medical Science Sales, Nagano Olympus, Aizu Olympus, Aomori Olympus, Shirakawa Olympus, TmediX, Olympus Digital System
Design, Olympus Terumo Biomaterials, Olympus Memory Works, Olympus Logitex, Olympus-Supportmate, AVS, Olympus Systems, and Olympus RMS.
*2 Includes both new graduates and midcareer employment.
*3 The percentage of those who remain in the company as of March 31, 2021, out of those employed in FY2019 (including new graduates and mid-career employment).
*4 The percentage of those who remains in the company at March 31, 2021 out of those employed as new graduates in April 2018.
*5 Including on-loan in the Group.
*6 Eight special-purpose subsidiaries (Olympus, Olympus Medical Systems, Olympus Medical Science Sales, Nagano Olympus, Aomori Olympus, Shirakawa Olympus, Aizu
Olympus, Olympus- Supportmate)49

*7 Number of reemployed retirees.
*8 Taken in FY2021.
*9 Measures to prevent the spread of COVID-19 and work restriction were implemented this fiscal year, and so many employees used the work-at-home system temporarily.
* Figures are for full-time employees unless otherwise stated.

50

Labor Relations

Basic Approach
The Olympus Group values protection of the rights of individual employees in order to offer better value to society. We implement appropriate measures
based on human rights viewpoints and the labor-related laws of each country.
The Olympus Group Human Rights Policy supports respect for the rights of the worker as set out in the ILO Declaration of Human Principles and Rights inLabor and the Group pledges to implement these principles in its companywide management and daily business activities.
Human Rights Policy

Initiatives

Global Employee Survey for the Improvement of Employee Engagement
We conduct an employee survey called the Core Values Survey for about 35,000 Olympus Group employees in 43 countries biannually and use the results
to improve our corporate culture and workplace environment. The findings are shared by top management and regional management officers and reflected invarious measures and policies. In particular, we are taking action to develop an open corporate culture, reform working styles and improve operational
efficiency. We have also introduced systems that allow leave for volunteer activities and permission for side jobs.

Labor-Management Consultations (Japan)
The Olympus top management provides regular opportunities to engage in labor management consultations, both centrally and at individual facilities, suchas during its twice-annual Central Labor-Management Council with the Olympus Labor Union. Such councils serve as a forum for discussing improvements
in labor conditions and corporate culture reforms.
In the FY2021, labor-management talks confirmed that we would continue discussions on working styles in place during the COVID-19 pandemic and on
human resource management systems in general. We also postponed an increase to the basic salary of union members.
As of April 1, 2021, 5,385 employees (other than management) were members of the labor union, which covers 76% of all employees.

51

Occupational Safety and HealthOccupational Safety and Health

Global Safety and Health Organization

Industrial Accident Data

Regional Activities

Occupational Safety and Health
The Olympus Group has stated its policies on occupational safety and health and its basic approach to employee health management and the actions
necessary to achieve them in the Olympus Global Code of Conduct.
Under the Code of Conduct, we are developing working environments that ensure safety and health for our employees.
Olympus Global Code of Conduct

Safe and Healthy Workplace
Occupational health and safety is a major priority. We take proactive steps to prevent accidents and occupational illnesses at work. We want our employees
to work in an ergonomic and work-friendly environment. At Olympus, we promote good health and wellness.

What We Do:
Use good judgment and act in a manner that is safe for you and others.
Report safety concerns and work-related injuries or illnesses.
Never joke about violence and report any violent threats or warning signs from others.
Comply with applicable health and safety regulations.
Establishing the Environmental Health and Safety Policy to practice the Code of Conduct, we are developing working environments that ensure safety andhealth for our employees.
Environmental Health and Safety Policy

Promotion Structure and Initiatives

Global Safety and Health Organization
The Olympus Group is promoting a global safety and health organization led by top management, as shown below. Based on the Environmental Health and
Safety Policy, we set out an annual EHS action plan and disseminated it throughout our global sites. We keep up on the safety and health activities and thestatus of industrial accidents in each region through regular assessments to ensure group-wide implementation of safety and health activities and the risk
reduction structure.

52

External Certification (Occupational Safety and Health Management Systems)
For the maintenance and continual improvement of our occupational safety and health management systems and to retain the trust of our customers andstakeholders, we are acquiring certification for our occupational safety and health management systems. Shirakawa Olympus (Japan), KeyMed (Medical &Industrial Equipment) Ltd. (UK) acquired ISO 45001 certification in FY2021.

Sites

Certification

Year of Certification

Aizu Olympus

JISHA OSHMS Standards*1

2011

Shirakawa Olympus

ISO 45001

2020

Aomori Olympus

JISHA OSHMS Standards*1

2009

Olympus Scientific Solutions Americas Corp.

OHSAS 18001

KeyMed (Medical & Industrial Equipment) Ltd.

ISO 45001

Olympus Iberia S.A.U.

OHSAS 18001

2020-*1 ISHA OSHMS Standards Certification: Certification bodies certify sites that comply with the JISHA OSHMS Standards certification conducted by the Japan Industrial Safety &Health Association.

Industrial Accident Data
Starting in FY2020, the tabulation and analysis of data on industrial accidents has been expanded to cover major sites in the Olympus Group (North America& manufacturing sites and repair bases; regional headquarters in Europe and its manufacturing and repair bases; and manufacturing sites and repair basesin Asia).
The scope of the data on industrial accidents is as follows.
Japan: FY2017 & FY2018 for Olympus Corporation and its 11 major Japan subsidiaries
FY2019, FY2020 & FY2021 for Olympus Corporation and its 14 major Japan subsidiaries
Americas: Olympus Corporation of the Americas (regional headquarters) and its major subsidiaries
Europe: Olympus Europa SC & Co. KG (regional headquarters) and its major subsidiaries
Asia/Oceania: Major manufacturing sites

Number of Industrial Accidents
53

FY2017Japan

FY2018FY2019FY2020

FY2021

55

64

50

56

35★

Americas

-

-

-

55

26★

Europe

-

-

-

20

47★

Asia/Oceania

-

-

-

10

13★

Total

-

-

-

141

121★

★ Indexes certified by external assurance.

Number of Lost Time Injuries
FY2017Japan

FY2018FY2019FY2020

FY2021

11

10

6

4

2★

Americas

-

-

-

20

4★

Europe

-

-

-

6

16★

Asia/Oceania

-

-

-

8

6★

Total

-

-

-

38

28★

★ Indexes certified by external assurance.

Lost Time Injuries (of one day or more) Frequency Rate*2 (LTIFR)
FY2017Japan

FY2018FY2019FY2020

FY2021

0.39

0.34

0.20

0.13

0.08★

Americas

-

-

-

1.93

0.39★

Europe

-

-

-

1.07

2.04★

Asia/Oceania

-

-

-

0.77

0.62★

Overall

-

-

-

0.66

0.52★

All industries (Japan)*3

1.63

1.66

1.83

1.80

1.95

Manufacturing industry (Japan)*3

1.15

1.02

1.20

1.20

1.21

★ Indexes certified by external assurance.
*2 Lost time injury frequency rate = number of lost time accidents ÷ (average number of employees for that fiscal term × work hours) × 1,000,000*3 Survey on Industrial Accidents, Ministry of Health, Labour and Welfare

Occupational Illness Frequency Rate*4 (OIFR)

54

FY2017Japan

FY2018FY20190.07

0.07

FY20200.07

FY202100★

★ Indexes certified by external assurance.
*4 Occupational illness frequency rate = number of cases of occupational illness that result in lost time*5 ÷ (average number of employees for that fiscal term × work hours) ×
1,000,000*5 Industrial accidents found in the list of occupational diseases of the Ministry of Health, Labour and Welfare (Appended Table 1-2 of the Ordinance for Enforcement of the Labor
Standards Act (Ordinance of the Ministry of Health and Welfare No. 23 of August 30, 1947))

Number of Fatal Industrial Accidents
FY2017FY2018FY2019FY2020

FY2021

Japan

0

0

1

0

0★

Americas

-

-

-

0

0★

Europe

-

-

-

0

0★

Asia/Oceania

-

-

-

0

0★

Total

-

-

-

0

0★

★ Indexes certified by external assurance.

Employee Training
To raise employee awareness of safety and health, the Olympus Group implements a variety of safety and health training programs, led by the safety andhealth officers at each facility.

RegionJapan

Contents
1. Basic training (for all employees)
Group-wide training(1) Safety and health e-learning training (12,692 in July 2020)(2) Infectious disease e-learning training (12,659 in October 2020)(3) Mental health training
Training at each facility and subsidiary(1) Basic safety and health training for new employees (58 in April 2020)(2) Safety awareness refresher training(3) Firefighting & evacuation training
2. Specialized training (for employees in designated workplaces)(1) Hazard awareness (near-miss) training: Safety Dojo (Training Center)(2) Risk assessment workshop for safety and health promoter (101 participants)

Americas1. Safety and health online training program (monthly, 2,187 participants)
2. Environment health and safety training session (October 2020)

EuropeMental health workshop (October 2020, and February and March 2021)

China

1. Safety and health online education program (August, October, and December 2020)
2. Chemical leakage emergency drill (June 2020)
3. Fire evacuation route instruction and evacuation training (November and December 2020)55

Region
Asia/Oceania

Contents
1. Health and safety special education (total 644 participants)
2. Fire drill for dormitory residents (Approx. 600 participants)
3. Chemical or radiation leakage emergency drill
4. Workshop on mental health and flexible working in the COVID-19 pandemic
5. Online education on safety and health in remote working

Regional Activities

Activities in Japan
In line with our Occupational Safety and Health Management Rules, we have established a Safety & Health Promotion Committee in Japan. The Committee
consists of representatives of the safety & health promotion committees at each business site and plans activities that help to achieve our safety and healthactivity plan. We are working on initiatives to improve our current safety and health management system, establish a risk management based on risk
assessment and introduce more employee training and education to raise awareness.

Shirakawa Facility
Transition from OHSAS 18001 to ISO 45001
Shirakawa Olympus Co., Ltd. and the Shirakawa Facility of Olympus Corporation have been operating their occupational safety and health system under the
OHSAS 18001 standard.
With ISO 45001 coming into effect, we have clarified our management's commitment to the health and safety system and are working to make it into asystem in which all employees can participate. We acquired ISO 45001 certification in December 2020 after an audit conducted online due to the impact of
COVID-19. We are introducing initiatives to create a workplace environment where all employees can work with safety through continuous improvements insafety and health.

Hazard Awareness Training
Industrial accidents occur when unsafe conditions in the workplace coincide with unsafe human behavior. Until now, the Olympus Group has focused on
reducing hazards that were founded on unsafe conditions in the workplace. Our current training focuses on unsafe human behavior, a characteristic of ourmanufacturing sites at Aizu Olympus, Aomori Olympus, Shirakawa Olympus and Nagano Olympus. We provide training programs that use simulation. The
simulation programs enable employees to experience "entanglement"—the hazard of getting their fingers or clothing entangled in a machine, and "stabbing"using a simulated hand—the danger of a screwdriver slipping when components are not fixed in place.

56

Risk assessment training for officers responsible for safety and health
We consider risk assessment to be one of the most important initiatives in promoting safety and health. To improve the effectiveness of our risk assessment,
we invited an external expert to give an online training program for officers responsible for safety and health, and 101 people participated. We conductedinteractive role-playing sessions on how to identify sources of danger and how to carry out a risk assessment.

Activities in Americas

Employee Near-Miss Reporting(Olympus Corporation of the Americas)
At Olympus Corporation of the Americas, all the employees and locations are encouraged to report all incidents where an injury or illness could haveoccurred but fortunately did not result in injury or illness. The corrective actions resulting from these incidents will assist in preventing an injury or illness toother employees.

Activities in Europe

International SOS(Olympus Europa SE & Co. KG)
Olympus Europa SE & Co. KG (OEKG) has a support system for employees on business trips to inform them about possible risks, health hazards andpossible special conditions of the countries to be travelled through. OEKG especially prepares for business trips to countries with difficult political situations,problematic medical care and infrastructure, or the effects of natural disasters. ISOS provides daily updated information on its homepage on all importantquestions concerning the trip and the countries involved. In addition, it provides support before and during the business trips such as medical emergencies,
searches for Western standard hospitals, evacuation in the event of unrest, and advice on unusual incidents such as theft. The assistance centers are open
24/7.

Transition to ISO 45001(KeyMed (Medical & Industrial Equipment) Ltd.)KeyMed (Medical & Industrial Equipment) Ltd. had formerly managed health and safety in the workplace
under OHSAS 18001 certification. The company completed the transition from OHSAS to ISO 45001
certification in all KeyMed sites in January 2021. We maintain this certified status by receiving regular external
audits for compliance with each item specified in the standards.

Activities in China
57

Award Received from Shanghai Free-Trade Zone
(Olympus Trading (Shanghai) Limited)
Olympus Trading (Shanghai) Limited has developed a safety production management system that includes
manufacturing safety, industrial health and workplace environment evaluations in compliance with the basic
requirements of corporate safety production standards mandated by the Shanghai Emergency Management
Bureau. The company has established a policy and targets for manufacturing safety, set up a committee,
assigned detailed responsibilities and produced an emergency response manual, all aimed at putting top priority
on safety, prevention and total management. It also organizes annual emergency response drills.
The company received a letter of certification as a manufacturing safety standardization company for the firstA letter of appreciation from the Shanghai

time in June 2015. In addition, further improvements in manufacturing safety led to an award from the Shanghai

Emergency Management Bureau

Free-Trade Zone in FY2019.
The company analyzes the risks and looks at case studies of manufacturing safety on a regular basis, at the same time working to improve employee
awareness of manufacturing safety through a range of training programs.

Health and Safety Patrols & Firefighting & Evacuation Drills(Olympus (Guangzhou) Industrial Co., Ltd.)
Olympus (GuangZhou) Industrial Co., Ltd. conducts a safety check twice a day to maintain a safe and healthy workplace. In addition, an extensive healthand safety patrol takes place before holiday periods, such as for the foundation anniversary. The Company organizes annual firefighting & evacuation drills
as part of its efforts to raise employee awareness of safety. This is aimed at raising coordination among firefighting organizations, upgrading leadershipcapabilities, improving the capabilities of firefighting team in evacuation, rescue and firefighting, as well as in improving employee awareness of firefighting
and safety.

Activities in Asia/Oceania

Labor Safety Training(Olympus Vietnam Co., Ltd.)
Olympus Vietnam Co., Ltd. (OVNC) provides labor safety training at least once a year based on Vietnamese regulations.
Since OVNC has a large number of employees, up to about 5,000, it uses internal and external venues to hold trainings.
OVNC is committed to training and improving knowledge on occupational safety and sanitation for employees to ensure compliance with the principles andrules of labor safety in the factory. To all people—support the criteria: "Safety comes first."

Promotion of safe driving(Olympus Australia Pty Ltd.)
Olympus Australia Pty Ltd. has newly established internal safe driving rules for its field staff to help reduce traffic accidents.

58

Occupational Safety and Health, Health Management

Basic Approach and Policy

Health Improvement Activities (Japan)

Health Improvement Activities (Outside Japan)

Basic Approach and Policy

Introduction of Olympus Health Declaration
The Olympus Global Code of Conduct states that "Safe and healthy workplace is a major priority. We take proactive steps to prevent accidents andoccupational illnesses at work and promote good health and wellness as well as work-friendly environment."
In Olympus and its Japan subsidiaries, we established the Olympus Health Declaration to help maintain and improve the health of employees and theirfamilies.
In line with the announcement of the Health Declaration, action to prevent passive smoking is to be made a priority. At the same time, we are introducing
measures to help employees to become healthy and stay healthy, including advice with lifestyle improvements, recommendations and financial assistancewith screenings to catch cancer at an early stage, and how to avoid mental health problems.
In this way, the Olympus Group wants to create a corporate culture that encourages employees to be healthy, both physically and mentally and for everyone
to lead healthy and happy lives.

Olympus Health Declaration
Realization of a Better Livelihood and HappinessOur corporate philosophy is to contribute to society by "Making people's lives healthier, safer and more fulfilling." We believe this is possible with thesupport of healthy employees and their families with vitality.
Olympus places top priority on the health of its employees and their facilities through the following activities.
1. Olympus regards employee health as an important management issue and is committed to a corporate culture that places top priority on
employee safety and health.
2. Olympus will continue to create a workplace environment where employees are able to work with vitality and good physical and mental health.
3. Olympus cooperates with the Health Insurance Association to support better health to each and every employee and their families.

Health Management System
In addition to the health management activities that form part of its industrial health and welfare program, Olympus and its Japan subsidiaries work with its
Health Insurance Association to enable collaboration and coordinated action between the company and the Health Insurance Association. As an industrial
health and welfare organization, we have maintained and strengthened our health management system by appointing dedicated industrial physicians, healthcare workers and health supporters proportionate to the scale of the facilities. Specifically, monthly meetings are organized for dedicated industrial
physicians, at which they discuss the health conditions of employees, conduct reviews to share health condition and address problems together withhealthcare workers and health supporters. In addition, industrial physicians and health supporters are working to upgrade their competences as specialists
through the specialist qualification program for physicians under the Japan Society for Occupational Health. Four of our specialists presented case studies
and researched presentations given at the Society (FY2021) to improve their skills. In addition to internal training programs for specialists, we accept
university students studying medicine and nursing as trainees each year (six medical university students and nine nursing students in FY2021), to support
the development of the next generation of specialists in industrial health and welfare.

Initiatives

59

Health Improvement Activities (Japan)

Recognized under White 500, the 2021 Certified Health and Productivity Management Organization
Recognition Program
Olympus's activities in employee health management, implemented strategically from a management point of view, have won five-year consecutive
recognition since 2017 from White 500*, the Certified Health and Productivity Management Organization Recognition Program. In 2021, Aizu Olympus
Corporation was listed in the Certified Health and Productivity Management Organization Recognition Program, and Olympus Medical Science Sales Co.,
Ltd. was listed in the White 500 of the Program.
Our health management is actively promoted through a combination of industrial health activities, which include health guidance based on healthexaminations results and a range of mental health services, and activities led by our health insurance association, such as awareness-raising about lifestyledisease prevention and promotion of cancer screening tests using endoscopes.
We plan to continue to work in cooperation with the Health Insurance Association, for continuing effort in building a better working environment and good
health for both the employees and their families. We intend to work actively in promoting health among employees of the Japan subsidiaries and tocontribute to society through promotion of health among its customers through our business activities.

Aizu Olympus Co., Ltd.
Olympus Corporation
Olympus Medical Science Sales Corp.

* White 500 organized jointly by the Ministry of Economy, Trade and Industry and Nippon Kenko Kaigi, is a certification program to highlight outstanding large enterprises engaging
in efforts to advance health and productivity management.

Health Examinations, Health Promotion, and Health Counseling
Olympus and its Japan subsidiaries cooperate with the Health Insurance Association regularly to upgrade their lineup of health examinations.
To contribute to the prevention of lifestyle diseases, we hold various events such as exercise seminars and quit smoking programs. We also provide physicaland mental health counseling services through cooperation with external organizations.
* Most events are currently provided online due to the COVID-19 pandemic.
* Health counseling services are accessible by both employees and their families.

Cancer Screening
Olympus is also enhancing its cancer screening program of endoscopic screenings for the early detection of cancer. Such promotion includes full financial
assistance of cancer screening by the Health Insurance Association for employees and their families; maintaining a high screening rate for endoscopic
examinations (71% for gastrointestinal endoscopy and more than 61% for colonoscopy); and not setting age limitations for gynecological examinations for
employees and families for the early detection of cancer.
We utilize a cancer screening call/recall program*, in which examinees for the current fiscal year are encouraged to take screenings following a certain set ofcriteria based on previous examinations. Further, we provide a Cancer Education E-learning program for employees each year to raise cancer awarenessand encourage cancer screening.
* Call/recall system: A system to automatically send emails to examinees selected based on previous screening data to advise on taking a further cancer screening.

Cancer Screening (screening rates*)
Examination

Gastrointestinal

Colonos

Lung cancer

Breast cancer

Breast cancer

Cervical

AbdominalItemendoscopy

copy

screening

screening

screeningcancerultrasonograph(CT)(breast(mammography)

screeningyultrasonography)

60

(cervicalcytology)
Screening

71.1

61.5

33.7

56.7

26.6

65.5

84.8

rate (%)* Screening rate: Number of people who actually take an examination within the encouraged yearly interval set for a specific cancer divided by the total number of examinee
candidates.
* Data for the imaging business, which was transferred in January 1, 2021, are not included.

Cancer Screening Test Support System

Examination Item

TargetStomach cancer

Health InsuranceYears Consultation

Cost Subsidy

Encouraged*

35 years and older

100% coverage

Once every two years

35 years and older

100% coverage

Year that Gastrointestinal(endoscope)
Stomach cancer(pepsinogen examination)

endoscopy is not undertaken

Colorectal cancer

35 years and older

100% coverage(endoscope)

Once every three years(40 years and older)

Colorectal cancer

35 years and older

100% coverage

Year that Colonoscopy is not undertaken

Breast cancer/Cervical cancer

Women of all ages

100% coverage

Once every two years

Prostate cancer

Men 50 years and older

100% coverage

Once every two years

Abdominal ultrasonography

40 years and older

100% coverage

Once every two years

Lung cancer

40 years and older

50% (Limit of ¥5,000 including tax)

Individual decides whether(fecal occult blood test)(PSA marker)(lung helical CT)

to receive health exam

* Consultation encouraged: For those who have not yet taken the exam for certain period from the target age (those who have not yet taken an exam within the encouraged yearlyinterval).

Preventing Mental Health Problems
Self-care

Mental health training such as e-learning programs, mental toughness seminars, etc., for employees.
Interviews for all new employees and midcareer employeesLine care

Activities to support employees in the workplace, such as mental health seminars for managers.

Care by industrial

Consultation and daily care service provided by industrial doctors and other health staff. Activities organized byhealth care personnel atindustrial healthcare workers in cooperation with the Human Resources Division for the returning to work program forbusiness sites

those with health problems.

Care provided by

Consultation service and seminars provided by external psychologists

resources outside thebusiness site

In addition, we are holding training workshops conducted by psychiatrists and other specialists in clinical practice for healthcare workers and nurses tosupport mental health care for employees.
We conduct the statutory stress checks all together in Olympus and its Japan subsidiaries. In fiscal 2021, the participation rate was 95%, with appropriatedinterviews and personalized follow-up provided according to results for early response if necessary. We continue to review its effective application, as part ofour mental health program.

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Activities to Quit Smoking
As a part of passive smoking prevention, ban on smoking inside all buildings and structures at business sites belonging to Olympus and its Japansubsidiaries was accomplished by the end of March 2020, and smoking was also prohibited within all premises by the end of March 2021. We also run the
Quit-Smoking Marathon program, through which the health care personnel support those employees wanting to quit smoking. Also, the Health Insurance
Association provides an online quit smoking program, covering expenses in full. Thanks to these efforts, the smoking rate decreased to 16.9% as of the endof March 2021.

Smoking Rate (average in Japan)*End of March 2018 (at the start of activities)

22.0%

End of March 2019

20.0%

End of March 2020

18.4%

End of March 2021

16.9%

* Data for the imaging business, which was transferred in January 1, 2021, are not included.

Action on Infectious Diseases
The following activities are being conducted to prevent infectious diseases.
Hepatitis B antigen/antibody tests and vaccination to medical professionals
Education programs on infection prevention to all employees who visit medical institutions
Vaccination of employees traveling overseas on business assignments and accompanying family members (vaccines recommended for the destination
region)Examples: Hepatitis A, hepatitis B, tetanus or DTP vaccination
Partial coverage of expenses for influenza vaccination
Starting in FY2020, rubella antibody test conducted with the health examination (in response to additional action on rubella announced by the Ministry of
Health, Labour and Welfare for men born between 1962 and 1978)
Olympus's Response to COVID-19 (including safety and health)

Preventing Lifestyle Diseases
Activities under the Specific Health Guidance program are being conducted to prevent lifestyle diseases. Specific health guidance for Olympus and its Japansubsidiaries is provided by healthcare workers and nurses working in the health management offices of each company, through counseling and guidance. In
the past, we have provided personalized exercise guidance to employees, but we now share online videos to promote exercising. The scope of this online
exercise was widened to include all employees and due to these efforts, we were selected as a Sports Yell Company 2021* certified by the Japan Sports
Agency.
In addition, some facilities introduced healthy cuisine created by healthcare workers and nurses at employee dining halls. Healthy dishes have beendeveloped and are provided on request to employees in the Specific Health Guidance program.
* The Japan Sports Agency certifies companies that proactively encourage their employees to participate in sports for health promotion as "Sports Yell Companies." Olympus
Terumo Biomaterials Corp. and Olympus Medical Science Sales Co., Ltd. were each certified as a Sports Yell Company 2021.

Health Promotion Activities and Campaigns
To foster greater awareness and provide support for employees to manage their health, the portal site WellsPort Navi was introduced under the initiative of
the Health Insurance Association to promote health management for individual employees in Olympus and its Japan subsidiaries. In this portal site, various
health campaigns have been actively organized, including campaigns for walking, weight control during new year holiday, stopping smoking and dental

62

health.
Effective activities are being introduced, such as the formation of groups at some facilities run by employees who have participated in internal exercise
seminars and plan to continue exercising.

Support for Treatment and Continuing to WorkTo help employees who are undergoing treatment to retain financial stability and continue their outpatient treatment and to raise employee incentive, various
support programs have been introduced, including paid leave, flexible working hours and work-at-home system. To provide greater employee assistance, aspecial leave program was introduced in April 2020 for employees suffering from a disease for which the Ministry of Health, Labour and Welfare
recommends support.

Health Management for Expatriate Employees
In addition to the statutory health examinations for expatriate employees required on departure and return to Japan, employees can have a healthexamination (for the items in the complete medical examination) during a temporary return to Japan. Health management is provided not only for theemployee but also for their family members.
Industrial physicians, healthcare workers and nurses are assigned to provide everyday health counseling before departure and on returned to Japan. A
health counseling service is offered not only to expatriate employees but also to their families.
Also, industrial physicians are dispatched on a regular basis to overseas subsidiaries to upgrade the quality of health management for expatriate employees.

Health Improvement Activities (Outside Japan)

Activities in North America

Cigna - Mental Health First Aid Training program(Olympus Corporation of the Americas U.S.A)
The Cigna Mental Health First Aid training is designed to teach participants how to identify, understand and respond to signs of mental illness and substanceuse disorders. This training provides the skills needed to reach out and provide initial support to someone who may be developing a mental health or
substance use problem and help connect them with appropriate care.

New Year's Commit to Be Fit Walking Challenge(Olympus Corporation of the Americas U.S.A)
We aim to be an employer that is True to Your Life, and that means prioritizing your wellness. Our walking challenges focus on and support a culture ofhealthy living, and employees are encouraged to stay true to their health and wellbeing throughout the year. The New Year's Commit to Be Fit Walking
Challenge ran for 35 days from January 18 – February 21. This 5-week challenge averaged out to 8,000 steps per day.

Activities in Europe

Colorectal Cancer Awareness(Olympus Europa SE & Co. KG Germany)
Olympus Europa SE & Co. KG (OEKG) provides employees with the opportunity to a fecal occult blood test for colorectal cancer where early detection andearly treatment are important. In cooperation with a local NPO, an event was organized for employees to promote greater awareness of colorectal cancer.

Quit smoking program(Olympus Europa SE & Co. KG Germany)63

Employee health is a top priority for Olympus. This is why the company supports all Olympus Europa SE & Co. KG and Olympus Deutschland GmbH
colleagues throughout Germany in quitting smoking. This also applies to users of e-cigarettes and so-called heets. If interested and requested, the employer
pays the costs for different seminar and therapy formats that are offered by external Olympus partners

Activities in China

Injection of influenza vaccine(Olympus(Beijing) Sales & Service Co.,Ltd.)In step with the arrival of the influenza season, we carried out a full influenza vaccination program again this year, in recognition of the importance of
employee health management. Employees who were vaccinated by their local doctor or clinic were reimbursed on submitting an expense claim form.

Activities in Asia/Oceania

Health & Wellbeing Committee(Olympus Australia & New Zealand)Over the years various health and wellbeing initiatives have been organized by HR and Corporate Communications. However, at the beginning of FY2021,
OAZ identified a need to not only improve the current offerings, but also to promote and maintain the wellbeing of our employees in more structured way. The
COVID-19 pandemic highlighted just how important it was to ensure the total wellbeing of our employees are strongly supported. Therefore, a crossfunctional committee was formed, comprising of employees across various departments and locations, who are all passionate about ensuring health andwellbeing is made an organization-wide priority. The committee created a vision, mission, purpose and strategy.

Olympus Western Seaboard 10,000 Steps Tournament(Olympus Australia & New Zealand)
Due to the COVID-19 pandemic, for most of 2020 the majority of OAZ employees worked from home. This presented both physical and social connection
challenges given most staff members did not spend as much time being active by walking around the office, and from a social perspective were also isolated
from their colleagues. Local COVID-19 restrictions were also in place, meaning many employees were not permitted to do the physical exercises they would
normally do, such as going to the gym. The Health & Wellbeing Committee decided to run a company-wide tournament whereby over a four week period,
teams would aim to walk 10,000 steps per person per day, from Perth to Broome in Western Australia, with the ultimate goal of being the first team to reachthe final destination. This initiative encouraged employees to increase their steps around their home or walk outdoors (which was permitted during COVID-19
lockdowns), in addition to some friendly competition which contributed to positive social connection.

Supporting Government to control COVID-19 spread(Olympus Medical Systems India Private Limited)With COVID-19 spreading through India at a spectacular speed, OMSI provided support to the Haryana state government where Gurgaon is located for theprevention and control of COVID-19. The specific support activities were as follows.
1- Antigen Test Kit
2- Viral Transport Medium Kit
3- 12 numbers of canopy Tent for putting up Covid-19 Testing camps
4- 3 Rental minivan Eeco required for three months (January, February, March 2021) for Covid-19 Samples transportation and Lab Technician pick up anddrop from various Gurgaon Camps

64

Training and Education

Basic Approach

Basic Approach to Human Resource Development
The Olympus Group regards its employees as its most important management resource from a long-term perspective. By treating every employee withrespect, sincerity and empathy, we aspire to become an organization capable of working globally with speed and solidarity in the face of changes in thebusiness environment. To achieve this goal, every employee needs to gain a deep understanding of the principles and values shared by the entire Groupand the skills to conduct business on a global scale, along with leadership and a high level of expertise. We believe it is important to trust in the incentive andenthusiasm shown by our employees and to assign each person to a job that matches their capabilities so that they can apply their own individual skills andcompetences.
For this reason, we have introduced activities to disseminate and energize these principles and values, including organization of a Core Value Week, which
is held simultaneously worldwide, skills training programs held internally in the Global Group and foreign language learning programs for employees who
work in non-English-speaking regions. In addition, the Olympus Global Talent Management System has been introduced for job definitions that require theimplementation of management strategies. We are starting succession planning (planning to train successors for various job functions) for important
positions and working to make effective use of human resources regardless of nationality so that we can maintain our advanced levels of expertise.
Other activities include the establishment of a globally unified leadership competency model, Leadership Academy, to train employees to exercise leadershipand one-on-one support and onboarding programs in an effort to create a corporate culture that enables employees to continue to demonstrate outstanding
performances in their jobs and a study of how to upgrade our human resources development.

Promotion Structure and Systems

Promotional Structure in Human Resources Development
In addition to the human resources development systems that operate in each region, to ensure optimal development of human resources on a global scale,the Olympus Group has improved its coordination between human resources development systems at the global and regional levels by organizing them into
mirror organizations. Coordination among leaders of business and functional organizations has been improved by appointing human resources officers
responsible for business and functional organizations known as HR Business Partners. This scheme is designed not only to assure consistency throughout
our global organization, but also to maximize the efficiency and effectiveness of human resources development measures adapted to conditions specific toeach region and business.
Human resources coordination between global and regional operations has proven effective in bringing greater efficiency to worldwide programs from the
aspects of better multilingual responses, better coordination among existing regional programs and more effective resolution of business and organizational
issues through closer coordination among business and leaders of functional organizations.

Training and Education System
The Olympus Group has started succession planning for important positions under the title "Leaders Developing Leaders," established a global leadershipcompetency model for promising leadership candidates and activities aimed at the exercise of leadership and rendered assistance with skills development.
Additionally, the globally unified skills training program that was started in 2019 is progressing as planned and training for all managerial employees wascompleted in March 2020. We are preparing to further develop the program and establish it as part of our corporate culture.
At present, Olympus and Olympus Medical Science Sales provide learning opportunities for their employees, with several hundred course titles madeavailable each year. They include e-learning programs based on the Olympus College Plus educational management system and group specialized skills
training and compliance training programs. With advances in the online environment in recent years, we are working to develop more effective and efficient
skills development systems. Specifically, we have reduced travel costs by conducting online group training programs, created new internal studios, improved65the program participation rate with on-demand videos for existing programs and improved the learning effect through combining these programs with flipped
learning. By thus consolidating our human resources systems on a global scale, we hope to achieve greater improvements in the training content, learning
effect and participation efficiency.

Manufacturing Technicians Training Program
The Olympus Group regards its manufacturing technicians as an important source of added value.
The manufacturing sites in Japan provide them with functional training through the Manufacturing Technicians Training Program. In the Manufacturing
Technicians Training Program, we classify skills of manufacturing technicians into 6 stages, aiming at a planned level-up. Level 1 to 3 new employees are"general technicians," Level 4 and above are certified as "advanced technicians" with high technical skills. Level 4 employees are referred to as
Manufacturing Advisors (MA), Level 5 as Manufacturing Supervisors (MS), and the highest level 6 as Manufacturing Masters (MM). From new recruits toMMs, we nurture our employees in a planned manner according to their level. As of April 1, 2020, the cumulative number of advanced technicians reached150.
We provide training programs oriented toward certification and programs that allow higher ranking certified technicians to provide assistance to raise themotivation of each employee.
At Olympus Vietnam Co., Ltd., where medical products are manufactured, a certification system for bonding and soldering work has been introduced. This isdesigned to upgrade the training and education programs and contribute to the creation of a global manufacturing system.

Skill level of Manufacturing Technicians Training Program (Manufacturing sites in Japan)

66

Diversity and Equal Opportunity

Basic Approach

Work-Life Integration

Welfare System

Promoting the Advancement of Women

Support for Childcare and Work

Workstyle Reform

Effects of Workstyle Reform

Personnel Evaluation System

Employer Action Plan Based on the Next-Generation Act

Employer Action Plan Based on the Act on the Promotion of Women

Basic Approach
For the Olympus Group, which is propelling its business globally, utilization of diverse human resources has a significant influence in our business. We
believe that maintaining an awareness of the importance of diverse human resources in progressing every aspect of our human resource strategy provides
work satisfaction to each employee.
In addition to the promotion of female workers, which we have been working on over the years, we are building a working environment where people indifferent situations—including people with disabilities or long-term illnesses, nursing caregivers, and those of a sexual minority (LGBT etc.)—can work fully.

The Olympus Group's Approach on the Human Resources Utilization toward Sustainable Growth

Systems and Mechanisms

Work-Life Integration
In 2011, the Olympus Group introduced the concept of Work-Life Integration to help our diverse employees progress their careers regardless of the life
events they are facing. We also implemented a range of activities under this concept among Olympus and its Japan subsidiaries, and are aiming to further
enhance these measures, which we believe can lead to synergetic fulfillment in both work and life. The measures are being implemented under four themes:(1) Promotion of diversity, (2) Nurturing the next generation, (3) Enhancing work productivity and (4) Promoting health (Occupational Safety and Health).

We also started Work-Life Integration training for managers on a regular basis in FY2016 in order to disseminate an understanding of the importance of amanagement approach that will empower a diverse range of human resources. In FY2018, we published a booklet describing our systems concerning WorkLife Integration and case studies, to promote usage of such systems, as well as providing know-how about achieving a good work-life balance.

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Workstyle Reform
Olympus and its Japan subsidiaries embarked on the Business Process Reengineering (BPR) Project in July 2016 to strengthen our business andmanagement foundation and to make best use of our organizational strengths. In 2020, the Human Resources Division established a project to review
working styles to address and control the spread of COVID-19. We developed a basic policy on new working styles at Olympus. We then conducted studies
on our teleworking scheme, policy on commutation allowance, approach to office design, application of IT, etc., in coordination with the IT, security and otherrelevant divisions. We are promoting initiatives on working styles and developing a working environment founded on a self-reliant approach to work, to build
a corporate culture that delivers high performance through the application of advanced specialized skills by each employee and a company that offers asense of fulfillment at work and opportunities for growth.

Effects of Workstyle Reform

Starting in June 2020, we removed the requirements to qualify for our teleworking scheme to enable more employees to participate, expanding its use to all
full-time employees by lifting the restrictions on use of our childcare and nursing care schemes. When all employees started using the scheme for COVID-19
countermeasures from March 2020, because application of the system had been expanding gradually while monitoring any issues, it was implemented
without major confusion. At the same time, we deployed Office 365 as a communication tool in April 2020, earlier than planned. In addition to promoting a
hybrid work scheme combining work in the office and work at home, the teleworking scheme was revised in April 2021. We reviewed the ceiling on thenumber of workdays and working venues of our previous teleworking scheme, making it into a new teleworking scheme.
In addition, we created a work environment that offers versatile working styles and that is not restricted by time or location by introducing paid annual leavethat is granted in units of hours, introducing satellite offices and other measures.
We have also introduced a flextime work system*, which allows employees to decide freely when to start and finish work during core time, to create aworkplace culture that values their initiative, to improve their working efficiency and increase their mental and physical motivation. In June 2020, we revised
our core time to 11:15-13:30, which was shorter than before.
* Employees who are involved in work that requires regular working hours may not be eligible.

Personnel Evaluation System
Olympus and its Japan subsidiaries manage their own goal management and evaluation system, to allow employees to proactively pursue their businessthemes and develop their abilities to grow towards their goals. Employees have regular individual interviews with their line managers to confirm the degree to68which they have achieved their quantitative and qualitative targets and to set goals for the next term.
Repeatedly attending interviews and improving their abilities not only allows employees to make temporary improvements in performance, but also allows
them and their company to pursue mid- to long-term growth.
Furthermore, some senior management are to set and evaluate goals on a global scale to strengthen and promote integrated group management.

Welfare System
The Olympus Group implements welfare systems suited to different countries and regions.
Olympus and its Japan subsidiaries provide employees with a welfare system to share the healthcare, childcare/nursing care and self-enlightenment
expenses they have to pay. Specifically, we give priority to implementing measures to support employees who in need of support for home nursing care,home bathing services, babysitting, childcare facilities and language learning, including employees who are strongly committed to self-development.

Major Welfare System
SystemDescription

Coverage

Pension

Legally designated system

Olympus GroupChildcare leave

Longer than legally specified number of days

Olympus Group

Promotion Structure and Initiatives
At Olympus and its Japan subsidiaries, the Human Resources Division serves as the center for dialogue with employees and the labor union, providing
systems to support an active role for diverse human resources and appropriately drafting and implementing measures. In FY2018, we established a
dedicated organization to reinforce our diversity promotion structure. To further develop a corporate culture and environment in which diversity is valued, weassigned the role of diversity promotion to the departments responsible for organizational development in April 2021. We are committed to continuing
working on this issue.
Diversity and Inclusion in the Americas
Diversity & Inclusion (Olympus Corporation of the Americas)
We conducted a range of activities to promote understanding and support for sexual minorities. Such activities include establishing a dedicated consultation
office, providing seminars to promote awareness, hosting an LGBT Week (an awareness-raising campaign through e-learning and videos) and establishing a
voluntary group called "LGBT ALLY." As a result of such efforts, we received the Silver rating under the PRIDE Index 2021, a Japanese index to evaluate a
corporation’s performance in LGBTQ inclusion.

Promoting the Advancement of Women
Olympus adopts gender equality in employment opportunities, employee promotions, and salary increases. We also actively appoint highly skilled and ethicalpeople to appropriate positions. The advancement of women is in progress. At Olympus, as of the end of April 2021, 75 women were in managerial positions
and the female candidates for managerial positions increased to 252. As well as establishing these welfare systems that support career progression
irrespective of different major life events, we are also actively promoting the usage of such systems by publishing and distributing the leaflet concerningbalancing work and child/elderly caring. We also hold related workshops in each department.
In FY2020, we have established a new common employer action plan based on the Act on Promotion of Women’s Participation and Advancement in the
Workplace. Because measures implemented under the action plan established in 2016 were found to be effective in improving the empowerment of women,
the 2019 plan strengthened measures aimed at further career advancement for women to promote this empowerment, while maintaining the basic
framework for the plan’s goals. We will continue Work-Life Integration (WLI) training for managers to learn a management approach that will empower adiverse range of human resources, and training of managerial candidates to encourage the appointment of female managers, a mentoring system for female
workers, and post-childcare training for early return to work.
In FY2021, we created online networking opportunities for employees on childcare leave to communicate with each other.
Since April 2020, we started a special leave scheme through which employees can continue working while receiving treatment for cancer, long-term

69

illnesses, fertility, etc. to optimize their work-life integration (WLI).
In March 2021, we held an internal event on International Women’s Day. The event was opened with a message from the President and followed by an
online town hall meeting presented by the CAO and the HR Executive Officer, lectures by external experts and role models from within our Companies. The
event succeeded in promoting a culture that embraces diverse human resources.
We support the career development of women by taking the "feed forward" approach through which we offer opportunities to plan goals and work tasks inadvance of assumed future life events.

Concept of Feedforward

Employer Action Plan Based on the Next-Generation Act
Olympus has formulated a general business operator action plan based on the Act on Advancement of Measures to Support Raising Next- Generation
Children (Next-Generation Act). We revised the Plan in April 2021.
We are building a working environment that supports employees’ child caring by expanding eligibility for the work-at-home system to all full-time employees
and establishing childcare facilities in our business sites. Our nursery established in Shirakawa Facility in September 2018 was the first of its kind built in a
production site in Japan. In June 2020, we built another nursery in Hachioji Facility, in which the highest number of our employees are working. In this way,
we proactively provide work-life integration support to enable our employees to fulfill both work and child caring commitments.
We also offer the same type of support to working parents in subsidiaries outside Japan, such as through the Olympus America Child Care Center inPennsylvania, U.S.
Fukushima Prefecture in Japan hosts the Ikuboss Declaration program, to which companies can register themselves to encourage their managers to pay
attention to the work-life balance of their staff members. Aizu Olympus and Shirakawa Olympus, both located in the prefecture, are registered with theprogram.
* Ikuboss refers to a manager who considers their staff members' work-life balance and provides the necessary support, playing the role as a model work-life balancer while at thesame time generating successful business results in the organization.

General Business Operator Action Plan Based on the Act on Advancement of Measures to Support Raising Next-Generation Children (Only in Japanese)

Support for Childcare and WorkAt Olympus, employees can take maternity and childcare leave and nursing care leave (by the day and hour) and be exempt from overtime work as laid
down by the law. Shorter working hours also apply to employees with a child older than three years, which is for longer than the law specifies. A lump-sum
allowance for childbirth is provided by the Health Insurance Association for female employees who give birth and male employees whose spouses give birthand who are dependents on their health insurance.
We are working to support the balance between work and child care in the following ways.

KuruminOf the companies that formulate action plans under the Act on Advancement of Measures to Support Raising Next-Generation Children (Next-Generation
Act), those that achieve the targets specified in those action plans and meet certain standards may apply to be recognized as companies that support theraising of children and receive Kurumin certification from the Minister of Health, Labour and Welfare.
To date, Olympus and its Japan subsidiaries has developed action plans to implement the Act on Advancement of Measures to Support Raising Next-

70

Generation Children. Olympus obtained Kurumin certification in 2016 and 2019 from the Minister of Health, Labour andWelfare. Olympus Terumo Biomaterials Corporation got Kurumin certification in 2018, and Olympus Medical Science Sales got
it in 2020.

Eruboshi
Of the companies that formulate action plans under the Act on the Promotion and Advancement of Women, those that
achieve the targets specified in those action plans and meet certain standards may apply to be recognized as goodcompanies that implement measures for promotion and advancement of women and receive Eruboshi certification from the
Minister of Health, Labour and Welfare.
In 2019, Olympus received Eruboshi certification at the highest grade 3 from the Minister of Health, Labour and Welfare.

Employer Action Plan Based on the Act on the Promotion of Women
Olympus and its Japan subsidiaries have formulated a general business operator action plan based on the Act on the Promotion of Women's Participation
and Advancement in the Workplace (Act on the Promotion and Advancement of Women), which was adopted in August 2015.
The number of female managers is increasing thanks to the expanding a mentor program for female workers and continuing provision of training programs todevelop female leaders. To date, our efforts to promote women include introducing nurseries in the Shirakawa and Hachioji Facilities, expansion of the scope
for teleworking and shorter working hours for childcare, and the introduction of a special leave scheme in April 2020 for long-term medical treatment,
including fertility treatment. Implementation of the work-life balance systems are also steadily progressing through the creation of a database to exchange
company information to retain their career connections while on childcare leave and so on.
The female employment rate is also increasing by focusing on women candidates in our recruitment campaigns and by holding job fair presentations for
women candidates.
General Business Operator Action Plan Based on the Act on the Promotion and Advancement of Women (Only in Japanese)71

Contributing to Medical Development

Physician Training in Developing Countries

Olympus endoscopes for diagnosis and treatment are contributing to the health and well-beingof people in regions such as developing countries in Asia, where cancer and other lifestylediseases due to rapid economic growth are raising the need for urgent measures.
Olympus is demonstrating its corporate citizenship activities by working with Japaneseinternational-cooperation organizations and academic societies to help train doctors inendoscopy and related medical technologies and services from Japan.
Olympus-supported training in Thailand, Indonesia, Vietnam and other countries is raising
health standards and contributing to healthier and more fulfilling lives.

72

Contributing to Medical Development

Participating in the Medical Industry Organizations

As a global medtech company, Olympus participates in medical industry groups in each country and region and contributes to the development of the
medical industry. Membership fees are set for each group according to the company size and the business scale.

Membership fee payment
Name of the organization
FY2019FY2020

FY2021

Medical Excellence JAPAN

¥1,500,000¥1,500,000¥1,500,000

Advanced Medical Technology Association (AdvaMed)

US$566,595

US$591,440

US$590,262

Medical Alley Association

US$7,500

US$7,500

US$8,000

Medtech Europe

134,354 €

119,533 €122,000 €The Asia Pacific Medical Technology Association (APACMed)

US$40,000

US$50,000

US$50,000

Japan Electronics and Information Technology Industries Association¥9,396,000¥8,004,960¥9,694,300

Japan Medical-Optical Equipment Industrial Association¥3,575,550¥3,575,550¥3,650,350

Medical Technology Association of Japan¥1,200,000¥1,200,000¥1,700,000

Japan Association for the Advancement of Medical Equipment¥444,000¥444,000¥444,000

Japan Association of Medical Devices Industries¥400,000¥400,000¥410,000

The Japan Federation of Medical Devices Associations¥300,000¥300,000¥300,000*Total delivery from company-wide73

Social Impact Assessment (Cancer Awareness)

Olympus group global cancer awareness activity
As a leading global medical technology company with key products in the field of gastric and colorectal cancer screening, detection and treatment, theOlympus Group bears a great social responsibility. It takes more than our innovative products to fulfill our Purpose to make people's lives healthier and more
fulfilling.
At the Olympus Group, we address relevant social issues by promoting impactful cancer awareness activities that generate outcomes for beneficiaries suchas public citizen like potential cancer patient and nonprofit partners on a global scale.
We, the Olympus Group, also conduct internal awareness campaigns for employees.
Accordingly, our cancer awareness activities contribute to a positive social change in the area of healthcare with the aim of improving the awareness andknowledge of prevention and early detection of cancer amongst our communities and employees.
In addition to raising awareness about cancer, we also focus on wellness activities that comfort cancer patients and their families during the healing process.

Introduction of logic model (Cancer Awareness)
The Olympus Group Cancer Awareness activity is implemented in accordance with the following logic model, which would give the maximum benefits tostakeholders.
Introduction of logic model (Cancer Awareness) (PDF: 586.4KB)

FY2021 result
The Olympus Group conducted following activities in FY2021, under the newly developing situations by COVID-19, which restricted its capacity andopportunity world widely.

RegionCancer Awareness

Youth Education

Japan

3

5

Americas

8

1

EMEA

4

-

China

2

2

Korea

7

-

Japan

Americas

EMEA (Europe, Middle East & Africa)

China

Australia & New Zealand

Korea

74

JapanPromoting cancer awareness activities to improve the rate of gastric and colorectal
cancer screenings in collaboration with health administration and NPOs
The Olympus Group supports the improvement of the rate of gastric cancer screening and colorectal cancer screening to reduce the number of people wholose their lives from cancer by early detection and treatment of cancer. Our goal is to have many citizens have the right knowledge of cancer, get many
people to check for cancer on a regular basis for early detection and treatment of cancer, and have people with suspected cancer have a detailed cancer
examination. In Japan, public health care administrations conduct public cancer screening for citizens. We enclose a leaflet prepared by the Olympus Groupto educate the public about endoscopic examinations, when the medical administrations send a guidance on cancer screening to citizens. To raiseawareness of colorectal cancer screening, we support activities conducted by the Brave Circle Steering Committee, an NPO, and sponsor the Colorectal
Cancer Awareness Campaign. To understand why the general public receives cancer screening and detailed examinations, and why they do not, we conduct
an awareness survey throughout Japan. The cancer prevention awareness website "Onaka-Kenko.com" is used to educate people about the importance ofearly detection and treatment of cancer. By publishing the results of the analysis of the survey, we are implementing initiatives to make them useful to people
involved in cancer countermeasures.

Colon Cave

Endoscope Hands-on

75

Americas

Promoting colorectal cancer awareness activities across the Americas
Olympus Corporation of the Americas (OCA) implements activities during National Colorectal Cancer Awareness Month in March and throughout the yearthat are dedicated to raising awareness internally and externally about colorectal cancer and the Olympus Group's commitment to prevention detection andtreatment. Our goal is for employees to understand the Olympus Group's role in combating colorectal cancer and drive awareness amongst the public tounderstand the importance of early detection and know the national recommended screening age. We are dedicated to raising awareness about colorectal
cancer and promoting prevention, detection, and treatment. We provide our employees and the public with education about preventative measures,
diagnostic screenings, and life-saving procedures. Through key partnerships, we support organizations that are on the frontline of combating colorectal
cancer and providing access to underserved communities. Our objectives consist of three impact goals; reduce the number of colorectal cancer deaths, raise
general awareness about colorectal cancer and screening and increase employee engagement in support of this cause.

Dress in Blue

TdT Group 2019

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EMEA (Europe, Middle East & Africa)

Colorectal cancer prevention initiatives
Within the EMEA region, the Olympus Group supports various initiatives to raise awareness about colorectal cancer prevention.
By doing so, the purpose of our initiatives are to raise awareness and draw attention to the importance of information and knowledge on screening and early
detection amongst employees. Therefore, OEKG (Olympus Europe SE & Co. KG) regularly provides educational communication and activities for employees
as well as invites external keynote speakers to inform and empower employees to actively take care about their own prevention measures. In addition, weoffer direct prevention measures to employees as part of our ongoing stool test campaign.
Within our activities we strive for maximal impact for beneficiaries and the society, which is why we cooperate, and support selected Non-Profit-Organizations
in order to make a meaningful and effective contribution to beneficiaries, such as young patients affected and suffering by cancer.

Leaflet for employees

Leaflet for employees

77ChinaStomach Care Month -- the cancer awareness project in China
The purpose of the project is to raise the public awareness of early gastrointestinal cancer screening, and to increase the endoscopy rate in China.
The Stomach Care Month campaign was started in 2010 and held from November to January, annually. We have carried out various activities to promote theknowledge of early gastrointestinal cancer prevention and treatment to the public and reduce their fear of endoscopy. Activities include lectures (online andoffline), roadshow, media promotion, materials, etc.
Those activities intend to provide knowledge and information to people. To make them understand the importance of early cancer screening and let them gofor endoscopy actually.
The target groups we want to promote are divided as internal and external: employees and the public. Different approaches are adopted to reach the internaland external outcomes.

Launching event

Educational video78

Australia & New Zealand

Various cancer awareness activities
OAZ (Olympus Australia Pty Ltd. and Olympus New Zealand Limited) has undertaken several varying activities in an effort to raise awareness pertaining tocancer. By partnering with established NGOs including not-for-profit organizations, OAZ has four key initiatives.
The first is to increase community awareness. The second initiative is to provide aid - financially or equipment to aid NGO's campaigns. The third is toprovide professional education opportunities to developing countries by supporting with the Australia & New Zealand Gastroenterology International Training
Association (ANZGITA ). And the last one is to create public education opportunities.
By partaking in these activities, OAZ hopes that there will be three broader outcomes:
1. An increase in Cancer Recognition
2. Improved interaction with local communities
3. Improvement in patient care in developing countries
We feel that these outcomes will naturally lead to future positive impacts in our greater community.

Evelyn's Morning Tea

Operation Ouch 2020

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KoreaRunning the 'going on' campaign to support cancer patients
Despite the increase of the cancer survival rate (70.4%, domestic cancer survival rate) with an early cancer screening and development of treatment
technology, our society has not yet embraced cancer patients and survivors. OKR (Olympus Korea Co. Ltd.) developed and runs the ‘Going-on' campaign
which is designed to support their successful return to society. The campaign name implies that their beautiful lives will continue even after cancer diagnosis.
There are several programs to support cancer survivors in the ‘Going-on' campaign.
For example, ‘Going-on Studio' is a video content training program which is conducted for cancer patients, provides educational opportunity to learn video
planning, filming and editing skills.
‘OLYM# Concert' is a special concert to improve emotional stability and quality of life of cancer survivors and their families by providing opportunities forenjoying culture and arts.
‘Going-on' campaign consists of many other programs, such as ‘Going-on Talk', ‘Going-on Harmony', ‘Going-on Diary' and ‘Going-on Walk', which is an
employee participation program.
The purpose of the ‘Going-on' campaign is to improve the mental health and quality of life of cancer survivors through meaningful CSR activities. As time
progresses, we will look to implement additional programs to further support those diagnosed with cancer.

Going-on Studio

Going-on YouTube

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Corporate Philosophy

All of our activities are based on our corporate philosophy, which consists of Our Purpose and Our Core Values.

Our Purpose
Making people's lives healthier, safer and more fulfilling
Supporting cutting-edge medical procedures and scientific discoveries. Helping make people feel safer and more secure. Through our business activities, we
aim to contribute to global society by making these things happen. This is the purpose of our existence.

Our Core Values
Integrity, Empathy, Long-term View, Agility, and Unity
These values are shared among all global Olympus employees and are reflected in everything we do at Olympus. They are the very values that will let us
realize Our Purpose.

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Framework of Corporate Philosophy

The Olympus Group specifies the Basic Management Policies within the Framework of Corporate Philosophy, positioning its Corporate Philosophy at the top.
The concrete guidelines for business execution are then compiled into two structures: Planning and Global Rules.

Related link
Corporate Philosophy
Corporate Strategy
Olympus Global Code of Conduct
Basic Policy on Corporate Governance (PDF: 82.8KB)
Basic Policy on the Internal Control System

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Corporate Governance

Basic Policy for Corporate

Corporate GovernanceCorporate Governance

Governance (PDF: 82.8KB)

Report (As of June 24, 2021)

Structure

The Olympus Group has created the(PDF: 1.4MB)

Find out our Corporate Governancebasic policy for Corporate Governance

The Olympus Group submits a

Structure to ensure sound management

based on the principals of Japan's

compilation of our corporate

including the makeup of the board andCorporate Governance Code.

governance situation the "Corporate

the roles of outside directors

Governance Report" to the Tokyo Stock
Exchange.

Board of Directors

Internal Control System

Olympus Group Tax Policy

Find out the reasons for appointments

Read our basic policy for internal

Find out our Group Tax Policy based onof outside directors, as well as thecontrols which enhances effectivenessthe principles of how Olympus people

efforts to ensure robust audit andand efficiency of operations and theare expected to operate with respect tosupervisory functions and the overview

reliability of financial reporting by thetax matters.

of the results of the evaluation of thecompany and its subsidiaries.

Board Effectiveness.

83This document has been translated from the Japanese original (as submitted to the Tokyo Stock Exchange) for reference purposes only.
Olympus Corporation assumes no responsibility for direct, indirect or any other forms of damages caused by misunderstanding from the translation.

CORPORATE GOVERNANCE REPORTOLYMPUS CORPORATION

Last updated: June 24, 2021

Olympus Corporation

Director, Representative Executive Officer, President and CEO, Yasuo Takeuchi
Contact for inquiries: Investor Relations, Vice President, Takaaki Sakurai
Securities Code: 7733
https://www.olympus-global.com/

The status of corporate governance of the Company is as set out below.

I

Basic concepts of corporate governance, capital structure, corporate attributes, and otherbasic information

1. Basic concepts
The Company has formulated basic concepts and policies concerning corporate governance in the “Basic Policy on Corporate
Governance” set forth below.
[Basic Policy on Corporate Governance]
Our Corporate Philosophy
All our activities are based on our Corporate Philosophy, “Making people’s lives healthier, safer and more fulfilling.” Following thisphilosophy, we aim to improve our company’s continuous development and mid- and long-term corporate value for all stakeholders,
including shareholders.
Basic Concepts Regarding Corporate Governance
Based on our fiduciary responsibility to shareholders and our responsibility to stakeholders including clients, employees and local
communities, etc. as well as the above Corporate Philosophy, our company has implemented basically the principles of the Corporate
Governance Code and developed this policy with the aim of realizing effective corporate governance.
1. Securing Shareholders’ Rights and Equality(1) Our company respects shareholders’ rights and secures their substantial equality.
(2) Our company takes appropriate steps to improve the environment pertaining to the exercise of rights at the general meetingof shareholders.
(3) If it is judged that listed shares will contribute to the improvement of our group’s corporate value in the mid- to long-term,
then, upon verifying the economic rationality and the future prospects for the mid- to long-term, our company will hold the listed
shares. Every year, the Board of Directors will verify the suitability of ownership considering comprehensively the purpose ofholding, the benefits associated with holding and the risks, and gradually reduce shares that we judged not to be suitable forpossession. In order to exercise shareholders’ rights regarding policy shareholdings, our company will exercise its voting rights
on all agenda items, and from the viewpoint of improving the mid- to long-term corporate value of an enterprise issuing suchshares, will consider said enterprise’s financial condition and decide appropriately about whether to approve or disapprove eachagenda item.
(4) In the case of conducting related party transactions, our company and its subsidiaries are required to obtain the approval of
the Board of Directors of each company in accordance with the “Job Authority Rules” and any other related rules. Its subsidiaries
are required to report to our company after obtaining approval from the regional headquarters.
2. Cooperation with Stakeholders other than Shareholders
Under our Corporate Philosophy, “Making people’s lives healthier, safer and more fulfilling.” our company endeavors to cooperate
as appropriate with various stakeholders including employees, clients, business connections, creditors and local communities.
Our company will present its values regarding appropriate cooperation with stakeholders, respect for their interests, and ethics forsound business activities, and stipulate and implement a code of conduct to be complied with by such members. Specifically, we
have formulated the “Corporate Philosophy” , “Our Behaviors” and the “Olympus Global Code of Conduct” as a code of conduct
for all groups, and have widely disseminated them among all officers and employees who belong to our company groups.
As a supervisor responsible for compliance-related matters, we have appointed a Chief Compliance Officer (CCO). Furthermore,
we have established a global contact desk which can be available 24 hours a day in multiple languages for any employees andexternal stakeholders in addition to local internal compliance-related reporting system in each region, We reports the status of
use thereof to the Audit Committee regularly and to the Board of Directors as necessary.

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3. Complete Information Disclosure and Secured Transparency
Under the basic concept for all corporate activities, our Corporate Philosophy, “Making people’s lives healthier, safer and more
fulfilling,” our company will disclose corporate information, such as management policy, financial condition, status of businessactivities and CSR activities in a fair, timely, appropriate and active manner for the purpose of obtaining all stakeholders’ correctunderstanding and trust.
4. Responsibility of the Board of Directors, etc.
(1) Role of the Board of Directors
The Board of Directors determines basic management policy, matters related to the internal control system, and other importantmatters, and supervises directors and executive officers, in the execution of their duties.
(2) Qualification of Directors
Having high ethical standards as well as the experience, knowledge and ability required to create mid- to long-term corporate
value, our directors spend a sufficient amount of time for the Board of Directors in order to fulfill their own obligations andresponsibilities.
(3) Diversity of the Board of Directors
Our company considers the diversity of the composition of the Board of Directors in terms of experience, knowledge and ability,
etc. regardless of nationality, race, and gender.
(4) Scale of the Board of Directors
Based on our group’s scale and business lines, we maintain an appropriate number of members, 15 or fewer persons, as stipulated
in the Articles of Incorporation, in order to effectively and efficiently exercise the functions of the Board of Directors.
(5) Independent Outside Director
From the viewpoint of increasing the supervisory functions of the Board of Directors, more than half of the directors are
independent outside directors. The independence standards are set forth by the Nominating Committee.
(6) Chairman of the Board of Directors
For the purpose of securing the separation of executive and supervisory function, an independent outside director serves as thechairman of the Board of Directors.
(7) Committees for Nomination, Compensation and Audit
The Board of Directors shall set up a Nominating Committee, Compensation Committee and Audit Committee.
[Nominating Committee]•
The Nominating Committee shall deliberate matters related to human resources at the director and executive officer level,and shall determine the content of proposals submitted to the general meeting of shareholders in relation to the appointment anddismissal of directors.
•
The Nominating Committee consists of three or more committee members selected from among the directors by the Boardof Directors, and independent outside directors constitute the absolute majority thereof. An independent outside director serves
as the chairman.
[Compensation Committee]•
The Compensation Committee shall deliberate matters related to compensation of directors and executive officers, andprescribe policy in relation to determining the details of compensation, etc. for individuals, and in accordance with the policy,
determine the contents of compensation, etc. for individuals.
•
The Compensation Committee consists of three or more committee members selected from among the directors by the Boardof Directors, and independent outside directors constitute the absolute majority thereof. An independent outside director serves
as the chairman.
[Audit Committee]•
The Audit Committee shall carry out the following duties.
1) Auditing the execution of duties by executive officers and directors, and creating audit reports
2) Determining the content of proposals relating to the appointment, dismissal and non-reappointment of accounting auditors
3) Other duties prescribed by law or by the Articles of Incorporation, and other matters recognized as necessary by the Audit
Committee•
The Audit Committee shall consist of at least three individuals selected from among the directors by the Board of Directors,of whom more than half shall be independent outside directors. The chairman of the committee shall be an independent outside
director. Moreover, at least one member shall be an individual who possesses extensive knowledge related to financial andaccounting.
(8) Appointment Process of the Directors
The Nominating Committee shall deliberate director candidates while making reference to the selection criteria, hold interviews,
and determine the content of proposals submitted to the general meeting of shareholders in relation to the appointment anddismissal of directors.

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(9) Fostering and Deciding the CEO’s Successor
The Nominating Committee establishes a succession plan for the CEO, and reviews it periodically.
As for determining the successor, the Nominating Committee discusses whether the candidates, including outside candidates,
have qualifications that are suitable for the President, and provides opinions and advice to the Board of Directors. Thereafter, thesuccessor is decided by the Board of Directors.
(10) Compensation System
Regarding officers’ compensation (directors and executive officers), the basic policy is to provide compensation that is suited totheir duties, and to increase the awareness among the officers in order to: “Meet expectations of various stakeholders including
shareholders by aiming to maximize corporate values.” Based on said policy, the Compensation Committee focuses onappropriately setting the compensation ratio linked to short and mid- and long-term performance, and decides officers’
compensation.
(11) Management of the Board of Directors Meeting
For the purpose of deciding on important matters and supervising business operations, agenda items for, time of, and the frequencyof holding the Board of Directors meeting are set in order to facilitate necessary and sufficient discussion. In order to facilitate
constructive discussions and the exchange of opinions at the Board of Directors meeting, materials are previously sent regarding
matters to be discussed and matters to be reported at the Board of Directors meeting in consideration of the time required for theattendees to prepare for the Board of Directors meeting. Moreover, the Board of Directors meeting schedule and expected agenda
items are prepared in advance.
(12) Assembly for Outside Directors Only
Aiming at information exchange and knowledge sharing, our company will hold an assembly for only outside directors as needed.
(13) Evaluation of the Board of Directors Meeting
Every year, the effectiveness of the Board of Directors is analyzed and evaluated including a third party’s perspectives, and an
overview of the evaluation result is released.
(14) Information Acquisition and Support System• Our company endeavors to actively provide the directors with information helpful for effectively fulfilling their roles and duties.
• The outside directors of the Company may, whenever deemed necessary or appropriate, request an explanation or report frominternal directors, executive officers or employees, or request the submission of internal materials.
• Our company shall set up an office provided with suitable personnel, etc., so that the Nominating Committee, Compensation
Committee, Audit Committee and any other committees can execute their duties appropriately.
(15) Improvement through Study of the Directors
The directors endeavor to improve themselves including by acquiring and updating, etc. their knowledge in order to fulfill theirroles and duties. Our company provides newly-appointed outside directors with various programs for acquiring knowledge
concerning our company, including tours to our company’ business office and factory, as well as study groups on our business,etc.
5. Interaction with Shareholders
For the purpose of our company’s continuous development and improvement of mid- to long-term corporate value, the Board of
Directors have stipulated and announced the Policy for Improving the System and Initiatives for Promoting Constructive
Interactions with Shareholders.
Policy for Improving the System and Initiatives for Promoting Constructive Interactions with Shareholders
1) Basic Policy
For the purpose of our company’s continuous development and improvement of mid- to long-term corporate value, our company,
centering on the CEO and the CFO, actively conducts constructive interactions with shareholders. The IR function assists suchinitiatives through internal information exchange and improving the system for providing shareholders’ opinions as feedback, etc.
to the upper management team.
2)

Policy for Interactions by the CEO and CFO

The President and the financial officer play a central role in conducting overall interactions with shareholders toward therealization of constructive interactions. Specifically, the CEO and the CFO will proactively establish opportunities for directinteractions with shareholders by conducting the following in addition to individual interviews with shareholders: briefing
sessions for every quarterly settlement, small meetings, telephone conferences with overseas investors, domestic and internationalroad shows on a regular basis, and participation in conferences held by securities firms, etc.

3) Policy for IR Activities by the IR Function
By putting the IR function in charge of IR activities, our company actively implements IR activities toward solid interactions withshareholders. Specifically, in addition to conducting individual interviews at any time as requested by shareholders, our company
will regularly implement IR events, such as briefing sessions for individual investors and facility tours. Moreover, we will actively
provide information to shareholders through the website, integrated reports, business reports for shareholders and the Convocationof the General Meeting of Shareholders, etc.

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4)Policy for Internal Information Exchange by the IR Function
The IR function, as needed, exchanges information with the Corporate Strategy and Planning, Internal Control, the Treasury, the
Accounting, and the Legal Affairs functions etc. on a daily basis, and establishes a project team if necessary, in order to build acoordinated collaboration system. Moreover, the IR function reports shareholders’ opinions and concerns obtained frominteractions with shareholders centering on institutional investors at the Group Executive Committee as well as the Board of
Directors meeting, if necessary. Thereafter, the contents of such opinions and concerns will be discussed.
5) Policy for Insider Information Management when Interacting with Shareholders
In accordance with the “Regulations for Insider Trading Prevention,” insider information is strictly managed. When interactingwith shareholders, the IR function issues a reminder to the person in charge of the interaction, thereby preventing the divulgenceof insider information.
6) Revision and Abolition of this Policy
Revision and abolition of this Policy shall be subject to a resolution of the Board of Directors.

[Disclosure based on the principles of the Corporate Governance Code]Updated[Principle 1-4 Policy shareholdings]• In line with the Company’s “Basic Policy on Corporate Governance,” the Board of Directors specifically gives comprehensive
consideration to the benefits and risks of its holdings, verifying the necessity of holdings for each individual issue, and sells shares
which are not reasonable to hold. As of the end of March 2016 the Company held 64 issues worth 68 billion yen. This was reduced
to 57 issues worth 27.9 billion yen at the end of March 2017, 48 issues worth 26.9 billion yen by the end of March 2018, 37 issues
worth 18.9 billion yen at the end of March 2019, 29 issues worth 14.5 billion yen at the end of March 2020 and further decreased to
18 issues worth 10.4 billion yen at the end of March 2021.
• Details of shares held by the Company have been disclosed in annual securities reports, for your reference.
Annual Securities Report For the Fiscal Year Ended March 31, 2021 (from April 1, 2020 to March 31, 2021)
https://www.olympus.co.jp/ir/data/pdf/annual153PA.pdf• If a company that holds the Company’s shares as policy shareholdings other than pure investment makes an offer to sell, etc., thesale cannot be prohibited.
• The Company’s policy regarding possession of listed shares as a policy measure and the criteria for exercise of voting rights forsuch policy shareholdings is stated in 1.-(3) of the “Basic Policy on Corporate Governance,” for your reference.
[Principle 1-7 Related party transactions]
Information concerning the framework of procedures when the Company and the Company’s subsidiaries conduct transactions withrelated parties is stated in 1.-(4) of the “Basic Policy on Corporate Governance,” for your reference.
[Principle 2-6 Exercising the functions of corporate pension asset owners]
Regarding the corporate pension fund of the Company, the Asset Management Committee, which is charged with deliberations andproposals concerning the investment management of pension assets, submits proposal to various conference bodies, such as theGoverning Board and the Representatives Committee, where proposals are deliberated upon and after verification of theappropriateness thereof executed by the Olympus corporate pension fund.
The Olympus corporate pension fund is subject to investment trust and pension insurance arrangements in accordance with policies
and portfolios approved by the Asset Management Committee and the Representatives Committee. The actual fund management is
mandated to a financial institution, with the investment status including stewardship activities being subject to quarterly monitoringin regular operations briefing sessions. The Asset Management Committee and the Representatives Committee consist of persons
from the fields of human resources, accounting, and finance who have specialist expertise in the subject functions, as well as
employee representatives, forming a framework capable of verifying the sound operations of the pension funds from the perspectivesof professional expertise and beneficiary protection.
[Principle 3-1 Complete information disclosure]
In addition to appropriate disclosure based on laws and regulations, the Company voluntarily disseminates the following informationin order to ensure transparency and fairness in decision-making and to realize effective corporate governance.
(1) Corporate Philosophy and Corporate Strategy• Corporate Philosophy
Employing the concept of responding to fundamental requests for health, safety and fulfillment from people around the world andsociety and widely contributing to society through its business activities as “Meaning of our existence,” its Corporate Philosophy,
the Group restates the concept as “Making people’s lives healthier, safer and more fulfilling,” and all its activities are based on thisphilosophy.
• Corporate Strategy
As announced in January 2019, aiming to develop itself as a truly global medtech company while reaching a milestone of thecentennial anniversary of the foundation, the Company developed a transformation plan “Transform Olympus,” and has striven to
establish a foundation that ensures sustainable growth of the Group as a truly global medtech company by carrying out activities
such as 1. establishing centralized global group management, 2. globally integrating human resources management, 3. optimizing
and simplifying medical device business “Transform Medical,” 4. diversifying the Board of Directors, and 5. migrating to acompany with Nominating Committee, etc. In November 2019, the Company also developed a medium- to long-term Corporate
Strategy as the first step of developing itself as a truly global medtech company and for the purposes of fostering a more competitive
corporate culture that encourages high performance and creating value for customers under the Company’s Corporate Philosophy

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“Making people’s lives healthier, safer and more fulfilling.”
The Company’s strategic aspiration in this Corporate Strategy is to “become a globally-leading medtech company contributing topeople’s health around the world through innovative value that benefits customers, such as patients and healthcare professionals,
medical institutions and the medical economy,” and the Company has stipulated the core components for business growth andenhanced profitability as follows.
1. Selection of and concentration on the corporate portfolio, 2. Strengthening our overwhelming position in Endoscopic Solutions
Business, 3. Focus and scale the Therapeutic Solutions Business, 4. Leading the next-generation minimally invasive surgery market• The Company’s Corporate Philosophy and Corporate Strategy are published on the Company’s website and in integrated reports
available for reference.
(2) Basic concepts concerning corporate governance of the Company• As set out in the above section 1 “Basic concepts,” based on the respective principles of the Corporate Governance Code, theCompany has formulated as its “Basic Policy on Corporate Governance” basic concepts and basic policies concerning corporate
governance, which are available for reference.
(3) Compensation of directors and executive officers• At the Company, the compensation of directors is determined by the Compensation Committee, which is chaired by an independent
outside director and whose members consist in the majority of independent outside directors. The Compensation Committee holds
deliberations on the linkage with short-term and medium-term business results in relation to the performance-linked compensation
element, including the composition of bonuses and compensation in stocks, and conducts reviews each time the Corporate Strategy
is rolled forward.
The compensations of senior management members (meaning executive officers concurrently serving as directors; the same applies
in the following.) are as stated above.
(4) Election of directors and executive officers• At the Company, proposals for director candidate elections and dismissals are determined by the Nominating Committee, which ischaired by an independent outside director and whose members consist in the majority of independent outside directors, after it isdiscussed whether the candidate has experience, insight, etc. appropriate for directors. In addition, elections of executive corporate
officers are determined by the Board of Directors after the Nominating Committee discusses whether the candidate has experience,
insight, etc. appropriate for executive officers and develops proposals for elections. Elections of senior corporate officers are
determined through interviews attended by the president and outside directors of the Nominating Committee.
(5) The reasons for the election of each director• The reasons for the election of each director and skill matrix are described in the reference documentation to proposals for theelection of directors, which is part of the convocation notice of the general meeting of shareholders and this report (II. Business
management organization and other corporate governance structures related to business decisions, execution, and supervision, 1.
Matters pertaining to organ structure and organization management, etc. and Directors Skills Matrix).
Notice Regarding the Convocation of the General Meeting of Shareholders For the Fiscal Year Ended March 31, 2021 (from
April 1, 2020 to March 31, 2021)
https://www.olympus-global.com/ir/stock/pdf/meeting153p_02.pdf[Supplementary principle 4-1-1 Scope of delegation to the management team]
Based on the Company’s policy of segregation of business execution and supervision, matters to be referred to the Board of Directors
are set forth in the Board of Directors Regulations and the Standards for Referrals and Reports to the Board of Directors, respectively
determined by the Board of Directors. These matters consist of basic policies of management, including statutory matters and mattersset out in the Articles of Incorporation, etc., as well as important matters related to management, such as the Corporate Strategy. The
management board executes business operations in accordance with the basic management policies and the Corporate Strategy
determined by the Board of Directors.
[Principle 4-9 Qualifications and standards for independent judgments by independent outside directors]
The Board of Directors determines criteria for ensuring the independence of independent outside directors, which are detailed in thisreport, section II. 1. “Matters pertaining to organ structure and organization management, etc.,” sub-section “Independent officers.”
The Nominating Committee, which consists in the majority of independent outside directors, assesses the independence of candidates,
thereby ensuring practical effectiveness, and at the same time verifies that the selected candidates can be expected to contribute to
the Board of Directors.
[Supplementary principle 4-11-1 Balance, diversity and scale for the Board of Directors, and policies and procedures for election of
the Directors]
Balance and diversity for the Board of Directors, and policies and procedures for election of the Directors are stated in the section
on “Basic Policy on Corporate Governance,” sub-section “4. Responsibility of the Board of Directors, etc.”
As for the current composition, of 11 directors, eight are independent outside directors. In addition, of 11 directors, three have a
citizenship other than Japanese nationality, and one is female. With multiple human resources equipped with abundant experienceand insight in corporate management, finance and international business deployment, the board has a composition with consideration
for internationality and gender as well.
[Supplementary principle 4-11-2 Situation of concurrent posts for directors and audit & supervisory board members]
Directors’ status as concurrently serving officers of other listed companies is disclosed annually as reference document to the notices
regarding the convocation of the general meeting of shareholders, in business reports and in annual securities reports.
Notice Regarding the Convocation of the General Meeting of Shareholders For the Fiscal Year Ended March 31, 2021 (from
April 1, 2020 to March 31, 2021)
https://www.olympus-global.com/ir/stock/pdf/meeting153p_02.pdf

88Annual Securities Report For the Fiscal Year Ended March 31, 2021 (from April 1, 2020 to March 31, 2021)
https://www.olympus.co.jp/ir/data/pdf/annual153PA.pdf[Supplementary principle 4-11-3 Self-evaluation for the Board of Directors]
At the Board of Directors of the Company, an analysis and evaluation of the effectiveness of the Board of Directors overall is annuallyconducted, including from a third-party perspective. Since 2015, the Company has continuously implemented evaluations, primarily
with self-evaluations through a questionnaire, and is sharing problems and promoting improvement to enhance effectiveness. Afterthe transition to a company with Nominating Committee, etc. in 2019, the Company has understood matters for improvement, etc.
to further increase the effectiveness of the Board of Directors and individual committees (Nominating Committee, Compensation
Committee, and Audit Committee) and been promoting improvement.
[Major initiatives for issues extracted in the effectiveness evaluation of the Board of Directors during the term of office of directors
in FY2019]
Initiatives for the Board of Directors and individual committees to further contribute to sustainable growth and increase in mediumto long-term corporate value in order for the Company to develop itself as a truly global medtech company have been complied asfollows:
1. Work to further increase the quality of management, and improve the speed of management.
(i) Focus on monitoring important strategic issues(ii) To increase effectiveness of the Board of Directors, review how to operate the Board of Directors, selection of issues, and ideal
ways and methods of information provision, and promote improvement(iii) Clarify responsibilities and roles of directors and executive officers
2. Realize the optimal composition of directors for the Board of Directors from the standpoints of diversity and continuity.
Develop a necessary matrix of candidates for directors from the viewpoint of “experience,” “insight” and “attributes,” and examine
proposals for planned election and dismissal of directors as succession plans.
3. Continuously make operational efforts to realize the best decision making and the further enhancement of Board of Directors’deliberations.
(i) Further strengthen the internal control structure(ii) Implement improvement of the risk management structure and process contributing to monitoring, and progress report[Overview of the evaluation regarding the effectiveness of the Board of Directors during the term of office of directors in FY2020]
In this effectiveness evaluation, the evaluation of the Board of Directors was made for two main purposes of (a) confirming thedirection of improvement of issues in the previous effectiveness evaluation and firmly establishing improvement activities, and (b)reaching an agreement in the Board of Directors on responsibilities to be carried out by the Board of Directors and how to fulfill amonitoring function more effectively for further strengthening of the supervisory function of the Board of Directors based on the
Corporate Strategy aiming for continuous development as a global medtech company.
• Evaluation method
The evaluation was conducted for directors and executive officers through a questionnaire concerning the Board of Directors andeach committee. Discussions were also held between all directors, and based on the opinions of directors during these discussions,the evaluations were discussed at the Board of Directors. The questionnaire was conducted based on the knowledge of external
consultants in order to objectively measure the effects of improvements identified in the previous evaluation of the Board of Directors
and to understand how the Board of Directors should monitor those improvements. Based on the results of the questionnaire,
discussions were held several times to obtain the frank opinions of each director on the effective monitoring function of the Boardof Directors of the Company. External consultants facilitated the discussion to objectively organize the issues and support thediscussion. Subsequently, the Board of Directors discussed measures to improve the effectiveness of the Board of Directors basedon the analysis results based on the discussions.
• Summary of evaluation results
As a result of the analysis and evaluation, we have confirmed that trust in the execution of the Board of Directors has been fosteredand a common understanding has been formed in which the Board of Directors should appropriately expand the delegation of
authority to executive officers and further accelerate management decision-making.
Furthermore, the systemic foundation to support effective corporate governance has been secured for the Board of Directors of theCompany as a company with Nominating Committee, etc. In addition, in terms of operations, we have also confirmed that substantial
efforts have been continuously made to improve the effectiveness of the Board of Directors, such as through prior explanations to
outside directors and information sharing and mutual exchange of opinions through meetings of outside directors, and such efforts
have been well established. We identified the following responsibilities of the Board of Directors of the Company. “In order tocontribute to the enhancement of Olympus’ corporate value through cooperation with the executives, the Board of Directors will: (i)deepen the recognition and insight of the business environment and management issues through constructive discussions with theexecutive officers; (ii) effectively supervise management decision-making and execution from a strategic and broad perspective; and(iii) support the promotion of strategy for the growth of Olympus as a truly global medtech company.”• Future initiatives
Based on the aforementioned responsibilities of the Board of Directors and the confirmation on the common recognition of directors
in discussions, the Board of Directors of the Company will promote the following initiatives in order to further improve theeffectiveness of these initiatives.
I. Going forward, in the execution of the Company’s Corporate Strategy to become a global medtech company, the Company will
regard the proposals for product quality, research and development, etc., as a major important issue for the Board of Directors, andcontinue to promote initiatives to further deepen discussions on such proposals.
II. In light of the fact that it is important for the Board of Directors to understand the reality of the Company’s management, including89

the issues of execution, their historic background, and corporate culture, in supervising management, the Board of Directors will
strive to organize and present specific issues in relevant agenda items and share the importance, complexity, and broad significanceof such issues in order to promote overall understanding, which includes a sensible understanding among the members of the Boardof Directors.
III. We will ensure the effective operation of the three committees (Nominating, Compensation and Audit Committees) andstrengthen cooperation between the three committees and the entire Board of Directors.
IV. In order to ensure the sustainable operation of the “Board Succession Plan,” the Board of Directors shall clarify the optimum
composition (skill matrix) to effectively fulfill its duties, taking into account the management strategy and management issues of thetime, and the Nominating Committee shall evaluate and appoint directors in a systematic manner for its realization.
An overview of the evaluation of the Board of Directors is published on the website of the Company.
Board of Directors: https://www.olympus-global.com/company/governance/board.html[Supplementary principle 4-14-2 Training policy for directors and audit & supervisory board members]
With regard to training for directors, the Company’s policy is to support the acquisition of knowledge about the Company by carryingout visits to the Company’s major business bases such as business offices and factories, etc., briefing sessions, and business study
sessions in addition to providing opportunities to acquire knowledge about the Company’s Corporate Strategy and corporate
governance structure for newly inaugurated directors including outside directors. Additionally, it is a policy of the Company toarrange for, and cover the cost of, external training sessions for directors to acquire basic knowledge necessary for the performanceof directors’ duties with a view to deepening directors’ understanding of their roles and responsibilities.
[Principle 5-1 Policy concerning constructive interaction with shareholders]
Policies concerning the creation of frameworks and efforts to promote the constructive interaction with shareholders are describedin the section “Basic Policy on Corporate Governance,” sub-section “5. Interaction with Shareholders.”

2. Capital structure
Foreign shareholder ratio[Main shareholders]

30% or more

Updated

Name

Number of shares held (shares)

Ratio (%)

The Master Trust Bank of Japan, Ltd. (trust accounts)

169,323,100

13.17

JP MORGAN CHASE BANK 385632

92,419,874

7.19

Custody Bank of Japan, Ltd. (trust accounts)

73,115,000

5.69

Nippon Life Insurance Company

53,146,472

4.13

SMBC Trust Bank Ltd. (Sumitomo Mitsui Banking Corporation
Pension Trust)

45,616,000

3.55

MUFG Bank, Ltd.

43,522,344

3.39

STATE STREET BANK AND TRUST COMPANY 505010

42,787,084

3.33

SSBTC CLIENT OMNIBUS ACCOUNT

33,854,835

2.63

MSCO CUSTOMER SECURITIES

23,495,015

1.83

STATE STREET BANK WEST CLIENT - TREATY 505234

18,376,712

1.43

Controlling shareholders (excluding parent company)―――

Parent company

None

Supplementary information―――903. Corporate attributes
Listed Stock Market and Market Section

Tokyo Stock Exchange First Section

Fiscal Year-End

March

Industry type

Precision instruments

Number of group employees at the end of the previous
fiscal year

1,000 or more

Consolidated sales in the previous fiscal year

100 billion yen to under 1 trillion yen

Number of consolidated subsidiaries at the end of theprevious fiscal year Updated

100 to 299

4. Guidance on measures to protect minority shareholders when conducting transactions with controllingshareholders―――

5. Other special circumstances that may have significant impact on corporate governance―――91II Business management organization and other corporate governance structures related tobusiness decisions, execution, and supervision
1. Matters pertaining to organ structure and organization management, etc.
Organizational form

A company with Nominating Committee, etc.

[Directors]
Number of directors pursuant to the Articles ofIncorporation

15

Tenures of directors pursuant to the Articles ofIncorporation

1 yearChairman of the Board of Directors

Outside directors

Number of directors

11

Updated[Outside Directors]
Number of outside directors

8

UpdatedNumber of outside directors designated independent
officers Updated
Company relationships (1)Name

8UpdatedAttribute

Sumitaka Fujita

From another company

Susumu Kaminaga

From another company

Tetsuo Iwamura

From another company

Yasumasa Masuda

From another company

Atsushi Iwasaki

From another company

David Robert Hale

From another company

Jimmy C. Beasley

From another company

Sachiko Ichikawa

From another company

a

b

c

Relationship with the Company*
d
e
f
g
h
i

j

k

△

* Item selection concerning relationship with the Company* Marked “○” if recently or currently applicable to the person in question and marked “△” if previously applicable.
* Marked “●” if recently or currently applicable to a relative in question and marked “▲” if previously applicable.
a Business executive of a listed company or its subsidiaryb Business executive or non-executive director of a listed company’s parent
c Business executive of a listed company’s affiliate or subsidiary
d Person whose main transaction counterparty is a listed company or a business executive thereof
e Main transaction counterparty of a listed company or a business executive thereoff Consultant, accounting expert, or legal expert deriving from a listed company large financial gains or other property (other thanofficers’ remuneration)
g Main shareholder of a listed company (if that shareholder is a corporation, a business executive thereof)h Business executive (only the person in question) of a transaction counterparty of a listed company (other than items d, e, and f)
i Business executive of an entity in a relationship of mutual employment as outside officers (only the person in question)j Business executive of a recipient of a donation from a listed company (only the person in question)k Other92Company relationships (2)NameSumitaka
FujitaSusumuKaminaga

UpdatedCommittee affiliation
Nominating Compensation
Audit
Committee Committee Committee○

Supplementary
Independent
explanation concerning
officer
applicable items

○

○

○

Reasons for appointment

Mr. Sumitaka Fujita has extensive experience anddiverse knowledge as a business manager at
ITOCHU Corporation. He also possesses a highlevel of insight, expertise, and capabilities that are
expected of an Outside Director of the Company
through his experience as an Outside Director andOutside Auditor at other companies and his
experience as the Chairman of the Japan
Association for Chief Finance Officers. Since Mr.
Fujita took the post of Outside Director of theCompany in April 2012, he has been giving
guidance/advice to the business management of
the Company at the Board of Directors. In
addition, he contributed to the development of atransparent director compensation system as the
Chairman of the Compensation Committee which
was established voluntarily. Since June 2018, hehas been leading the Board of Directors as the
There is no fact that falls
Chairman of the Board of Directors of theunder attribute
Company. Furthermore, after the transition to a
information.
company with Nominating Committee, etc., in
June 2019, he facilitated decisions of contents ofan agenda item to elect directors as the Chairmanof the Nominating Committee in addition to thesupervision of the business execution of theCompany at the Board of Directors. The
Company expects that Outside Directors willsupervise management from the perspective ofachieving sustainable growth of the Company andenhancing corporate value over the medium tolong term as entrusted by shareholders, and will
provide advice based on their own knowledge.
Based on this, the Company has determined that
he is an indispensable person for the compositionof the Board of Directors and nominated him.
The appointed person meets the independence
criteria and is therefore designated as anindependent officer.
Mr. Susumu Kaminaga has extensive experienceand diverse knowledge as a business manager at
Sumitomo Precision Products, Co., Ltd. in
addition to his long experience in global businessdevelopment in advanced technology fields. In
addition, through his experience as an Outside
Director at other companies, he possesses a highlevel of insight, expertise, and capabilities that are
expected of an Outside Director of the Company.
Since Mr. Kaminaga took the post of Outside
Director of the Company in June 2016, he has
There is no fact that falls
been giving guidance/advice to the businessunder attribute
management of the Company at the Board of
information.
Directors and the Compliance Committee
voluntarily established. In addition, he has been
serving as a member of the Compensation
Committee since June 2017. Since the transition
to a Company with Nominating Committee, etc.,
in June 2019, he has been taking charge of theoperation of the Compensation Committee as the
Chairman since February 2020 in addition to thesupervision of the business execution of theCompany at the Board of Directors. The
Company expects that Outside Directors will

93

Name

TetsuoIwamuraYasumasa
MasudaCommittee affiliation
Nominating Compensation
Audit
Committee Committee Committee○○

Supplementary
Independent
explanation concerning
officer
applicable items

○

○

○

Reasons for appointment

supervise management from the perspective ofachieving sustainable growth of the Company andenhancing corporate value over the medium tolong term as entrusted by shareholders, and will
provide advice based on their own knowledge.
Based on this, the Company has been determinedthat he is an indispensable person for thecomposition of the Board of Directors andnominated him.
The appointed person meets the independence
criteria and is therefore designated as anindependent officer.
Mr. Tetsuo Iwamura has an extensive experienceand diverse knowledge as a business manager at
Honda Motor Co., Ltd. In addition, through hislong experience in global expansion in the sales
marketing, manufacturing and development fieldat Honda Motor Co., Ltd., he has a high level of
insight, expertise, and capabilities that are
expected of an Outside Director of the Company.
Since Mr. Iwamura took the post of Outside
Director of the Company in June 2017, he has
been giving guidance/advice to the business
management of the Company at the Board of
Directors and the Nominating Committee andCompliance Committee voluntarily established.
After the transition to a company with
Nominating Committee, etc., in June 2019, hefacilitated decisions of contents of an agenda item
There is no fact that falls
to elect directors as a member of the Nominating
under attribute
Committee in addition to the supervision of theinformation.
business execution of the Company at the Boardof Directors. In addition, since July 2020, he has
facilitated decisions regarding executive
compensation as a member of the Compensation
Committee. The Company expects that Outside
Directors will supervise management from theperspective of achieving sustainable growth of
the Company and enhancing corporate value overthe medium to long term as entrusted byshareholders, and will provide advice based on
their own knowledge. Based on this, theCompany has determined that he is anindispensable person for the composition of theBoard of Directors and nominated him.
The appointed person meets the independence
criteria and is therefore designated as anindependent officer.
Mr. Yasumasa Masuda has extensive experienceand diverse knowledge as a business manager inthe healthcare industry at Astellas Pharma Inc. In
addition, through his experience as anindependent non-executive officer at the Deloitte
Tohmatsu Group, he possesses a high level of
insight, expertise, and capabilities that are
There is no fact that falls
expected of an Outside Director of the Company.
under attribute
Since Mr. Masuda took the post of Outside
information.
Director of the Company in June 2018, he has
been giving guidance/advice to the business
management of the Company at the Board of
Directors and the Nominating Committee
established voluntarily. After the transition to acompany with Nominating Committee, etc., in
June 2019, he facilitated decisions of contents of

94

Name

AtsushiIwasakiCommittee affiliation
Nominating Compensation
Audit
Committee Committee Committee○

Supplementary
Independent
explanation concerning
officer
applicable items○

Reasons for appointment

an agenda item to elect directors, and decided
directors’ compensations as a member of theNominating Committee and the Compensation
Committee in addition to the supervision of thebusiness execution of the Company at the Boardof Directors. The Company expects that Outside
Directors will supervise management from theperspective of achieving sustainable growth of
the Company and enhancing corporate value overthe medium to long term as entrusted byshareholders, and will provide advice based on
their own knowledge. Based on this, theCompany has determined that he is anindispensable person for the composition of theBoard of Directors and nominated him.
The appointed person meets the independence
criteria and is therefore designated as anindependent officer.
Mr. Atsushi Iwasaki has extensive experience anddiverse knowledge as a certified public
accountant. In addition, through his experience asan Outside Director and Outside Audit &Supervisory Board Member at other companies,
he possesses a high level of insight, expertise, andcapabilities that are expected of an Outside
Director of the Company. Since Mr. Iwasaki took
the post of Audit & Supervisory Board Memberof the Company in June 2016, he has been
auditing/supervising the business execution of theCompany at the Audit & Supervisory Board andthe Board of Directors. In addition, after thetransition to a company with Nominating
Committee, etc., in June 2019, he conducted an
There is no fact that falls
audit on the execution of duties of the Directors
under attributeand the Executive Officers of the Company as ainformation.
member of the Audit Committee in addition to thesupervision of the business execution of theCompany at the Board of Directors. The
Company expects that Outside Directors willsupervise management from the perspective ofachieving sustainable growth of the Company andenhancing corporate value over the medium tolong term as entrusted by shareholders, and will
provide advice based on their own knowledge.
Based on this, the Company has determined that
he is an indispensable person for the compositionof the Board of Directors and nominated him.
The appointed person meets the independence
criteria and is therefore designated as anindependent officer.

95

Name

David
RobertHale

Jimmy C.
Beasley

Committee affiliation
Nominating Compensation
Audit
Committee Committee Committee○

Supplementary
Independent
explanation concerning
officer
applicable items

○

○

○

Reasons for appointment

Mr. David Robert Hale is a Partner of Value Act
Capital Management L.P. (hereinafter called“VAC”), one of the Company’s shareholders. He
Mr. David Robert Hale
has a track record of helping global companies
is a Partner of Value Act
transform themselves with his knowledge of theCapital Management
global capital markets and the healthcare industry
L.P. Previously, Valueas a business management consultant and investor
Act Capital Masterwith experience in diverse industries, and heFund, L.P. controlled bypossesses a high level of insight, expertise, andValue Act Capital
capabilities that are expected of an Outside
Management L.P. held
Director of the Company. Since Mr. Hale took themore than 5% of thepost of Outside Director of the Company in June
total number of voting
2019, he has been giving guidance/advice to therights of the Company
business management of the Company at theand the Company
Board of Directors. In addition, he has
deemed Mr. David
participated in decisions on the evolution of theRobert Hale not anboard as a member of the Nominating
independent officer
Committee. The Company expects that Outside
considering the
Directors will supervise management from theCompany’s criteria for
perspective of achieving sustainable growth ofindependence of Outside
the Company and enhancing corporate value over
Officers. However, as pf
the medium to long term as entrusted byMarch 31, 2021, theshareholders, and will provide advice based on
voting rights of thetheir own knowledge. Based on this, theCompany held by theCompany has determined that he is an
said company consist ofindispensable person for the composition of theless than 5% of the total
Board of Directors and nominated him as anumber of voting rights
candidate for Outside Director again. Since heof the Company and theserves as a partner at VAC, which is one of theCompany’s
Company’s shareholders, the Company believes
independence criteria isthat he will contribute to the enhancement of thesatisfied, and therefore
Company’s corporate value by reflecting
the Company designates
shareholders’ voices into the businesshim as independent
management of the Company.
officer.
The appointed person meets the independence
criteria and is therefore designated as anindependent officer.
Through his 30 years of global businessexperience and extensive management experiencein the C. R. Bard Group, one of the world’s
leading companies in the healthcare industry, Mr.
Jimmy C. Beasley possesses a high level of
insight, expertise, and capabilities that are
expected of an Outside Director of the Company.
Since Mr. Beasley took the post of Outside
Director of the Company in June 2019, he has
been giving guidance/advice to the business
management of the Company at the Board of
Directors. In addition, he facilitated decisions of
There is no fact that falls
directors’ compensations as a member of theunder attribute
Compensation Committee. The Company expects
information.
that Outside Directors will supervise managementfrom the perspective of achieving sustainablegrowth of the Company and enhancing corporate
value over the medium to long term as entrustedby shareholders, and will provide advice based on
their own knowledge. Based on this, theCompany has determined that he is anindispensable person for the composition of theBoard of Directors and nominated him.
The appointed person meets the independence
criteria and is therefore designated as anindependent officer.

96

Name

Committee affiliation
Nominating Compensation
Audit
Committee Committee Committee

Sachiko
Ichikawa○

Supplementary
Independent
explanation concerning
officer
applicable items○

Reasons for appointment

Ms. Sachiko Ichikawa has extensive experience,broad knowledge and a global perspective as an
attorney (in Japan and New York, U.S.A.) and acertified public accountant in the U.S. In addition,
through her experience as an Outside Director
and Outside Audit & Supervisory Board Member
at other companies and as a Director of The
Board Director Training Institute of Japan, shepossesses a high level of insight, expertise, andcapabilities that are expected of an Outside
There is no fact that falls Director of the Company. The Company expects
under attributethat Outside Directors will supervise management
information.
from the perspective of achieving sustainablegrowth of the Company and enhancing corporate
value over the medium to long term as entrustedby shareholders, and will provide advice based on
their own knowledge. Based on this, theCompany has determined that she is anindispensable person for the composition of theBoard of Directors and nominated her.
The appointed person meets the independence
criteria and is therefore designated as anindependent officer.

[Committees]
Committee compositions and chairman attributes

Total number ofmembers

UpdatedNumber of fulltime members

Number ofinternal directors

Number ofoutside directors

Chairman

Nominating
Committee

4

0

1

3

Outside director

Compensation
Committee

3

0

0

3

Outside director

Audit Committee

4

1

1

3

Outside director[Executive officers]
Number of executive officers

5

Concurrently held positions

Name
Yasuo Takeuchi
Akihiro Taguchi
Nacho Abia
Chikashi Takeda
Stefan Kaufmann

Representative
authority
Yes
No
No
No
No

Yes
No
No
No
Yes

Concurrent position as director
Nominating
Compensation
Committee
Committee
membermember
○
×
×
×
×
×
×
×
×
×

Concurrent
position as
employee
No
No
No
No
No

[Audit framework]
Directors and employees assigned to assist with theduties of the Audit Committee

Yes

97

Matters concerning relevant directors’ and employees’ independence from executive officers
The Company shall allocate a dedicated employee who will assist with the Audit Committee’s duties. Employees can be deployed
in dual roles as needed. In addition, the Company shall set forth internal corporate regulations to ensure independence fromexecution as stated below, and ensure effectiveness of directions from the Audit Committee to such employees.
1) While employees who have been assigned to assist in the duties of the Audit Committee assist in those duties, directors(excluding Audit Committee members), executive officers and employees, etc. shall not give them commands or instructions.
2) The appointment, dismissal, transfer, wage or personnel evaluation of employees who are assisting the Audit Committee with
their duties shall be decided only after obtaining the approval of the Audit Committee.
Cooperation of Audit Committee, accounting auditor, and internal audit department

UpdatedThe Audit Committee members have, at the Audit Committee meetings, received reports from the internal audit function and theaccounting auditor, respectively, and engaged in cooperation, such as by exchanging opinions with the internal audit function andthe accounting auditor. Moreover, outside directors receive through the meetings of the Board of Directors regular reports fromthe Audit Committee.

[Independent officers]
Number of independent officers

Updated

8

Other matters concerning independent officers
The Company designated eight outside directors as independent officers. No special interest relation exists between outside
directors and the Company.
[Concepts concerning the independence of outside officers]
The Company has established the following “Criteria concerning the independence of outside officers” to clarify the concepts ofoutside officers’ independence.
[Criteria concerning the independence of outside officers]
1) No remuneration (excluding officer remunerations from the Company) or other property was directly received fromthe Company or an affiliate of the Company in any of the last 10 years (collectively, the “Group”) in an amountexceeding 10 million yen. If the person in question is a consultant, accounting professional, or legal specialist, no affiliatedorganization of the person in question has received from the Group a remuneration or other payment in an amount exceeding
10 million yen.
2)

In the last 10 years, the person in question has held no position as executive director, executive officer, corporate officer, oras employee in a position as general manager or higher in a company that meets any of the following conditions.
(1) In any fiscal year of the past 10 years, the transaction amount with the Group exceeds 2% of consolidated revenue
on either side.
(2) A large shareholder of the Company (directly or indirectly holding more than 5% of the total voting rights of theCompany. The same applies in the following.).
(3) The Group is a large shareholder.
(4) Effectively an interested party in relation to the Group (main bank, consultant, etc.).
(5) The Group and the relevant company have a relationship in which they mutually dispatch and appoint directors.

3)

The livelihood of the person in question is not predicated on a person corresponding to items 1) or 2) above.

4)

The person in question is not the spouse or a relative up to the third degree of a director, executive director, corporate officer,
or of an employee holding a position at the Group as general manager or higher.

5)

The person in question does not belong to an audit firm that conducts statutory audits of the Group.

6)

Further to the foregoing items, the person in question has no relationship of significant interest that renders independence
doubtful.

98

[Incentives]
Implementation status of incentives for directors andexecutive officers
Supplementary explanation of relevant items

Introduction of a performance linked compensation system

Updated

Details on the Company’s compensation system are provided in the section “Disclosure content of policy for determining
compensation amount or the calculation method.”
Stock option awardees
Supplementary explanation of relevant items―――[Compensations of directors and executive officers]
Disclosure status (compensation of individual
director)

Individual compensation is partially disclosed

Disclosure status (compensation of individual
executive officer)

Individual compensation is partially disclosed

UpdatedSupplementary explanation of relevant items

UpdatedThe Company has disclosed the below compensation results for directors and executive officers for the fiscal year ended March 31,
2021 in its business report and annual securities report.
＜Compensation for the fiscal year ended March 31, 2021＞(1) Total amount by type of compensation, etc., and the number of officers subject to compensation, etc.

Officer classification

Total amount ofcompensation, etc.
(in millions of yen)

Total compensation by type (in millions of yen)
Basiccompensation

PerformanceNon-monetary
linkedcompensation,compensation,
etc.
etc.

Number of subject
officers (persons)Inside

717

450

182

86

5

Outside

149

129

–

20

10

Total

866

578

182

106

15

Executive Officer

431

191

173

67

3

Director

Notes:
1. Basic compensation shows the amount paid for the fiscal year ended March 31, 2021. Performance-linked compensation, etc.
show the amounts of short-term incentive compensation for the applicable period, the fiscal year ended March 31, 2021 (to be paidin July 2021), and non-monetary compensation, etc. shows the amount of long-term incentive compensation to be recorded as
expenses for the fiscal year ended March 31, 2021. Performance-linked stock compensation (PSU) of 87 million yen is only
recorded in non-monetary compensation, etc. and is not recorded in performance-linked compensation, etc.
2. There are two other executive officers (who double as director) in addition to the three executive officers mentioned above,
compensation, etc. of the two are included in compensation for directors.
3. The Company does not pay performance-linked compensation, etc. to directors who do not double as an executive officer.
4. The aforementioned inside directors include the two inside directors who retired at the close of the General Meeting of
Shareholders for the fiscal year ended March 31, 2020 held on July 30, 2020. Outside directors include the one outside director
who retired at the close of the same General Meeting of Shareholders.
5. One outside director has requested to decline his compensation and the Compensation Committee has decided to not pay thecompensation to him. However, he is included in the number of outside directors mentioned above.
(2) Total amount of consolidated remuneration, etc. for each officer of the submitting company whose total amount of consolidated
remuneration, etc. is 100 million yen or more.

99

(i) The total amount of consolidated compensation, etc. for the fiscal year ended March 31, 2021 for each officer is as follows.

Name

Yasuo Takeuchi
Stefan Kaufmann
Akihiro Taguchi
Nacho Abia

Total amount ofcompensation, etc.
(in millions of yen)

Officerclassification
Director,
Executive Officer
Director,
Executive Officer
Executive Officer
Executive Officer

Total compensation by type (in millions of yen)
PerformanceNon-monetaryBasiclinkedcompensation,compensationcompensation,
etc.
etc.

234

91

87

57

425

302

95

28

115
239

42
118

47
91

26
30

Note:
This table shows the amounts of compensation paid in the current fiscal year (the fiscal year ended March 31, 2021) and includes
amounts equivalent to housing and pensions based on tax adjustments for compensation outside of the country of origin andindividual agreements. Performance-linked compensation, etc. lists the amount of short-term incentive remuneration with theapplicable period of the current fiscal year (the fiscal year ended March 31, 2021, schedule to be paid in July 2021), and nonmonetary compensation, etc. lists the amount of long-term incentive remuneration to be recorded as expenses in the current fiscal
year (the fiscal year ended March 31, 2021). Furthermore, performance-linked stock compensation (PSU) is recorded only in nonmonetary compensation, etc., and is not recorded in performance-linked compensation, etc.
(3) Target and actual values related to performance-linked compensation(i) Short-term incentive compensation (STI)
For short-term incentive compensation (STIs) for executive officer with the applicable period of the fiscal year ended March 31,
2021, the target and actual values of the respective performance indicators are as follows.
Performance evaluation
index

Target value

Actual value

Achievement rate

Payment rate

Revenue (20%)¥669.5 billion¥715.4 billion

107%

21.4%

General andadministrative expenses(20%)¥384.2 billion¥358.9 billion

120%

24%

Strategic goals (60%)

–

–

111%

66.6%

Notes:
1. The contents and target values related to the strategic goals in the performance evaluation index have been set mainly inthe “Measures to Be Implemented in Fiscal Year 2021” disclosed in June 2020.
2. Revenue: Forex-adjusted and excluding the Imaging Products Business, which was transferred during the fiscal year.
3. General and administrative expenses: Forex-adjusted and excluding the Imaging Products Business, which was transferredduring the fiscal year. Excluding other gains and losses.
1.The upper limit of payments is set at 131.5 % based on the average share price in the most recent 30 business days of the previous
fiscal year and the current fiscal year.
2.As a result of the above, the payment rate is 112% for the total payment rate of each performance evaluation index. In addition,
the payment amount was determined by multiplying this payment rate by the standard amount of performance-linked compensation(STI).
(ii) Long-term incentive compensation (LTI): Performance-linked stock compensation (PSU), which is non-monetarycompensation, etc.
For executive directors through the fiscal year ended March 31, 2019 and for executive officers through the fiscal year ended
March 31, 2021 after the transition to a company with a Nominating Committee, etc., we have listed the performance-linked stockcompensation (18PSU) as non-monetary compensation with the applicable period of the fiscal year ended March 31, 2021 as the
final fiscal year of the assessment period.
1. Performance-linked stock compensation (18PSU) is intended to stimulate motivation to increase medium- to long-term businessgrowth and profitability and to reward the results of such efforts, and with an applicable period of three fiscal years, has adopted aperformance evaluation index of (i) the average rate of revenue growth over the applicable period and (ii) the total profit attributableto owners of parent (hereinafter “Profit”) for the applicable period. In addition, the PSU has been set to grant a number of commonshares of the Company equivalent to an amount adjusted within the range of 0 to 150% according to the achievement rate of thetargets at the end of the applicable period.

100

2. Target and actual values of each performance indicator for 18PSU are as follows.
Performance
evaluation index

Target value

Minimum value

Actual value

Payment rate

Total Profit for
applicable period¥291.9 billion¥145.9 billion¥72.7 billion

0%

Average rate ofrevenue growth overapplicable period

6.4%

3.2%

0.2%

0%

Notes:
1. Total Profit includes the Imaging Business for the fiscal year ended March 31, 2019 and the fiscal year ended March 31,
2020, and does not include the Imaging Business for the fiscal year ended March 31, 2021.
2. The actual value for the average rate of revenue growth does not include the Imaging Business for the entire period.
3. The payment rate is 0% as the actual value fell below the target value.
<Other decisions regarding compensation for the fiscal year ended March 31, 2021 term>
In order to improve corporate value, we examined the improvement of the system to further strengthen compensation governanceand decided to apply the following from compensation for the fiscal year ending March 31, 2022.
[Compensation risk management] The RSU’s rights will be defined after six months following the time of retirement of an
executive officer.
Availability of policy for determining compensation
amount or the calculation method

UpdatedAvailable

Disclosure content of policy for determining compensation amount or the calculation method(1) Basic policy
Our basic policy regarding officer compensation is to make officers have a strong sense of awareness that maximize the corporate
value and meet expectations of various stakeholders, and reward their responsibilities with suitable and appropriate treatments.
(2) Structure of the Compensation Committee and reporting to the Board of Directors
The policy to determine the compensation of directors and executive officers and the details of individual compensation are
discussed and determined by the Compensation Committee, which consists of at least three members, the majority of whom are
independent outside directors. The Compensation Committee reports the determined policy and compensation details to the Boardof Directors.
(3) Details of policy to determine the amount of compensation, etc. for officers or the calculation method thereof and how thepolicy is determined(i) At the Company as a company with nominating committee, etc., the Compensation Committee the majority members of which
are occupied by independent outside directors discusses/determines policy to determine compensations, etc., of the Company’s
directors and executive officers on an individual basis, details of compensation, etc. and compensation rules. The Compensation
Committee determined the details of compensations, etc. for the fiscal year ended March 31, 2021 after discussing mattersconcerning the determination of compensations, etc., including the consistency of the policy to determine compensations, etc., of
directors and executive officers on an individual basis with how the details and amounts of compensations, etc., are determined,
and the rationality of the process of deriving the details and amounts of compensations, etc., by applying numerical values andother relevant factors to the way they are determined, and the Company has decided that this is in accordance with said policy for
determination.
(ii) The Compensation Committee retained “Pay Governance,” an international independent compensation consultant, to provide
objective and professional advice and information, and to support investigations. They attended 12 of 14 meetings of theCompensation Committee.
< Compensation of directors for the fiscal year ended March 31, 2021>(1) Level of compensation for directors for the fiscal year ended March 31, 2021
(i) In order to set the directors’ compensation at competitive compensation levels for securing and retaining talented personnel, thecompensation level shall be 50-75% compared with the peer group in the role responsibilities and each residence.
1. Full-time non-executive director (Resident in Japan) 1 person
2. Part-time non-executive director (Residents in Japan) 7 people
3. Part-time non-executive director (Non-residents in Japan) 2 persons
4. Executive officers who double as director 2 persons(ii) Compensation levels for each peer group are confirmed using objective compensation survey data from external specialist
organizations.
(iii) If a director requests to decline compensation, the Compensation Committee will confirm and decide on the response.
(2) Compensation composition of directors for the fiscal year ended March 31, 2021

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(i) Non-executive directors perform supervisory functions at various points of contact with the Board of Directors meeting,managements, and executive officers, and contribute to the creation of corporate value. Therefore, in addition to monetarycompensation (basic compensation) for supervisory functions, non-performance-linked stock compensation (non-monetarycompensation) is granted as compensation for the creation of corporate value.
(ii) Stock compensation for non-executive directors shall be subsequent grant-type restricted stock compensation (RSU: Restricted
Stock Unit), and the right will be defined at retirement for those directors who live in Japan. The right will be defined on an
individual basis in accordance with a general method of stock compensation in each region for those directors who do not live inJapan.
(iii) Stock compensation will be set at 3 million yen for both Japanese and non-Japanese residents. The number of shares to begiven will be calculated based on the share price at the time of assumption of office at the general meeting of shareholders, and thenumber of shares will be given after vesting. In addition, the following shareholding guidelines are established.
a. Residents in Japan: Shareholding guidelines will not be established because they will vest upon their retirementb. Non-residents in Japan: 0.5 times or more of basic compensation(iv) Chairman of the Board of Directors receives a Chairman allowance in addition to the basic compensation.
(v) For those who double as executive officer, monetary compensation paid for management and supervisory functions performed
as director is separate from compensation of executive officer for those who are natives of Japan. For those who are not natives ofJapan, monetary compensation paid for management and supervisory functions performed as director is included in compensationof executive officer.
< Compensation of executive officers for the fiscal year ended March 31, 2021>
Executive officers in this section include those who double as directors.
(1) History overview(i) In the management strategy published in November 2019, we defined “the meaning of our existence (Corporate Philosophy)”as “Making people’s lives healthier, safer and more fulfilling,” and announced the strategic aspiration and performance metrics of“become a globally-leading medtech company contributing to people’s lives by delivering innovative solutions that benefit patients,
healthcare professionals, payors and providers.” The Company transitioned to a company with nominating committees, etc. in thefiscal year ended March 31, 2020, and the position of the compensation committee was changed from a voluntary committee to astatutory committee. In accordance with the management strategy of aiming to become a global medtech company, based on the
direction of greater emphasis on long-term incentive compensation (LTIs), which was discussed by the Compensation Committee
in the fiscal year ended March 31, 2019, we further deepened discussions and conducted numerous discussions about the new
officer compensation system. As a result, we have established a new compensation system and described it in annual securities
report for the fiscal year ended March 31, 2020.
(ii) However, with the spread of COVID-19, as the business environment in the fiscal year ended March 31, 2021 has changed
significantly, the Compensation Committee determined that the reward content of the fiscal year ended March 31, 2020, originallyset, is not suitable for “enhance the motivation of executive officers by setting challenging and achievable targets,” which is oneof the philosophies of compensation, and it does not lead to creating corporate value and enhancing the shareholder value. As aresult the Company reviewed the compensation for the fiscal year ended March 31, 2021.
(2) Details of policy to determine the amount of compensation, etc. for officers or the calculation method thereof and how thepolicy is determined(i) Philosophy on compensation
In order to achieve our management strategy and to create corporate value, it is essential that we have a compensation system that
ensures that we have capable management personnel and that they can fully demonstrate their abilities. To this end, we havedecided on a compensation system based on the following concepts.
a. Establish a more powerful incentive program which can compete with global med-tech companies.
b. Establish an incentive program which is consistent with the management strategy.
c. Establish a program with focuses on value creation and performance evaluation utilizing long-term incentive compensation,
which is non-monetary compensation, etc.
d. Pay a competitive basic compensation compared to leading Japanese global companies.
e. Ensure a sound management of incentives by putting claw-back clauses and shareholding guidelines in place.
f. Enhance the motivation of executive officers by setting challenging and achievable targets.
(ii) Level of compensation for executive officers for the fiscal year ended March 31, 2021
1. While a standardized, global compensation system is desirable for compensation design for executive officers who areresponsible for global management, differences in compensation levels by region make it difficult to attract and retain talented
executives by pay levels of Japan. As such all executive officers are compensated within a standard structure and set of ratios forbasic compensation (BS: Base Salary), short-term incentive compensation (STI: Short Term Incentive), which is performancelinked compensation, etc., and long-term incentive compensation (LTI: Long Term Incentive), which is non-monetarycompensation, etc. However, actual compensation levels are determined by considering differences in pay levels in the country oforigin of the executive officer. Basic compensation for executive officers from Japan was set by comparing with basic
compensation of companies included in TOPIX500 in the medical or life science field (peer groups). The total compensation also
considers the pay ratio (the ratio of the median between CEO compensation and employee salary). A similar approach is used forexecutive officers whose country of origin is outside of Japan using appropriate local and regional benchmarks.
2. Compensation levels for the peer group are verified using objective compensation survey data from external specialist
organizations.
(iii) Compensation composition of executive officer for the fiscal year ended March 31, 2021

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1. Compensation for executive officer is a combination of fixed base compensation (BS), short-term incentive compensation (STI),
which is performance-linked compensation, etc., and long-term incentive compensation (LTI), which is non-monetarycompensation, etc.
2. For executive officers who are not from Japan, time-sum payments and Severance Pay, as well as housing allowances andpensions, are established to make adjustments to the previous compensation agreements on an individual basis. The Compensation
Committee decides on the amount and terms that are set individually. The payment of Severance Pay at the time of retirement andthe amount of the allowance are determined based on multiple conditions such as the term of office.
3. Focusing on achieving management strategies aimed at enhancing medium-to long-term corporate value and shareholder value,
the ratio of Performance-linked compensation, particularly long-term incentive compensation, was raised for the CEO, and theratio of short-term incentive compensation (STI), and long-term incentive compensation (LTI) against basic compensation (BS)was set as follows.
BS:STI:LTI=1 (25%) :1 (25%) : 2 (50%)
4. With respect to executive officers other than the CEO, the following ratios were adopted based on the same concept.
BS:STI:LTI=1 (28.5%) :1 (28.5%) :1.5 (43%)(iv) Short-term incentive compensation, which is performance-linked compensation, etc., for the fiscal year ended March 31, 2021
(FY2021-STI)
While taking into account the status of the spread of COVID-19, the Compensation Committee ultimately decided the details of
FY2021-STI as follows.
a. Upper limit of payment
In order to share value with our shareholders, we calculated the Total Shareholders Return (TSR) using the average share pricein the most recent 30 business days of the previous fiscal year (the fiscal year ended March 31, 2020) and the current fiscal
year (the fiscal year ended March 31, 2021) and set the upper limit of payment.
b. Due to the spread of COVID-19, it was difficult to establish targets for the initial financial indicators that were set, so theCompany increased the ratio of strategic goals, which are non-financial indicators. In addition, since operating profit, which
was set as a financial indicator, is an index that is greatly affected by the external environment, the Company has determinedthat it is appropriate to set general and administrative expenses, which are closely related to operating profit, as an index.
c. The composition ratio of revenue, general and administrative expenses, and strategic goals was set as follows.
Revenue

General and administrative
expenses

Strategic goals

20%

20%

60%

Note:
The composition ratio of indices under the new compensation system set in the fiscal year ended March 31, 2020 was revenue
30%, operating profit 50% and strategic goals 20%.
(i) Revenue: 20%
Even in a business environment where COVID-19 continues to spread, revenue growth is essential to achieve mediumto long-term management strategy targets and was set as an indicator.

Evaluation table
The achievement rate for the management-base plan as of the first quarter equals the payment rate.
With 100% achievement of targets equaling 100% payment and achievement rate equaling payment rate, we have set
a payment curve with a lower limit of 70% and an upper limit of 130%.

(ii) General and administrative expense: 20%
General and administrative expenses is set as an indicator because it is closely related to operating profit and is essential
for implementing investments for future growth.

Evaluation table
It is assessed using the consumption rate for general and administrative expenses versus the management-base plan asof the first quarter.

An incremental evaluation table for general and administrative expenses has been established in which actual resultsin the range of 105 to 92% provide a payment rate of 70 to 130% and actual results of 100% provide 100% payment.
In addition, the lower limit of 0% is provided if actual results are over 105%, and the upper limit of 130% is provided
if actual results are less than 92%.
(iii) Strategic goals: 60%
The following “Measures to Be Implemented in Fiscal Year 2021” disclosed in June 2020 are set as the main targets.
Focus our corporate portfolioStructural reform of fixed costsSuccessful launch of next-generation GI endoscopy system EVIS X1
Continued steady investment in product development for future growthDriving efficiency in our R&D operations

Evaluation table
The payment curve is set at between 0% and 200% by individual policy.

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(v) Long-term incentive compensation, which is non-monetary compensation, etc., for the fiscal year ended March 31, 2021
(FY2021-LTI)
1. The business environment has been greatly affected by the spread of COVID-19). However, we have decided not to change thecompensation composition for subsequent grant-type restricted stock compensation (RSU) or performance-linked stockcompensation (PSU=Performance Share Unit) (RSU=25%, PSU=75%), the evaluation indicators or ratios (operating margin: 40%,
ROIC=15%, EPS growth rate=15%, relative TSR=20%, ESG=10%) for performance-linked stock compensation (PSU), or thetarget values.
2. Subsequent grant-type restricted stock compensation (RSU) has a transfer restriction period of three years, and a number ofshares equivalent to 25% of the standard amount for long-term incentive compensation (LTI) (basic compensation multiplied by afactor of 2 for the representative executive officer and 1.5 for executive officers) is determined at the beginning of the transfer
restriction period. This number of shares is provided after three years have passed.
3. Reasons for selecting evaluation indicators, target values, and evaluation tables of performance-linked stock compensation(PSU) are as follows.
a. Operating margin: 40%
Operating margin, a financial guidance on management strategy was set as an indicator of performance evaluation.
100% will be paid to achieve the operating margin target of the financial guidance of the management strategy. The
evaluation table of 0% to 200% payment is calculated based on the reasonably set logic by relative comparison with thepeer group.
b. ROIC: 15%
ROIC, a financial guidance for management strategy, is used as an indicator for performance evaluation.
100% will be paid to achieve the ROIC target of the financial guidance of the management strategy.
The evaluation table of 0 to 200% payment is calculated based on the logic reasonably consistent with the evaluationtable of operating margin.
c. EPS growth rate: 15%
The EPS growth rate, a financial guidance for management strategy, is used as an indicator of performance evaluation.
100% will be paid to achieve the EPS growth rate target in the financial guidance of the management strategy.
The evaluation table of 0 to 200% payment is calculated based on the logic reasonably consistent with the evaluationtable of operating margin.
d. Relative TSR: 20%

Relative TSR is set as an indicator of performance evaluation. It is an important standard which makes long-term
performance and pay align from the viewpoints of both shareholders and the executive management.
Twenty global medtech companies (companies with medical or life science related businesses) are set as a peer group,and 100% will be paid if the rank of our TSR is located at 50%. The evaluation table of 0 to 200% payment is calculated
based on the logic reasonably set by relative comparison with the peer group.
e. Strategic target (ESG): 10%Strategic goals are used as an indicator for ESG, which is announced to be reinforced in its management strategy.

The index of DJSI (Dow Jones Sustainability Index) is set as an evaluation index for the following reasons.

It is a highly reliable external evaluation organization and ensures transparency and fairness.
The breadth of coverage in the evaluation area contrasts with the expectations of a broad range of stakeholders.

There is completeness of corporate activities as a whole.

DJSI ratings are “World Index (W),” “Asia Pacific Index (AP),” and “Non-Index (N)” from the top ranks. In the fiscal
year ended March 31, 2019, the Company won Asia Pacific Index. Establish an assessment table that emphasizes Index
to be acquired in the third year, considering the outcome in the first and second years, and set payment rates of 200%,
150%, 100%, 50%, and 0%.
(3) Compensation risk management(i) Shareholding guidelines
1. Shareholding guidelines are established to share interests between investors and management (executive officers).
2. Shareholding guidelines shall be as follows.
a. The CEO shall hold a number of the Company’s shares that is three times the amount of basic compensation or more.
b. Other executive officers shall hold a number of the Company’s shares that is one times the amount of basic compensation ormore.
3. The shareholding guidelines will depend on the achievement of the targets but will be achieved in approximately three to five
years after taking role. We will review the ratio of long-term incentive compensation (LTI), which is non-monetary compensation,etc., and consider the necessity of reviewing the holding guidelines when changing the composition of compensation.
(ii) Clawback clause
1. A clawback clause has been set up to deter the management (executive officers) from reckless investments and improperaccounting.
2. Clawback is subject to short-term incentive compensation (STI), which is performance-linked compensation, etc., and longterm incentive compensation (LTI), which is non-monetary compensation, etc., for executive officer. The clawback will be turnedon if the following event occurs.
a. An event that requires the refund of the difference between the amount of compensation that have been paid and the amountof compensation that should have been paid caused by a revelation that the information prerequisites for compensation isincorrect or different.
b. An event requiring the return of the amount of compensation already paid as a kind of sanctions in the event of a violationof obligation, etc.

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3. The final decision on the application of clawback to individual events is made by the Compensation Committee and reported to
the Board of Directors<Compensation of directors for the fiscal year ending March 31, 2022>
Compensation of director will be paid in the following manner.
(1) Level of compensation for directors(i) In order to set the directors’ compensation at competitive compensation levels for securing and retaining talented personnel, thecompensation level shall be 50-75% compared with the peer group in the role responsibilities and each residence.
(ii) Compensation levels for each peer group are confirmed using objective compensation survey data from external specialist
organizations.
(iii) If a director requests to decline compensation, the Compensation Committee will confirm and decide on the response.
(2) Compensation composition of directors for the fiscal year ending March 31, 2022
(i) Non-executive directors perform supervisory functions at various points of contact with the Board of Directors meeting,managements, and executive officers, and contribute to the creation of corporate value. Therefore, in addition to monetarycompensation (basic compensation) for supervisory functions, non-performance-linked stock compensation (non-monetarycompensation) is granted as compensation for the creation of corporate value.
(ii) Stock compensation for non-executive directors shall be subsequent grant-type restricted stock compensation (RSU), and theright will be defined at retirement for those directors who live in Japan. The right will be defined on an individual basis inaccordance with a general method of stock compensation in each region for those directors who do not live in Japan.
(iii) Stock compensation will be set at 3 million yen for both Japanese and non-Japanese residents. The number of shares to begiven will be calculated based on the share price at the time of assumption of office at the general meeting of shareholders, and thenumber of shares will be given after vesting. In addition, the following vesting and shareholding guidelines have been established.
a. Residents in Japan: Vested upon their retirementb. Non-residents in Japan: Shareholding guidelines of 0.5 times or more of basic compensation(iv) Chairman of the Board of Directors receives a Chairman allowance in addition to the basic compensation.
(3) For those who double as executive officer, monetary compensation paid for management and supervisory functions performed
as director is separate from compensation of executive officer for those who are natives of Japan. For those who are not natives ofJapan, monetary compensation paid for management and supervisory functions performed as director is included in compensationof executive officer.
<Compensation of executive officers for the fiscal year ending March 31, 2022>
Executive officers in this section include those who double as directors.
(1) Type of executive officer compensation
The following compensation will be paid to each target person.
1. Basic compensation
2. Short-term incentive compensation, which is performance-linked compensation, etc.
3. Long-term incentive compensation, which is non-monetary compensation, etc.
a. Subsequent grant-type restricted stock compensation: FY2022-RSU
b. Performance-linked stock compensation: FY2022-PSU
4. Transformational FY22-RSU(2) Level of compensation for the fiscal year ending March 31, 2022
Similar to the fiscal year ended March 31, 2021, the composition level for the fiscal year ending March 31, 2022 has been set basedon the following concept.
1. While a standardized, global compensation system is desirable for compensation design for executive officers who areresponsible for global management, differences in compensation levels by region make it difficult to attract and retain talented
executives by pay levels of Japan. As such all executive officers will be compensated within a standard structure and set of ratios
for basic compensation (BS: Base Salary), short-term incentive compensation (STI: Short Term Incentive), which is performancelinked compensation, etc., and long-term incentive compensation (LTI: Long Term Incentive), which is non-monetarycompensation, etc. However, actual compensation levels are determined by considering differences in pay levels in the country oforigin of the executive officer. Basic compensation for executive officers from Japan was set by comparing with basic
compensation of companies included in TOPIX500 in the medical or life science field (peer groups). The total compensation will
also consider the pay ratio (the ratio of the median between CEO compensation and employee salary). A similar approach will be
used for executive officers whose country of origin is outside of Japan using appropriate local and regional benchmarks.
2. Compensation levels for the peer group will be verified using objective compensation survey data from external specialist
organizations.
(3) Compensation composition for the fiscal year ending March 31, 2022
Similar to the fiscal year ended March 31, 2021, the fiscal year ending March 31, 2022 has been set based on the following concept.
1. Compensation for executive officer is a combination of fixed base compensation (BS), short-term incentive compensation (STI),
which is performance-linked compensation, etc., and long-term incentive compensation (LTI), which is non-monetarycompensation, etc.
2. For executive officers who are not from Japan, time-sum payments and Severance Pay, as well as housing allowances andpensions, are established to make adjustments to the previous compensation agreements on an individual basis. The Compensation
Committee decides on the amount and terms that are set individually. The payment of Severance Pay at the time of retirement andthe amount of the allowance are determined based on multiple conditions such as the term of office.

105

3. Focusing on achieving management strategies to improve medium- to long-term corporate value and shareholder value, theCompany has set the ratio of short-term incentive compensation (STI) and long-term incentive compensation (LTI) to the basesalary (BS) in the case of the CEO as follows.
a. BS:STI:LTI=1 (25%) : 1 (25%) : 2 (50%)
4. With respect to executive officers other than the CEO, the following ratios were adopted based on the same concept.
a. BS:STI:LTI=1 (28.5%) : 1 (28.5%) :1.5 (43%)(4) Short-term incentive compensation, which is performance-linked compensation, etc. (FY2022 STI)(i) Target composition
Since it is important to steadily implement long-term and strategic efforts within each fiscal year, the Compensation Committee
has decided to increase the composition ratio of strategic goals among FY2022-STI targets to the following ratios.
Revenue

Operating profit

Strategic goals

30%

40%

30%

(ii) Upper and lower limit on the evaluation table
Upper limit is set as 200% and lower limit 0% at each evaluation index.
(iii) Evaluation table of revenue
1. The target is revenue in the “Forecast for the Fiscal Year Ending March 31, 2022” stated in the Consolidated Financial Results
for the Fiscal Year Ended March 31, 2021. 100% will be paid for achieving 100% of the target. When evaluating the results, theexchange rate will be the exchange rate of the “Forecast for the Fiscal Year Ending March 31, 2022” in the Consolidated Financial
Results for the Fiscal Year Ended March 31, 2021. Furthermore, if the target values change greatly in the future, we will hold new
discussions and decide at the Compensation Committee, including the payment curve shown below.
2. 200% payment is paid when 107% of the amount of sales is achieved for 100% payment. The payment table between 100% and200% payments is a straight line connecting the respective sales.
3. The 50% payment will be the same amount of sales as the actual sales for the fiscal year ended March 31, 2020. The payment
table between 50% payment and 100% payment shall be a straight line connecting the respective sales.
4. If the sales amount for the fiscal year ending March 31, 2022 is less than the actual sales for the fiscal year ended March 31,
2020, the payment rate will be 0%.
5. The payment rate is rounded to the first decimal place.
(iv) Evaluation table of operating profit
1. The target is the amount of operating profit in the “Forecast for the Fiscal Year Ending March 31, 2022” of the Consolidated
Financial Results for the Fiscal Year Ended March 31, 2021. 100% will be paid for achieving 100% of the target amount. Whenevaluating the results, the amount of operating profit after deducting other income and other expenses will be used, and the actual
exchange rate will be used. In the event that target amounts are changed significantly going forward, the target amounts, including
the payment curve presented below, will again be discussed and determined by the Compensation Committee.
2. If the operating margin reaches 20% of the sales at the time of 200% payment in the preceding paragraph, 200% will be paid.
The payment table between 100% payment and 200% payment is a straight line connecting the respective operating profit amounts.
3. The 50% payment shall be the same amount of operating profit as the operating profit of the fiscal year ended March 31, 2020
after deducting other expenses and other income. The payment table between 50% payment and 100% payment shall be a straightline connecting the respective operating profit amounts.
4. If the operating income for the fiscal year ending March 31, 2022 is less than the actual operating income for the fiscal year
ended March 31, 2020, the payment rate will be 0%.
5. The payment rate is rounded to the first decimal place.
(v) Strategic goals
Target items are set on important company-wide issues in the fiscal year ending March 31, 2022 explained at the financial resultsmeeting for the fiscal year ended March 31, 2021 held on May 7, 2021 and set them as common goals for all executive officers.
The payment curve between 0% and 200% in the evaluation table is set for each item.

Deepening profitable growth strategy in Medical businessFurther improvement of efficiency and effectiveness through Transform Olympus
Continued steady investment in product development for future growth
ESG initiatives that contribute to a sustainable society(5) Long-term incentive compensation, which is non-monetary compensation, etc. (FY2022 LTI)
This section describes long-term incentive compensation, which is non-monetary compensation, etc. (FY2022-LTI) starting in thefiscal year ending March 31, 2022 and ending in the fiscal year ending March 31, 2024.
Long-term incentive compensation (LTI), which is non-monetary compensation, etc., in the new compensation system establishedin the fiscal year ended March 31, 2021 consisted of 25% stock compensation (RSU: Restricted Stock Unit) and 75% performancelinked stock compensation (PSU: Performance Share Unit). Every assessment period is three years. However, the spread of
COVID-19 significantly affected the initiatives in the first year (the fiscal year ended March 31, 2021) of the management strategy
announced in November 2019, and increased uncertainty in the business environment in the second year (the fiscal year ending
March 31, 2022). As a result of discussions on the ratio of RSUs and PSUs of FY2022-LTI at the Compensation Committee, we
set 40% of RSU and 60% of PSU.

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RSU

PSU

40%

60%

(i) Subsequent grant-type restricted stock compensation: FY2022-RSU
1. Vestinga. Three years after the payment, the rights will be vested after confirmation by the Compensation Committee.
b. When retiring as an executive officer, the rights shall be vested after confirmation by the Compensation Committee six
months after the retirement.
2. Grant date and number of units provided
a. The grant date shall be April 1, 2021.
b. The calculated stock price shall be the closing price of the Company’s common shares on the First Section of the Tokyo
Stock Exchange on the business day prior to the grant date.
c. For foreign exchange, apply TTM on the business day before the grant date.
d. The total basic salary of executive officers, which is the basis for granting, is 324,983,375 yen, and the total number of units
paid is 91,866 units.
(ii) Performance-linked stock compensation: FY2022-PSU
1. The PSU will be decided based on the philosophy of compensation, which is to make the incentive program consistent with the
management strategy, and also in consideration of the business environment.
2. PSU metrics consist of operating profit, relative TSR, and ESG metrics.

Operating profit

Relative TSR

ESG

40%

40%

20%

Increased corporate value is equally assessed from both a financial perspective (operating profit) and a shareholder
perspective (relative TSR)
We are focused on increasing corporate value from an ESG perspective, and the ESG metrics are 50% of the financial
perspective / shareholder perspective

3. The target values and evaluation table for each metric are set as follows.
a. Operating profit: 40%Going forward, we will continuously promote reforms to increase corporate value, and the Compensation Committee has
decided that the below method is suitable to assess operating profit.
At the start of each fiscal year during the assessment period of PSU, operating profit targets and a 0 to 200% payment
curve are decided, and after the end of each fiscal year, the payment rate for each fiscal year is calculated from results.
The average payment rate for the three fiscal years is then used as the payment rate for PSU’s operating profit.

The target values and payment curve for operating profit in the current fiscal year are as shown in the section of “Shortterm incentive compensation, which is performance-linked compensation, etc. (FY2022-STI).”
b. Relative TSR: 40%
Twenty global medtech companies (companies with medical or life science related businesses) are set as a peer group,and 100% will be paid if the rank of our TSR is located at 50%. The evaluation table of 0 to 200% payment is calculated
based on the logic reasonably set by relative comparison with the peer group.
c. Strategic goals (ESG): 20%

Indicators for ESG, which is announced to be reinforced in the management strategy, are used as strategic goals.

The Dow Jones Sustainability Index (DJSI) is set as an evaluation index for the following reasons.

It is a highly reliable external evaluation organization and ensures transparency and fairness.
The breadth of coverage in the evaluation area contrasts with the expectations of a broad range of stakeholders.

It provides comprehensive coverage of overall corporate activities.

DJSI ratings are “World Index (W),” “Asia Pacific Index (AP),” and “Non-Index (N)” from the top ranks. Establish anassessment table that emphasizes Index to be acquired in the third year, considering the outcome in the first and second
years, and decide payment rates of 200%, 150%, 100%, 50%, and 0%.
(6) Transformational FY22-RSU
The Compensation Committee believes that providing appropriate compensation to Executive Officers responsible formanagement to be highly motivated in their efforts to achieve the management strategies and for the results they produce will leadto the subsequent maximization of corporate value and enhancement of shareholder value.
A new management strategy announced in November 2019 replaces the 2016 Corporate Strategic Plan (“16CSP”) and has
progressed significantly in line with the long-term direction of the Company. Performance-linked stock compensation, for which
the evaluation period was the three-year period from the fiscal year ended March 31, 2019, to the fiscal year ended March 31, 2021,
was set based on the 2016 Corporate Strategic Plan (“16CSP”) and was not provided because the actual value in the performance
evaluation index fell below the minimum value.
Considering the various reform themes being promoted in the business transformation plan “Transform Olympus” based on the
management strategy, the one-time costs due to the transfer of the Imaging Business implemented in the fiscal year ended 31, 2021,
and the impact of the spread of COVID-19, etc. from the fiscal year ended March 31, 2020, and onward, although the actual value107

of the performance evaluation index fell below the performance target minimum value linked to officers’ compensation, theCompensation Committee has determined that the management efforts of executive officers have produced results that will lead
into the fiscal year ending March 31, 2022, and onward.
In light of the above results and management efforts of the executive officers, and in the midst of an uncertain business environment,
the Company considered it necessary to provide effective compensation to the executive officers to encourage them to continue to
strive to maximize corporate value and increase shareholder value in the fiscal year ending March 31, 2022, and onward, as wellas to encourage them to hold shares in order to further strengthen the sharing of interests with shareholders. Therefore, theCompensation Committee, after consulting with “Pay Governance,” an independent compensation consultant, decided at thediscretion of the Compensation Committee to grant the following “Transformational FY22-RSU” as subsequent grant-type
restricted stock compensation.
(1) Grantees
CEO and CTO(2) Form of payment
The unit grant date for “Transformational FY22-RSU” is April 1, 2021, and the rights will be vested three years later or uponretirement at the Company’s request. In the event of retirement that is not due to the Company’s request, the Compensation
Committee will decide how to respond.
(3) Units granted
The standard amount for “Transformational FY22-RSU” is set at 18% of the basic compensation for the fiscal year ending March
31, 2022. The number of shares to be given will be calculated based on the share price on the business day prior to the grant date,
and the number of shares will be given after vesting.

[Support systems for outside directors]• The Company established the Board of Directors Office as a dedicated organization to support the execution of duties of outside
directors as well as the effective and vigorous activities of the Board of Directors, Nominating Committee and Compensation
Committee.
• To support the effective execution of the roles and duties of outside directors, the Company works proactively to provide outside
directors with information and distributes documents prior to Board of Directors meetings while setting an opportunity for the
explanation of agendas in advance as necessary and working to stimulate discussions in the Board of Directors meetings.
• Additionally, the Company provides training for newly inaugurated directors including outside officers, comprising visits to theCompany’s major business bases such as business offices and factories, etc., and business study sessions such as briefing sessions,directors presentations, and technical result presentations based on a policy of promoting knowledge acquisition about theCompany. Additionally, the Company arranges for, and covers the cost of, external training sessions for directors to acquire basic
knowledge necessary for the performance of directors’ duties with a view to deepening directors’ understanding of their roles andresponsibilities.

2.

Matters related to functions of business execution, audit and supervision, personnel nomination,
determination of compensation, etc. (Outline of the current corporate governance structure) Updated
As its organizational design, the Company has adopted the form of a company with Nominating Committee, etc. By having theBoard of Directors specialize in deciding important items related to the core of management and in management supervision, we
are working to enhance our management speed and supervisory functions. For items related to the everyday execution of duties,
authority has largely been delegated to executive officers as we work to increase the speed of management decision making andexecution by management. Furthermore, related to points that should be discussed at the Board of Directors and matters to bereported, we are working to increase the effectiveness of the Board of Directors by promoting improvements based on the resultsof the effectiveness evaluation of the Board of Directors.
[Supervisory functions of the Board of Directors]• The Board of Directors consists of 11 directors, including a majority of eight outside directors, thereof all independent outside
directors. Tenures of directors continue for one year. The Board of Directors convenes once every three months and when needed.
The Board of Directors determines matters related to basic policies of management and internal control systems and other importantmatters, and monitors the execution of the duties of directors and executive officers, etc. The Board of Directors is chaired by anindependent outside director. In the exercise of supervisory functions at the Board of Directors, the eight outside directors are
expected to bring their specialist knowledge to bear on management. The Company proactively provides directors with information
to enable the effective execution of their roles and duties. Outside directors of the Company may at all times when needed or when
considered appropriate require clarifications and reports or the submission of internal documents from internal directors, executive
officers, and employees, so as to strengthen the functions of information transmission and supervision and to create systems toensure the soundness of management.
•So that the Company’s Board of Directors can contribute to enhancing Olympus’s corporate value by cooperating with executive
officers, its duties to be fulfilled are (i) improving recognition and insight into the management environment and management
issues through constructive discussion with executive officers, (ii) effectively supervising management decision making andexecution from a strategic, broad perspective, and (iii) supporting the promotion of strategies so Olympus can develop itself as atruly global medtech company, and it will exercise effective monitoring capabilities.
• Aiming for outside directors to mutually exchange information and share awareness, the Company is working to improveoversight functions with an “Opinion Exchange Meeting for Outside Directors,” which is held four times a year (once per quarter)108

as a regular meeting in which only outside directors can participate, and an “Executive Session,” which is held after the conclusionof every Board of Directors meeting.
[The member structure of the Board of Directors]
The member structure of the Board of Directors is shown below. The chairman of the Board of Directors is Sumitaka Fujita.
Directors
Yasuo Takeuchi, Stefan Kaufmann, Nobuyuki Koga
Outside directors
Sumitaka Fujita, Susumu Kaminaga, Tetsuo Iwamura, Yasumasa Masuda,
Atsushi Iwasaki, David Robert Hale, Jimmy C. Beasley, Sachiko Ichikawa[Activities of the Board of Directors in FY2021](1) Number of meetings held: 18(2) Attendance (average attendance rate): 100%
Attendance for individual directors at meetings of the Board of Directors is described in the reference documentation to proposals
for the election of directors, which is part of the convocation notice of the ordinary general meeting of shareholders.
Notice Regarding the Convocation of the General Meeting of Shareholders For the Fiscal Year Ended March 31, 2021 (from April
1, 2020 to March 31, 2021)
https://www.olympus-global.com/ir/stock/pdf/meeting153p_02.pdf(3) Main matters to be discussed
First quarter
Report on cross-shareholdings, Report on results of internal audit
Second quarter
Evaluation of the Board of Directors’ effectiveness, Audit & Supervisory Board audit plan report
Third quarter
Status report on individual businesses and regions, Report on cross-shareholdings
Fourth quarter
Business plan, Internal audit plan, Executive Officer structure for the next fiscal year
In addition to the above, the Chairman of the Board of Directors reports as necessary at the meeting of the Group Executive
Committee on matters to be discussed and regularly receives status reports on the execution of duties from Executive Officers.
Furthermore, separately from regular meetings of the Board of Directors, management strategy meetings were held on the state ofprogress and issues in the management strategy and on topics in the business plan, and active discussions took place.
[Nominating-, Compensation-, and Audit Committees]• In addition, the three committees comprised of the Nominating-, Compensation-, and Audit Committees, each consisting in the
majority of independent outside directors, determine director candidates (Nominating Committee) and the compensation of
directors and executive officers (Compensation Committee), and audit the execution of the duties of directors and executive officers(Audit Committee). The members of each committee are as follows.
Nominating Committee

Chairman:Members:

Sumitaka Fujita (Independent outside director)
Tetsuo Iwamura, David Robert Hale (Independent outside directors)
Yasuo Takeuchi (Director)

Compensation Committee

Chairman:Members:

Susumu Kaminaga (Independent outside director)
Tetsuo Iwamura, Jimmy C. Beasley(Independent outside directors)

Audit Committee

Chairman:Members:

Yasumasa Masuda (Independent outside director)
Atsushi Iwasaki, Sachiko Ichikawa (Independent outside directors)
Nobuyuki Koga (Directors)[Activities of the committees in FY2021](1) Nominating Committee (Number of meetings held: 12)• The Nominating Committee deliberated matters related to human resources at the director and executive officer level, anddetermined the content of proposals submitted to the general meeting of shareholders in relation to the appointment and dismissalof directors.
• As a main item for consideration, in considering the plan for the composition of the Board of Directors, the Nominating
Committee created a matrix of the experience and knowledge required from directors of the Company.
• In selecting candidates for director, the Nominating Committee held discussions and interviews in accordance with the selection
criteria and made decisions.
• Regarding the selection plan for executive officers, the Nominating Committee discussed their suitability and made decisions
after a year-long selection process.
• Regarding the succession plan for executive officers, the Nominating Committee discussed whether they possessed the desired
experience and knowledge in accordance with expected roles in the execution of duties at the Company.

109

(2) Compensation Committee (Number of meetings held: 11)• The Compensation Committee reviewed the determination policy for individual compensation for directors and executive officers
and the contents of the compensation and made decisions.
• The details are listed in the [Incentives] and [Compensations of directors and executive officers] sections above.
(3) Audit Committee (Number of meetings held: 26)• In addition to maintaining an independent position and fair and unbiased attitude and auditing and overseeing the Accounting
Auditor and internal audit department, the Audit Committee conducted effective, efficient audits by directly verifying the suitability
and validity of the execution of duties by the directors and executive officers.
• In addition to monitoring and evaluating whether the Accounting Auditor maintained an independent position and performed
suitable audits, the Audit Committee received reports from the Accounting Auditor on the state of execution of its duties andrequested explanations where necessary.
• In addition to maintaining an independent position and fair and unbiased attitude and auditing and overseeing the Accounting
Auditor and internal audit department, the Audit Committee conducts effective, efficient audits by directly verifying the suitability
and validity of the execution of duties by the directors and executive officers. Additionally, due to COVID-19, from April 2020,
the Audit Committee was forced to perform audits through remote online meetings. Nevertheless, it succeeded in conducting
activities in line with the initial audit plan.
[Contents of limitation of liabilities agreements and directors and officers insurance agreements]
In order to enable directors to fully discharge their expected functions, the Company has entered with directors (excluding
executive directors, etc.) into agreements based on the provisions of Article 427, paragraph (1) of the Companies Act which limit
the indemnification liability pursuant to Article 423, paragraph (1) of the Companies Act, such that the indemnification liability
under the said agreements corresponds to the statutory minimum indemnification liability amount.
Furthermore, the Company has entered into directors and officers liability insurance agreements with an insurance company withdirectors and officers as the insured persons pursuant to Article 430-3, Paragraph 1 of the Companies Act. The insurance
agreements cover damages that may arise when the insured person assumes liability for the execution of his or her duties or receives
claims related to the pursuit of such liability. The Company will bear the full amount of the insurance premiums.
[Resolution requirements for elections of directors]
The Articles of Incorporation stipulate that directors of the Company are elected by majority vote of the general meeting ofshareholders with at least one-third of shareholders eligible to exercise voting rights in attendance and that resolutions on elections
are not adopted by cumulative voting.
[Matters for resolution by the general meeting of shareholders which can be resolved on by the Board of Directors]
In order to carry out capital policy in accordance with changes in the business environment and to carry out flexible return ofprofits to shareholders, the Company stipulates in its Articles of Incorporation that matters, including dividends from surplus, set
forth in each item of Article 459, paragraph (1) of the Companies Act shall be decided by resolutions of the Board of Directors,
not those of general meeting of shareholders, unless otherwise provided by laws and regulations.
Furthermore, the Articles of Incorporation stipulate that in order to enable directors and executive officers to fully discharge their
expected functions, the Company can, by a resolution of the Board of Directors, pursuant to the provisions of Article 426, paragraph(1) of the Companies Act, in cases where the statutory requirements are satisfied, exempt directors (including former directors)
and executive officers (including former executive officers) from the indemnity liability pursuant to Article 423, paragraph (1) of
the Companies Act, limited to the balance of the indemnity liability amount reduced by the statutory minimum liability amount.
[Requirements for special resolutions of the general meeting of shareholders]
The Articles of Incorporation stipulate that in order to facilitate the operations of the general meeting of shareholders by relaxing
the quorum requirements for special resolutions of general meetings of shareholders pursuant to Article 309, paragraph (2) of theCompanies Act, special resolutions of the general meetings of shareholders are adopted by a vote of two-thirds or higher ofshareholders in attendance who hold one-third of voting rights.
[Executive Officers]
Executive officers are comprised of the following five persons: Chief Executive Officer, Chief Operating Officer, Chief Technology
Officer, Chief Financial Officer, and Chief Administrative Officer, who accelerate and streamline the decision-making system in
the Group and centrally manage risk management across the Group.

3.

Reasons for choosing the current corporate governance structure

UpdatedThe Company aims to develop itself as a truly global medtech company, and as described below, to accelerate decision making in
the execution of duties and to strengthen and further increase the transparency of governance, in June 2019, it transitioned to acompany with Nominating Committee, etc.
1. Acceleration of management decision making and business execution functions
Functions are separated based on the basic principle of “separation of corporate oversight and business execution” in a “a company
with nominating committee, etc.” The Board of Directors focuses on deciding important matters on core managerial elements andmanagement supervision, and works to enhance management speed and supervisory functions. The Company will seek to110

accelerate management decision-making and execution by delegating more authority to executive officers concerning mattersrelated to daily business execution.
2. Reinforced supervisory function in management
The Company will establish three committees; nominating committee, compensation committee and audit committee, which
consist in the majority of independent outside directors, supervise management through the functions of each committee, and build
more appropriate management supervisory system.
3. Increased transparency in management
The nominating committee, which consists in the majority of independent outside directors, will decide candidates for directors,
while the compensation committee, which consists in the majority of independent outside directors, will decide compensation of
directors and executive officers. These committees will improve the transparency of director and executive officer assignment andcompensation decisions. The Company will seek to further increase its management transparency to domestic and foreign
stakeholders.

111III State of implementation of measures concerning shareholders and other stakeholders
1.

Status of efforts at activating general meetings of shareholders and facilitating voting rights exercise

UpdatedSupplementary explanation

2.

Advance dispatch of
convocation notices of general
meetings of shareholders

In order to provide our shareholders with time to sufficiently review information on the
convocation notice, the Company ships the convocation notice three weeks before thegeneral meeting of shareholders.
Additionally, a few days before shipment a PDF version of the convocation notice will be
published electronically on the Company’s website, TDnet, and the electronic voting rights
exercise platform for voting rights.

Off-peak scheduling of general
meetings of shareholders

The policy is to appropriately set the date on which the general meeting of shareholders is tobe held with the intention of shareholders attending after adequately considering proposals.

Electronic voting rights
exercise

Voting rights can be exercised electronically by using the Company’s designated voting
rights exercise website or the electronic voting rights exercise platform.

Provision of English
convocation (outline) notices

The text English translation of the convocation notice is available on the Internet (on theelectronic voting rights exercise platform and the Company’s website).

Other matters

The full text of the convocation notice and resolution notice is published on the Internet (onthe electronic voting rights exercise platform and the Company’s website).
In order to gain the understanding of shareholders, visuals are used to illustrate the mattersreported in general meetings of shareholders. These materials are also published on theInternet (the Company’s website).
Furthermore, by adopting an attendance-type virtual general meeting of shareholders inwhich questions can be asked and voting rights can be exercised through an online
attendance method, the Company is working to secure the opportunity for all shareholders
to exercise their voting rights. The video that is livestreamed on the day of the general
meeting of shareholders is posted in the above materials on items to be reported and on the
Company’s website after the meeting is held.

IR related activities

UpdatedSupplementary explanations

Availability of
explanations fromthe representative

Disclosure policy creation andpublication

The Company publishes its “Information Disclosure Policy” on the
Company’s website.
In addition, in accordance with its information disclosure policy, theCompany has established information disclosure frameworks,
disclosure standards, and pertinent information management
regulations, as well as Information Disclosure Regulations for timely
and appropriate information disclosure.

Regular briefing sessions forindividual investors

The Company’s website provides an overview of the Company’sbusinesses, its strengths, and the steps that it has taken to develop
cutting-edge optical equipment products. Furthermore, as
opportunities for direct dialogue, the Company participates inindividual investor briefings and online seminars held by securities
companies and IR events.

No

Regular briefing sessions foranalysts and institutional
investors

On the day that financial results are announced each quarter, theCompany’s management holds results briefings for direct dialogue
with analysts and institutional investors on the business environment,
financial results, financial forecasts, and progress in the management
strategy.
Furthermore, in addition to holding events such as management
strategy briefings, small meetings with the Company’s management,
new product presentations, and factory tours as appropriate, theCompany participates in conferences held by securities companies.
Moreover, individual meetings are held by the Chief Executive
Officer, Chief Financial Officer, and IR officers as needed, excluding
the quiet period between the day quarterly results are calculated andthe day financial results are announced.

Yes

Regular briefing sessions forinternational investors

On the day that financial results are announced each quarter, theCompany’s management holds the results briefing at the same time as

Yes

112

the briefing for domestic analysts and institutional investors.
Moreover, several times a year, the Chief Executive Officer, Chief
Financial Officer, or an IR officer visits overseas institutional
investors. Additionally, IR officers at U.S. locations hold individual
meetings as needed, excluding the quiet period between the day
quarterly results are calculated and the day financial results areannounced. The IR officers also actively participate in conferences
held by securities companies.
In FY2021, we cancelled visits to overseas institutional investors dueto the impact of COVID-19, but the Chief Executive Officer and Chief
Financial Officer were proactively involved in teleconferences andonline meetings, ensuring the same opportunities for dialogue withoverseas investors as in the past.

3.

Publication of IR materials on
the Company website

The Company publishes financial results information (financial
results, presentation materials, numerical reference materials) andother corporate disclosures, integrated reports, convocation notices togeneral meetings of shareholders, shareholder communications,securities reports and quarterly reports, medical fact books, and reports
on CSR and environmental activities. The Company also publishes
videos of various events including management strategy briefings andfinancial results briefings, new product presentations, general
meetings of shareholders.

IR Department (Officer)

Officer in charge:
Executive Officer, Chief Financial Officer Chikashi Takeda
Department in charge: IR department.

Status of efforts at the integration of stakeholder viewpoints

UpdatedSupplementary explanations
Regulations on the integrationof stakeholder viewpoints
based on internal regulations,etc.

The Group has established the “Olympus Global Code of Conduct,” which expresslyprescribes behavior in accordance with laws and regulations and high ethical standards aswell as fair and honest corporate conduct in relationships with customers, business partners,
shareholders, employees, and local communities, etc.

113

Implementation ofenvironmental protection
activities, CSR activities, etc.

The Group, based on its Corporate Philosophy of “Making people’s lives healthier, safer, andmore fulfilling,” strives to respond to all stakeholder expectations at a high level, acts as agood corporate citizen, and aims to achieve sustainable growth together with society.
The Group has included ESG as an important element in its Corporate Strategy. In particular,
the Group has included six important ESG fields: 1) corporate governance, 2) economic
sustainability, 3) product sustainability, 4) the environment, 5) human resources, and 6)
society. Additionally, the Group has established five important issues (materiality): 1)
providing a wide range of healthcare opportunities and improving outcomes, 2) focusing on
compliance and product quality and safety, 3) promoting a responsible supply chain, 4)
promoting diversity and inclusion, 5) contributing to the realization of a carbon-neutral andcircular society in harmony with society. While strengthening and promoting our initiatives
in each materiality and fulfilling our responsibilities to society and our stakeholders, we will
improve the Company’s economic value and realize sustainable growth.
In May 2021, we newly added the materiality “contributing to the realization of a carbonneutral and circular society in harmony with society” to the materiality established in our
Corporate Strategy announced in November 2019 and established environmental goals to
realize carbon neutral by 2030. We also agreed with recommendations by the Task Force on
Climate-related Financial Disclosures (TCFD) and decided to work on information
disclosures based on the TCFD recommendations.
We will continue to improve our manufacturing improvement activities and energy saving
measures to achieve our target of carbon neutrality. At the same time, we will accelerate
efforts to reduce CO2 by switching all power consumed at our business locations torenewable energy sources by 2030. We will also continue to concentrate on highly
transparent information disclosure focused on analyses of the risks and opportunities posedby climate change.
For specific CSR activities, the Company holds procurement policy briefings once a year for
major domestic suppliers of the Company’s businesses in order to share the Group’s
Corporate Strategy and procurement policy. In FY2021, to prevent the spread of COVID-19,
we cancelled in-person briefings for suppliers but are considering holding online briefings
going forward. Furthermore, in environmental activities, reducing the environmental burden
throughout the entire product life cycle is regarded as an important issue by the “Olympus
Group Environmental Policy.” Consequently, the Company engages in a range of activities
to contribute to international society, civil society and local society by actively engaging inenvironmental improvement activities for production, business sites, and logistics.
Furthermore, the Company recognizes climate change as a major environmental issue that
affects our business activities. We see the risks as carbon tax, carbon emissions trading,stronger regulations for CO2 reduction by various countries, and supply chain disruptions
caused by the growing scale of natural disasters such as typhoons, floods, etc. In response,
we are implementing measures including activities aimed at improvements in energy
efficiency, the expanded introduction of natural energy sources, and the diversification of
suppliers. Based on the above initiatives, we have begun to evaluate the nature of theCompany’s contributions to the “Sustainable Development Goals (SDGs)” of the United
Nations.
To facilitate understanding of the Group, the Company strives to actively disclose
information and enhance communication. Detailed information is available in integrated
report and published on the Company’s website.
(https://www.olympus.co.jp/ir/data/integratedreport/)

Formulation of policies
concerning the provision of
information to stakeholders

In order to be correctly understood and trusted by all stakeholders, the Group has establishedthe “Olympus Global Code of Conduct,” which prescribes the fair, timely, and appropriate
disclosure of corporate information such as management policies, the status of businessactivities, and CSR activities.

114

[Initiatives for health and productivity management]
The Company has prepared a health declaration in order to clarify that establishing a working
environment where employees can work in an active and healthy manner is a major premiseof the Company for proceeding with various activities, and that it is the management has
resolved to properly support the maintenance and improvement of the health of employees
and their families, in cooperation with the Health Insurance Association. The Company will
promote health maintenance and enhancement among employees by further working toprevent second hand smoke, recommend lifestyle changes, encourage regular checkups andcomplete examinations for cancer screenings, and give advice when hospital visits are
required. By actively developing health management initiatives, the Company wasrecognized as a “White 500” organization for five years in a row since 2017.
[Promotion of Work-Life Integration]
In order to prepare an environment where employees can demonstrate their abilities to thefullest and actively continue their career, even with different circumstances such as childrearing or nursing care, the Group is promoting initiatives for “Work-Life Integration” tosupport both employees’ work and lives to achieve synergy between them, and is working to
introduce flexible systems related to working styles and expand users.
As an enhancement of supporting measures for both work and childcare/nursing care, theGroup has introduced the “work-from-home system,” “re-entry system,” “position flex
system,” and “reduced working hours system.” The Group is aiming to realize a diverse
workplace, increase productivity and increase employees’ motivation by supporting both
work and family life.

Other matters[Ensuring diversity in the Company including active roles for women]
At the Company and its domestic Group companies, centered on the Human Resources
Division, we establish and operate systems and policies to support active roles for diverse
human resources. Through new workstyles centered on telework, by eliminating distanceand time constraints, diverse personnel feel a sense of ease in their work and happiness intheir growth as we work to create an environment in which they can flourish. In our hiring,promotions, and pay raises, we proactively use human resources that have both strong
expertise and abilities and morals.
Furthermore, in promoting “Work-Life Integration,” the Group has set the promotion of
women’s participation and advancement as an important issue, and formulated a plan ofaction for general employers in accordance with the Act on the Promotion of Female
Participation and Career Advancement in the Workplace in 2016. Major initiatives include
expanding employees allowed to utilize the work-from-home system, implementing theprovision of information for employees taking childcare leave, creating a system that canbalance work and treatments for infertility or cancer, opening childcare facilities at certain
workplaces, and establishing the “Diversity Promotion Group,” which is a dedicatedorganization to strengthen the diversity promotion system. The Group supports careeradvancement of female employees by assuming life events in advance and with the conceptof feed forward, which quickly provides experience and opportunities.
In 2020, we produced our first female corporate officer from within our company. As of theend of April 2020, 65 women were active in managerial positions (an increase of 122% fromthe previous year), and the number of female employee candidates for managerial positions
rose to 247 (an increase of 116% from the previous year), as our ratio of female employees
has increased each year. We also have an increasing number of foreign nationals inmanagerial positions.
Aiming for LGBT persons to feel a sense of ease and happiness in their work, to create
workplaces highly accepting of diversity, we offer education and events to promote
understanding and are promoting the establishment of a dedicated helpdesk.
In employing persons with disabilities, we approach disabilities as one element of
individuality. We proactively hire persons with disabilities by focusing on what they can do,
support them as they take their positions, and offer employee education. We see the hiringof disabled persons and their onboarding as an important issue, and in addition to engaging
in regular hiring activities, we have established a specialized subsidiary and are improving
our onboarding system. During the onboarding process, we provide training and education
to promote understanding so that superiors and colleagues can understand the nature of theirdisabilities. As part of our onboarding, when disabled persons first joins the Company, theymeet with the Human Resources Division, their superior, and an industrial physician. As ofJanuary 2021, we achieved a disabled person hiring ratio of 2.4%, higher than the statutory
employment rate.
The Company proactively hires older employees who are past retirement age and believes
that it is important for personnel who have exercised strong expertise and produced resultsin the past to continue to have an active role in the Company. For employees who wish tocontinue working after the fixed retirement age of 60, we have created a system to allow

115them to continue working until 65. After improving the treatment of employees in April
2016, we began reforming our position-style human resources system, which deals withpersonnel based on job grade, from April 2020 for rehired personnel who have a high levelof expertise in order to evaluate work after rehiring. Going forward, while considering thetrends and tendencies in society, including laws and regulations, we will continue to build avibrant working environment in which employees can exercise their expertise after
mandatory retirement.
[Reforming our human resources system to support the challenge of becoming a global
medtech company]
To win in future competition with competing global medtech companies, we cannot only
engage in regional hiring. We must also create a comprehensive operating model forgovernance, operations, and human resources on an integrated, global level, and improve themanagement efficiency of the entire Group. To realize this goal, it is essential that we assign
personnel with diverse abilities that support our global business to the appropriate positions
irrespective of their home country or region. We are working to create a human resources
system that encourages the desire for growth among the Group employees and to build a
corporate culture that allows them to use their individual abilities to the maximum for thedevelopment of the Company.
In April 2019, we changed our human resources evaluation system for managerial employees
in Japan to a position-based wage system. The job description form clarifies the roles,
responsibilities, and authorities of each employee. The treatment of employees is decided
based on the scale of job responsibilities and results, and we promote a hiring system that
does not consider age or nationality. Furthermore, in April 2020, we standardized goal setting
and evaluation criteria for global senior management and clarified their responsibility for
performance. Senior management has set forth strategic goals to achieve global shared KPI
and is working toward organizational reform. As a result of promoting assignments based oncapabilities and suitability rather than nationality, 40% personnel of our heads of businessand capabilities are foreign nationals.
In response to the spread of COVID-19, we established a global taskforce, enacted various
policies that place the safety of all employees first, and are reviewing global workstyles to
respond to the new normal. In Japan, we are moving forward with new workstyle reforms
including eliminating limits on work-from-home days and building an environment for
telework.
[Hiring women, foreigners, and mid-career hires for managerial positions]
At the Company, as our approach aimed at balancing work and personal life, we promote
Work-Life Integration (WLI) and support diverse personnel exercising their capabilities. In
promoting WLI, we position the promotion of active roles for women as one materiality andhave formulated and disclosed an action plan. We also actively promote the hiring of midcareer hires and foreigners to managerial positions.
• Basic policy(i) Strengthen the planned development of female candidates for managerial positions.
(ii) Strengthen an environment that realizes a balance between work and personal life.
(iii) Strengthen the hiring of women.
• Target(i) By the start of FY2025, double the number of female managerial employees compared to
FY2020.
(ii) Strengthen an environment that realizes a balance between work and personal life.
(iii) Increase the percentage of female new graduate hires joining the Company in April
2024 by 25% or more.
• Previous conditions and future plans(i) Policies to strengthen an environment that realizes a balance between work and personallife• Introducing flexible care and a balanced system, expanding the scope of work-fromhome system, introducing an hour-based annual leave system, and opening a childcare
facility at our Hachioji business office, etc.
(ii) Policies for personnel hiring irrespective of gender, age, or nationality• Introducing a “position-style human resources system”• Implementing talent reviews[Risk management]
Based on its “Internal Rules on Risk Management and Crisis Response” and related rules,
the Olympus Group has built a global management system. The Group conducts risk
management from the viewpoints of both “offense” that leads to the creation of sustainablegrowth and value for the company through proactive, sound risk-taking and “defense” toprevent fraud and accidents. We are also working to create a crisis management process to116

minimize the effects of unpredicted incidents on corporate value. The status of our risk
management initiatives is listed in our integrated report and posted on the Company’s
website.
[Compliance]
The Olympus Group works to create an honest corporate culture that complies with laws andregulations. In September 2019, we established the “Olympus Group Code of Conduct,”which is published in 18 languages on the Company’s website. The status of our complianceinitiatives is listed in our integrated report and posted on the Company’s website.
[Information security]
The Olympus Group recognizes the proper handling and protection of information as a social
responsibility and formulated the “Information Security Policy,” working to ensure
information security. The details of our information security are listed in our integrated reportand posted on the Company’s website.

117

IV Matters concerning internal control systems, etc.
1.

Basic concepts and maintenance status on internal control systems

UpdatedAll our activities are based on our Corporate Philosophy, “Making people’s lives healthier, safer and more fulfilling.”
The Company, based on this basic concept, shall prepare and operate a framework which ensures the effectiveness and efficiency
of operations and appropriateness and reliability of financial reporting of the Company and its subsidiaries (hereinafter, “theOlympus Group”), and make continuous improvements.
1.
Framework to ensure the compliance by Executive Officers and employees of the Company and Directors and employees of
the its subsidiaries, in performance of duties, to applicable laws and regulations as well as the Articles of Incorporation(1) In order to ensure a system in which Executive Officers and employees of the Olympus Group perform their duties incompliance with applicable laws and regulations as well as the Articles of Incorporation, the Company shall establish“Management Basic Policy,” basic policy the Board of Directors relies on when the Board supervises the execution of duties of
Directors and Executive Officers. Furthermore, it shall establish the Olympus Global Code of Conduct and internal corporate
regulations, based on the Corporate Philosophy, and shall instill the policies and facilitate initiatives to raise awareness ofcompliance in the Olympus Group through continuing education and other measures.
(2) The Company shall also establish a compliance promotion system by appointing an officer in charge of compliance (“Chief
Compliance Officer”) and establishing a function in charge of group-wide compliance. The function in charge of group-wide
compliance shall be responsible for activities toward the improvement of the group compliance system based on the Global
Compliance Management System. Furthermore, it shall continuously conduct education of employees and measures relating toassessment. It shall establish a global contact desk which can be available 24 hours a day in multiple languages so that any employee
and external stakeholders, when suspecting there is or may be a violation of laws and regulations, etc., may make a report inaddition to a local hotline contact desk in each region.
(3) The Chief Executive Officer shall be the person responsible for CSR at the Company, and shall determine the content, set
objectives and conduct evaluations for CSR activities. Furthermore, beginning with instilling a strong sense of ethics, the Company
shall drive initiatives to be in line with the Olympus Global Code of Conduct.
(4) The Company shall set up an internal audit function reporting directly to the Chief Executive Officer. Based on the Internal
Audit Charter, the internal audit function shall conduct audits to verify the effectiveness of the various processes for risk
management, control and governance. The internal audit function shall report the results of internal audits to the Chief Executive
Officer of the Company, and the Audit Committee.
(5) In order to ensure the fairness of operations of subsidiaries, the Company shall dispatch Directors and Audit Committee tomajor subsidiaries and request them to obtain the Company’s approval for significant matters of subsidiaries based on the Job
Authority Rules and any other related rules.
(6) In order to ensure the appropriateness and reliability of financial reporting of the Olympus Group, the internal audit function
shall continue to conduct improvement activities by regularly evaluating its efforts and operations to ensure that control activities
relating to financial reporting function effectively under the internal control system.
(7) The Company shall be responsible for working with lawyers, the police and other parties to systematically stand firm against
anti-social forces and organizations which threaten societal order and safety. The Olympus Group continuously shall conduct
measures for excluding anti-social forces and prepare relevant rules and regulations in order to maintain its social responsibility to
exclude anti-social forces.
2.
Framework regarding the maintenance of records and management of information in relation to performance of duties by
Executive Officers of the Company(1) Pursuant to laws and regulations and the internal rules on document management, the Company shall maintain and manage
documents or electronic data.
(2) Directors may access important documents such as the minutes of a meeting of the Board of Directors and documentary
approvals at any time based on the internal rules on document management.
3.

Regulations and other framework relating to managing risks of loss of the Olympus Group(1) The Company shall manage its business risks of the Olympus Group based on due deliberations held at meetings of theBoard of Directors and the Group Executive Committee, among other meetings, and appropriate operation of the internal approval
procedure.
The Board of Directors shall determine basic management policy, matters related to the internal control system, other importantmatters and important matters related to business execution, as well as deciding matters to delegate to Executive Officers. Also,
for important matters not decided by the Board of Directors, Executive Officers shall make a decision, and make a report to theBoard of Directors.

118

(2) The Company shall manage risks such as those relating to quality, product safety, export control, information security, healthand safety, the environment and disasters by designating functions in charge, establishing internal corporate regulations, working
for preventive risk management as the Olympus Group, and implementing education and training.
(3) Based on the Internal Control Rules and other related rules, the Company shall prevent the emergence of serious risks
resulting from the business activities of the Olympus Group, and shall create, operate appropriately, and manage a risk management
system to minimize damage in the event of such risks emerging.
Moreover, pursuant to the Risk Management Operation Rules, each function in charge in the Olympus Group shall be aware ofrisks and take preventative measures, and the Company has a framework which enables prompt actions in the event of an emergency.
In the event of a violation of corporate ethics, or an earthquake, fire or accident, the function in charge shall make immediate
reports to the Executive Officers and relevant people. The final determination in such circumstance shall be made by the Chief
Executive Officer.
4.
Framework to ensure the effective performance of duties by Executive Officers of the Company and Directors of its
subsidiaries(1) The Board of Directors shall approve medium- and long-term Corporate Strategic Plans in which the business objectives of
the Olympus Group are set forth, and action plans for these, which are called annual business plans. The Board of Directors shalldecide on other important matters, and delegate except matters that should be resolved by the Board of Directors to Executive
Officers in order to enhance efficient and agile decision-making on the execution of business. In addition, the Board of Directors
shall receive reports, at least once a quarter, on business performance in order to evaluate the status of the Company’s annual
business plan, and supervise Executive Officers’ performance of duties.
(2) The Board of Directors shall determine the assignment of duties among the Executive Officers. In addition, the Board of
Directors shall receive, at least once a quarter, reports on their duties as performed.
(3) Based on the Job Authority Rules, Organization Rules, and other related rules, the Board of Directors shall approve theresponsibilities and authorities of major job ranks. Based on internal corporate regulations including the internal rules on approval
procedures and organizational matters, the Board of Directors shall approve the management organization and the separation ofduties as well as the responsibility and authority of each of the Representative Director, other Operating Directors and Executive
Officers, and receive reports from major management organizations on their duties as performed.
(4) With the establishment of Treasury Control Framework, which regulate financial policies as a base for financial operationsof the Olympus Group, the Company strengthens the governance of the Olympus Group from a financial aspect, and oversees andmanages funding, foreign exchange, and transactions with financial institutions for the Olympus Group including the subsidiaries.
5.
Framework for reporting to the Company on matters concerning execution of duties by the Directors and employees of thesubsidiaries(1) After the Company has clarified the management criteria of subsidiaries by means of the Affiliated Company Management
Rules and other related rules, the presidents of the regional headquarters shall conduct reviews of the situation faced bymanagement, and periodically report the results of the reviews to the President of the Company.
(2) The Company shall ensure receiving reports as appropriate and in a timely manner from the subsidiaries in accordance with
the Global Consolidated Accounting Control Framework to ensure that the Company will remain accurately informed of financial
position and results of operation of the Olympus Group, and appropriately maintain and manage the consolidated accounting
policies.
6. Framework for matters related to employees whose assignment is to assist in the duties of Audit Committee of the Company,and matters related to the independence of those employees from the Executive Officers of the Company, and matters related toensuring the effectiveness of instructions from Audit Committee of the Company to those employees
The Company shall allocate a dedicated employee who will assist with the Audit Committee’s duties. In addition, the Company
shall set forth internal corporate regulations to ensure independence from execution as stated below, and ensure effectiveness of
directions from the Audit Committee to such employees.
(1) While employees who have been assigned to assist in the duties of the Audit Committee assist in those duties, Directors(excluding Audit Committee members), Executive Officers and employees, etc. shall not give them commands or instructions.
(2) The appointment, dismissal, transfer, wage or personnel evaluation of employees who are assisting the Audit Committeewith their duties shall be decided only after obtaining the approval of the Audit Committee.
7.
Framework regarding reports by Directors (except those who are members of the Audit Committee), Executive Officers andemployees of the Company to the Audit Committee of the Company, and reports by Directors and employees of the subsidiariesof the Company or personnel who have received reports from them to the Audit Committee of the Company(1) Directors (except those who are members of the Audit Committee), Executive Officers and employees of the Company, as
well as Directors, Audit and Supervisory Board members and employees of subsidiaries shall promptly, and either directly or via
the relevant function, submit a report to the Audit Committee of the Company in cases where it becomes known that there has been119

a significant violation of laws or regulations or of the Articles of Incorporation; or when it becomes known that there has been
wrongdoing; or when it becomes known that there is risk of substantial harm to the Company. In other cases where the Audit
Committee requests a report from an Executive Officer or employee, etc. of the Olympus Group, in accordance with laws andregulations, or Audit Committee Rules etc., the Executive Officer or employee in question shall promptly report to the Audit
Committee.
(2) In case any material compliance issue arises in the Olympus Group, the Chief Compliance Officer shall make reports on
details and other matters to the Board of Directors in accordance with the Compliance Management System Rule. Reports on
details of issues reported and results of investigations shall also be made regularly to the Audit Committee.
(3) The internal audit function of the Company shall regularly report the status of internal audit in the Olympus Group to the
Audit Committee of the Company. In addition, the Chief Compliance Officer shall report the status concerning compliance to the
Audit Committee regularly.
8.
Framework to ensure that any personnel who have made a report to the Audit Committee of the Company will not be
subjected to any unfair treatment due to the report madeThe Company shall set forth internal corporate regulations and shall not impose any unfair treatment (including de-facto measures
such as restricting the personnel to engage in duties, or assigning the personnel solely to work on chores, in addition to measuresof personnel affairs such as dismissal, demotion, pay cut and other disciplinary actions and disadvantageous transfer) to any
personnel who have made a report on the grounds of having made a report to the Audit Committee.
9.
Matters regarding procedures for advance payment of expenses incurred in connection with execution of duties by the Audit
Committee members of the Company and their reimbursement, and treatment of other expenses or liabilities incurred in connection
with execution of the duties
The Company shall set forth internal corporate regulations. When an advance payment or reimbursement of expenses is requested
for execution of duties of Audit Committee members, the Company shall promptly process disbursement except for such case thatthe expense is obviously deemed unnecessary for execution of duties by Audit Committee members.
10.

Other systems to ensure the effectiveness of audit by the Audit Committee of the Company(1) Directors, Executive Officers and employees of the Company and Directors and employees of the subsidiaries shall ensure
effectiveness of the audit by cooperating with the Audit Committee for investigations by interviews and on-site inspections.
(2) The Company shall ensure that it provides the Audit Committee with opportunities to sufficiently exchange opinions with
Directors, Executive Officers, Accounting Auditors and any other personnel necessary.
(3) The Company shall ensure that the Audit Committee is permitted to have its members attend important meetings, and thatthey have an opportunity to state their opinion.
(4) The Audit Committee and an internal audit function shall work closely, and the Audit Committee are allowed to exercise
authority to give instructions and make commands to the internal audit function as necessary.
(5) The Company shall ensure that it provides the Audit Committee with, upon their request, opportunities of collaboration
between the Audit Committee and Audit Committee of the subsidiaries and collecting information from employees of thesubsidiaries.

2.

Elimination of organized crime - Basic concepts and their maintenance
The Company has in the basic policies of its internal control system defined policies against anti-social forces and has establishedframeworks for systematic counteraction. Specifically, the Company has established an internal communication network,
cooperates with lawyers and the police force, and takes preventive measures by joining specialized organizations, along withinformation gathering and training activities. Additionally, the Company works to constantly and completely shield itself by
stipulating in agreements with business partners the exclusion of anti-social forces.

120

V Other matters
1. Adoption of takeover defense measures
Adoption of takeover defense measure

None

Supplementary explanation of relevant items―――

2. Other matters concerning the corporate governance structure, etc.
In disclosing information, Olympus shall comply with the laws and the Financial Instruments Exchange rules and shall disclose
information in compliance therewith. Olympus shall also proactively disclose the information which may have a material impact
on its corporate value evaluation in accordance with the Article 27-36 of the Financial Instruments and Exchange Act (so-called“Fair Disclosure Rules”) and the Internal Information Disclosure Criteria regardless whether such disclosure is not required by thelaws or the rules. To this end, we have established internal corporate regulations such as “Rules on Information Disclosure” and“Detailed Rules on Information Disclosure,” and set out specific duties and procedures for information disclosure.
Based on the “Information Disclosure Flow,” information for disclosure is aggregated from the IR liaison (a person in eachfunction/operating division who is in charge of the information disclosure as appointed by the IR Division) and the secretariats ofthe management meetings (the Board of Directors meeting and Group Executive Committee) and other committees, etc. andwhether or not to disclose is determined by the head of Information Disclosure after deliberations with the head of the IR divisionand the head of the division disclosing the information.

121

Updated

Corporate Governance Structure (June 2021)
Decision on
proposal ofelection/
dismissal of
directors

General Meeting of shareholders
Election / Dismissal《Supervisory function》

Election /Dismissal

Board of Directors
3 Directors, 8 Outside Directors Chairman︓Independent Outside Director

Election /Dismissal

Election /Dismissal

Nominating Committee

Compensation
Decision

Election /Dismissal

Compensation Committee

Audit

Audit Committee
Audit

Supervision

ReportCompensation
Decision《Execution function》
Representative Executive Officer
Executive Officer
Group Executive
Committee

Order

ReportCooper-ationOrder

Accounting Auditor

Cooper-ationInternal Audit
Report
Audit

Audit

Functional Divisions , Business units , Corporate Divisions , and Group Companies

122

123

Information Disclosure Flow
Press Club

Financial Instruments Exchange

WebsiteDisclosure Route[Disclosure] * Where to disclose will be decided based on what is to be disclosed.

Deliberation / Decision[Decision]

Head of Information Disclosure (CFO)

Directors
Executive Officers
Audit Committee[Deliberation / Internal consensual decision-making] 1

Head of the IR Div.

Collection of Information
Source of Information

Collection Route[Report]Head of the division disclosing the information

Div. in Charge of Timely Disclosure(IR Div.)[Confirmation of details]

IR Liaison[Collection of information]

Management Meetings

BoD (Secretary to the Board)
GEC (Corporate Strategy and Planning)

Nominating Committee(Secretary to the Board)
Compensation Committee(Secretary to the Board)
Audit Committee(Office of Audit Committee)

Olympus Groupʼs Policies, Rules and Detailed Rules on Information Disclosure (OGR)

1. When the case meets any of the Consensual Decision-Making Criteria in the Internal Information Disclosure Criteria, or when the case is not set forth in the Internal Information Disclosure Criteria and the head of the IR div. finds it necessary.

124Communication with Stakeholders

Basic Approach and Policy
The Olympus Group is committed to "making people's lives healthier, safer, and more fulfilling." This is our corporate philosophy and the fundamental
concept underlying our activities, enabling us to respond to the highest expectations of our stakeholders, conduct ourselves as a model corporate citizen,
and work towards sustainable growth together with society.
In acting as a global company to address the issues of international society, we are participating in the UN Global Compact, reporting our CSR activities tothem and conducting studies into what we can do to contribute to the Sustainable Development Goals (SDGs).

Initiatives

Customers
To implement a customer-centric approach and a constant quest for quality under the Olympus Group Quality Policy, the Olympus Group regularly monitors
customer satisfaction in each of our activities, from sales to after-sales service and repair, and provides feedback on our activities during and after sales toimprove the quality of our operations. Especially in the medical area, we are working to provide a safe and reliable healthcare environment for ourcustomers. Specifically, we are contributing to greater efficiency in medical care at medical institutions, including communicating important information tocustomers, providing training on the appropriate use of our products, maintenance services and prompt recovery and repair services for our products.

Shareholders and Investors
We adhere closely to the Article 27-36 of the Financial Instruments and Exchange Act (so-called "Fair Disclosure Rules") and proactively disclose ourmanagement policies, financial status, business activities, non-financial and corporate information in a fair, timely and appropriate manner according to the
Olympus Group's Disclosure Policy. We also invite investors to meetings in which our senior management, including the Representative Executive Officer,
relevant executive officers, and head of relevant business divisions, present our medium- to long-term corporate strategies and business plans.
Investor Information
Investor Relations Activities (PDF: 35.2KB)

Suppliers
Once a year, the Procurement Policy Meeting is held with key domestic suppliers for each business for the purpose of sharing with them the businessstrategies and procurement policy of the Olympus Group.
In addition, Compliance Helpline, a service to receive inquiries on compliance, handles reports from the Olympus Group in Japan and from suppliers withwhich Olympus has direct trade relations.

Employees
We conduct the Core Value Survey for all 35,000 Olympus Group employees to build a better corporate culture and working environment through listening toour employees. The results of the survey are then shared by senior management in different regions and utilized to create various improvement measures.
We are particularly keen on disseminating open corporate culture and work style reform, as well as enhancing working efficiency. As a part of this movement,
Olympus launched the time-off scheme for voluntary activities and another system to allow side jobs. We also regularly publish the Global Newsletter. By
distributing news relevant to the entire Olympus Group, such as interviews with new senior managers, to all employees across the world, we encourage
borderless communications beyond the divisions and regions. In Olympus and its Japan subsidiaries, the Human Resources Division takes the initiative to125hold dialogs between senior management and employees or labor unions in order to establish and operate schemes and measures to help diverse humanresources exert their full capabilities. The senior management and labor union leaders discuss management-related issues including corporate culture,bonuses, and future personnel system, and the results of such discussions are shared among union members and all managers through the intranet.

Communities
As a global med-tech company, Olympus actively participates in resolving local social issues based on our Corporate Citizenship Policy through working
together with a wide range of stakeholders, including local governments, schools, and corporations, in the communities across the world where our businesssites are located. We also take part in local community events, such as promoting cancer screenings through networks of healthcare administration andNPOs, and providing classes jointly with NPOs for primary schools and junior high schools.
Corporate Citizenship Activities

National and Local Governments
We are actively involved in a wide range of corporate citizenship programs in cooperation with national and local governments. In Japan, we maintain cancer
prevention agreements with several prefectural and city governments to encourage their citizens to take cancer screenings. As a part of these agreements,
Olympus provides leaflets to explain endoscopic examinations, which health administration then include in notice letters about strategic stomach cancer
screenings and colon cancer examinations. Also, Olympus and its Japan subsidiaries host classes in primary schools and junior high schools as a part of theschool curriculum for Period for Inquiry-Based Cross-Disciplinary Study and cancer education such as "Endoscope workshop for kids" to teach children
about endoscopes and cancer prevention, and "Microscope workshop for kids" to contribute to STEM education in schools.
We also donated funds and personal protective equipment to charity organizations across the world as a contribution to COVID-19 countermeasures.
Olympus Increases Support for COVID-19 Measures to 100 Million Yen

126

Compliance

Basic Approach and Policy

Promotion Structure

Initiatives

Systems and Mechanisms

Basic Approach and Policy

Because What We Do Matters
Olympus Global Code of Conduct
What we do at Olympus matters to the people we serve, and how we do our work matters to our stakeholders. To help our management team andemployees put Our Purpose and Our Core Values into practice, we developed a single, simplified resource, the Olympus Global Code of Conduct, which
replaces the Olympus Group Corporate Conduct Charter and Code of Ethics. The updated Global Code of Conduct went into effect on September 27, 2019,and is available online in 18 languages.
Olympus Global Code of Conduct

Acting with Integrity Matters
The Olympus Global Code of Conduct builds on our 100-year tradition of innovation, positive contributions to society, and our unwavering commitment tointegrity. It explains the standards of conduct expected of our management team and employees, and guides them as they conduct business with integrity.
The Olympus Global Code of Conduct reflects a comprehensive declaration of Olympus' stance on Environmental, Social, and Governance sustainability
matters (ESG), and we formulate specific ESG-related policies based on this Code.
Our activities are based on Our Purpose of "making people's lives healthier, safer and more fulfilling." Following Our Purpose, we are committed to
conducting our affairs with integrity, and accordingly, will comply with applicable laws and regulations. The Olympus Global Code of Conduct is thefoundation for our policies and is required to be read, understood and followed by our management team and employees. We are committed to acting inaccordance with the Global Code of Conduct in our global corporate activities.

Promotion Structure

Compliance Management System
Our global Compliance function works to raise awareness of the Olympus Global Code of Conduct and related-compliance policies by providing themanagement teams and employees with the resources and training they need to do business with integrity, treat customers, suppliers, third-party business
partners fairly, and report concerns when they arise.
Olympus has appointed a Global Chief Compliance Officer (CCO), who leads the global compliance function to collaborate across the Company tocontinuously assess whether business activities are consistent with applicable legal requirements and Company policies and procedures. Our CCO reports
regularly to the Chief Executive Officer and the Audit Committee of our Board of Directors and more frequently as needed. We have also established a
Global Compliance Leadership Team (GCLT), which is composed of the CCO, Regional Compliance Officers (RCOs), and Global Operations and Planning
leaders, to implement compliance-related policies and measures globally, understand regional situations and challenges, and carry out necessary corrective
measures. The GCLT meets on a quarterly basis and more frequently as needed.
Policies and measures directed and confirmed by the GCLT are applied to each region by RCOs. In addition, compliance circumstances and issues
throughout the Olympus Group identified by the GCLT and RCOs are reported by the CCO on a regular basis to the Audit Committee and are discussed at
Board of Directors' meetings as needed.

Compliance Management System (As of April, 2021)
127

Initiatives

Compliance with Laws and Regulations
In FY2021, there were no violations that caused penalties or other punitive measures concerning these key laws/regulations (as stated below) and othersocially important legislation.

Strengthening Compliance with Key Laws and Regulations
Jurisdiction

Name of Law/Regulation, etc.

Laws, regulations and guidelines

Laws and regulations relating to anti-bribery such as Unfair Competition Prevention Act, etc.

in JapanNational Public Service Ethics Act/rules of ethics
Agreements relating to fair competition
Transparency guidelines for the medical device industry in relation to medical institutions, etc. (formulated by
the Japan Federation of Medical Devices Associations)
Act on Prohibition of Private Monopolization and Maintenance of Fair Trade (Antimonopoly Act)Act against Delay in Payment of Subcontract Proceeds, etc. to Subcontractors (Subcontract Act)
Laws and regulations relating to labor such as Labor Standards Act/Industrial Safety and Health Act, etc.
Laws and regulations relating to insider trading
Personal information protection laws/My Number ID Act
Laws and guidelines relating to measures against antisocial forces

Laws, regulations and guidelines

Foreign Corrupt Practices Act (FCPA, United States)

in other countries

U.K. Bribery Act 2010 (United Kingdom)
Anti-Kickback Statute (United States)
OECD agreements concerning the prevention of the bribery of foreign public officials in internationalcommercial transactions
United Nations agreements concerning the prevention of corruption
Other laws and regulations relating to the prevention of unfair competition
Physician Payment Sunshine Provision (United States)
Laws and regulations relating to anti-monopoly
Laws and regulations relating to measures against antisocial forces

Systems and Mechanisms

Reporting System
The Olympus Group is committed to comply with the laws and industrial guidelines as well as acting based on high ethical standards.
As a system to support its practice, we implemented a reporting system that can be used by both our employees and suppliers.
In April 2019, we established the Integrity Line, for the Olympus organization worldwide.

128

Whistleblowing System

Integrity Line (Global Reporting System)
As stated in the Olympus Global Code of Conduct, all employees are responsible for immediately reporting any suspected violation of the Code or Company
policy.
Olympus is committed to our culture of integrity and provides a safe and open workplace for all employees to ask questions and raise concerns. We provide
a global reporting system, known as the Olympus Integrity Line, which is available to all Olympus employees, third parties, and the general public who may
wish to report a concern. The Olympus Integrity Line is operated by an independent third party and is available 24 hours a day, seven days a week, 365 daysa year, in multiple languages. The Global Compliance function expanded efforts to promote our Integrity Line and Disclosure Program. Olympus does nottolerate retaliation against individuals who report concerns in good faith.
Th Global Compliance function manages and monitors the Integrity Line, and refers matters for review, as appropriate, to other functions, such as Human
Resources, depending on the nature of the concern. The Integrity Line system is continuously assessed and improved. In 2020, enhancements were
implemented to improve reporting and trending capabilities, which reporting is designed to support employee confidence that speaking-up and raisingconcerns can make a difference in their organizations.
Website for the Olympus Integrity Line

Facilitating an Environment That Encourages the Use of the Integrity Line
Additionally, the Global Compliance function, at the direction of the Global Chief Compliance Officer and the Regional Compliance Officers, raises awarenessof this system through consistent messaging in the Global Code of Conduct, and related e-learning programs and communications. During Fiscal Year 2021
Olympus received 250 reports, whether through the Integrity Line or other means. Olympus takes all reports of concern seriously. If a concern of misconduct
is substantiated following appropriate review, Olympus takes corrective action, including policy/process remediation, enhanced training and education for
individuals/groups, issuance of warning to individuals, and in serious cases, up to termination, in accordance with local regulations. In FY2021, 42.8% ofclosed reports were substantiated following review.
Specifically, with the aim of enhancing the internal reporting system and increasing its trustworthiness, we conduct systematic training of internal reporting
system supervisors at Olympus and its subsidiaries.

Compliance Education
In order to raise compliance awareness and promote an understanding of important laws and internal rules, as well as to ensure consistent compliance withthem, the Global Compliance function strives continually to enhance compliance education programming. By example, in Japan, the Compliance Promotion
Department conducts education programs for various individuals using a variety of tools, course participants and training methods in accordance with thecharacteristics of applicable laws. At the subsidiaries outside Japan, the Regional Compliance function undertakes compliance education in a systematicmanner at each regional headquarters according to its annual plan.

Major Results in Compliance Education (Olympus and its Japan subsidiaries)
Category
GeneralTargetAll employees

MethodE-learning and

Description
Education on compliance helpline

Results
Frequency of program: 1

group training

Number of participants: 13,493

SelectedDistribute Compliance Handbooks containing explanations ofFrequency of program: As

employees

the management philosophy and corporate code of ethics asneededwell as a Q&A summary

Target: New employees,(The Compliance Handbook has been revised with an updated

midcareer employees, etc.

Olympus Group Corporate Philosophy.)129

CategoryTarget

MethodDescription

Results

Education in

Selected

E-learning and

Education on compliance helpline

Frequency of program: 1

Important Laws

employees

group training

Provide more comprehensive education

Number of participants: 12,383

programs to departments and(employees in medical care-supervisors that are deeply involved withrelated business)and Regulations

key laws and regulations related to
management
Rank-SpecificPeople at specificEducation

ranks

Group training

Educational programs required forFrequency of program: As

management and executive personnel,

needed in accordance with theemployees who have been promoted,

plan

and new employees
Messages from

Messages distributed from the President,

Message from the CCO

SeniorAll employees

Intranet

executives, and the CCO

Frequency of program: 1

Management

CCO messages are sent out during(October)Compliance Month (October).
Management

Managers andDialogemployees

Opportunities

Town meetings

At town meetings, top management of

Small town hall meeting by thethe Group explains the importance of

RCO Frequency of program: 1

compliance.

Number of participants: 71 (10Town meetings held on an ongoing basis

divisions)(include subsidiaries and local
corporations)

130

Tax

Basic Approach and Policy
We established and adhere the Olympus Group Tax Policy based on our corporate philosophy and Olympus Global Code of Conduct, in order to undertakeand maintain appropriate tax procedures.

Olympus Group Tax Policy
Our Corporate Philosophy and Global Code of Conduct set out the legal and ethical principles that we apply to our business and defines our relationships
with all of our stakeholders, which includes tax authorities. Our Corporate Philosophy, "Our Core Values", includes Empathy and Integrity. We earn trust andempathy with patients, customers, healthcare professionals, authorities and the communities with integrity in all aspects of our operations, and "Our Core
Values" governs the way we operate our business.

Group Tax Policy
This Group Tax Policy outlines the principles of how Olympus people are expected to operate with respect to tax matters. The Policy is set out indetail below.

1. Compliance with laws, rules and regulations:
Olympus is committed to observing all applicable tax laws, rules, regulations, and reporting and disclosure requirements, wherever there is arequirement to do so as a result of our business presence and transactions, in line with "Our Core Values", "Integrity", as described in the Corporate
Philosophy and Global Code of Conduct.
A dedicated tax function (Group Tax) collaborates with the Group's businesses to provide advice and guidance necessary to ensure compliance,
obtaining external advice where necessary. There are clear management responsibilities, backed up by regular monitoring and review, carried out
by members of Group Tax with the necessary experience and skill set and where necessary support is provided by external professional advisors.

2. Consistency with Group strategy:
Tax decisions are made at all times in a manner which is consistent with and complements the Group's overall business strategy. Key businessdecisions are made cognisant of the tax consequences. Group Tax partners with the businesses to ensure there is consistency.

3. Governance, Assurance and Tax Risk Management:
Responsibility and accountability for the Group's tax affairs is clearly defined in accordance with a Tax Responsibility Matrix, and decisions aretaken at an appropriate level, determined by formal Group Delegation of Authority.
Diligent professional care and judgement are employed to assess tax risks in order to arrive at well- reasoned conclusions on how the risks should
be managed. Olympus has a conservative approach to tax risks and seeks to mitigate tax risks as far as possible. Where there is uncertainty as tothe application or interpretation of tax law, appropriate written advice evidencing the facts, risks and conclusions may be taken from third party
advisers to support the decision-making process.
In reviewing the risks of a tax action or decision, the following would be considered:
The legal and fiduciary duties of directors,
The requirements of our Group compliance and ethics policies,
The maintenance of corporate reputation, having particular regard to the principles regarding the way we interact with the stakeholders aroundus, embodied in the Group's approach to the stakeholders as described in the Corporate Philosophy of Olympus, "Empathy",
The tax benefits and impact on the Group's reported result comparative to the potential financial costs involved, including the risk of penalties
and interest,

131

The wider consequences, as a double taxation where a specific income is taxed by multiple countries, of potential disagreement with tax
authorities, and any possible impact on relationships with them.
Group Tax employs various risk management processes and systems to provide assurance that the requirements of the Group Tax Policy are being
met. This includes compliance and risk monitoring systems and internal audit reviews of tax compliance activity across the Group.

4. Relationships with tax authorities:
Olympus is committed to the principles of openness and transparency in its approach to dealing with tax authorities wherever we operate aroundthe world. Where there is uncertainty as to the application or interpretation of tax law, we secure certainty by consultation with advance information
disclosure. All dealings with the tax authorities and other relevant bodies are conducted in a collaborative, courteous and timely manner. The aim
would be to strive for early agreement on disputed matters, and to achieve certainty wherever possible.

5. Tax Planning:
Olympus pays its fair share of taxes in the countries where it operates, and considers this a part of its contribution to community. Olympus does notundertake aggressive tax planning or artificial tax arrangements. Olympus maintains and follows a transfer pricing policy that is based on OECD
Transfer Pricing Guidelines and the Base Erosion and Profit Shifting ("BEPS") Action Plan which is the international framework to prevent crossborder tax avoidance activities. In particular, Olympus adhere to the principle that profits should accrue where economic value is created and thattax follows business reality and is underpinned by business substance.

6. Incentives and reliefs:
Olympus believes that it should pay the amounts of tax legally due in any territory. There will, however, be circumstances where this amount may
not be clearly defined, or where alternative approaches may result in differing tax outcomes. The Group uses its best judgement in determining theappropriate course of action, using available reliefs and incentives where possible for tax cost optimization.

132

Anti-Corruption

Systems and Mechanisms

Prevention of Bribery
The Olympus Group will never engage in actions that could be deemed to be bribery in its dealings with any of its business partners, such as government
officials, and employees of government agencies (including international agencies), or any other parties. In addition to having established our own rules
based on key laws and regulations and thoroughly educating our employees on those rules, we are working on the prevention of actions that could beinterpreted as bribery by tightening the rules governing external business dealings and internal approval system as well as by implementing process controls.
With the Global Code of Conduct (PDF: 2.2MB) , the Olympus Group has established a key guideline to preventing bribery, which has been disclosed on its
website.

Requesting Your Support for the Olympus Global Code of Conduct and Your Cooperation in Fighting
Corruption
The Olympus Group does business throughout the world and seeks to earn and maintain the respect and trust of all of our stakeholders - patients,
physicians, customers, governments and shareholders. Olympus expects that each and every one of our employees act in a manner that is consistent withlaw, Olympus policies and our values. We also expect and require that third parties who act on Olympus' behalf operate in the same manner.
Olympus has developed policies, procedures and training on key issues, such as the prevention of bribery and the support of fair competition to help assurethat we provide our employees with the tools to meet these expectations. We encourage all our employees to speak up and share any concerns they might
have. We will continue to hold ourselves to high standards but are always working to improve, so that we can meet or exceed high expectations. The Global
Code of Conduct below summarizes our approach. We invite you to support these efforts and let us know if we have areas in which we can improve.
Thank you in advance for reading through the Global Code of Conduct and for your continued cooperation and support.
Olympus Global Code of Conduct (PDF: 2.2MB)

Exclusion of Antisocial Forces
The Olympus Group will have no involvement with organized crime syndicates, or any other antisocial forces that threaten the order of society and will neverengage in actions that could support their activities.
We will respond resolutely and in accordance with the law to any fraudulent demands from antisocial forces. In July 2012, "Regulations for the Elimination ofAntisocial Forces" covering the Olympus Group were formulated.
For Olympus and its Japan subsidiaries, in principle, we conclude contracts or memorandums of understanding incorporating provisions relating to the
exclusion of antisocial forces with all new business partners (including clients and suppliers as well as partners in joint research) of.
For subsidiaries outside Japan, we are confirming that our business suppliers and partners do not have any ties with antisocial forces in compliance with the"Regulations for the Elimination of Antisocial Forces."

Prevention of Insider Trading
The Olympus Group is determined to ensure the fairness and soundness of security markets and earn the trust of shareholders and investors by working toprevent insider trading. Formulated in June 2012, the Insider Trading Prohibition Regulations clearly forbid use of undisclosed information gained throughactivities related to trading in stocks, and continuous education and training about these regulations is provided to all employees.
We have adopted rules, such as those concerning the buying and selling of our own shares by directors and employees, and we consistently comply withthose requirements, including the submission of notices concerning such transactions. In FY2021, an e-learning program to prevent insider trading was
implemented for all employees of Olympus Group in Japan. At the same time, lecturers were invited once a year from the Tokyo Stock Exchange to training133

sessions for those employees from our corporate divisions who have ample opportunity to come into contact with insider information. There have not been
any insider trading matters in FY2021, same as past years.

Security Export Control and Appropriate Import Declaration
The Olympus Group works in compliance with security export control regulations around the world in order to contribute international peace and safety. In
Japan, we set up an export control system that conforms to the Compliance Programs designated by the Ministry of Economy, Trade and Industry. Since
2007, we have certified as an Authorized Economic Operator (AEO)* by Japan Customs and received preferential treatment as a company with superior
export controls. To maintain and improve this system, we renewed the internal training system in FY2021. While continuing the basic training programs tocover nearly all executives and employees in Japan, we also provided specialized training programs covering import-export transaction based on employees'
degree of involvement in such work.
We are also establishing a global system in cooperation with the regional headquarters to respond to extraterritorially applied regulations and enhancements
in export regulations in countries concerned. Sharing with them regulatory information and classification data for products and technologies, we maintain andimprove the security export control with this global system. In FY2021, export control was strengthened by addressing issues specific to each region and incompliance with the Corporate Strategic Plan. We also improved the operation level of the tools used to globally share classification data for each productitem under the laws of different countries.
On the other side, paying the appropriate tax for imported goods is also an important area of responsibility as a company. Therefore, as a general rule withrespect to products and parts procured from overseas, it is assumed that the import control department of Olympus and its Japan subsidiaries will haveassessed the import declaration price, which forms the basis of the tax payment, prior to the placement of the order from FY 2018. Such activities for
Olympus and its Japan subsidiaries continued in FY2021 to prevent import declarations with inappropriate prices and revisions to customs declarations.
* AEO (Authorized Economic Operator):
A program that offers relaxed or simplified custom processes to operators certified as having sufficient security and legal compliance systems in place for managing shipments, inorder to ensure both security and smooth operations in international distribution. In Japan, the program is certified by Japan Customs.

Implementation Status of Training Designed to Maintain Security Export Control and Appropriate Import
Declaration (Olympus and its Japan subsidiaries/FY2021)

TargetAim/Description of Training

Import-export control departments in Japan

Legal knowledge required to "correctly perform importsubsidiaries

control in general" for import control divisions that are

Number of departments orparticipants
4 departments

responsible for import assessment in each company.
Departments responsible for import-export

Legal knowledge required to "declare an appropriate

transaction as a main task

price" for divisions that have discretion to determine the28 departments

import-export declaration price.
Departments responsible for import-export

Internal operation of import-export control transactions,

Export: 1,729 participantstransaction as a supplementary task (import-

and contacts for inquiry (e-learning program).

Import: 510 participants

Nearly all directors and employees working

Basic awareness of import-export controls (e-learning

11,081 participantsin Japan (including subsidiaries)

program).

export system users)

134

Disclosure of Medical Business Information

Ethics Committee
Developing and manufacturing medical equipment such as endoscopes, Olympus and its Japan subsidiaries held an Ethics Committee meeting andassessed propriety from the points of view of ethics, science and reliability as well as conflicts of interest in its medical research to comply with the"Declaration of Helsinki (Ethical Principles for Medical Research Involving Human Subjects)" and the "Ethical Guidelines for Medical and Health Research
Involving Human Subjects." We ensured the independence of the Committee by having it comprise internal and external experts not directly involved in the
research.
The scope of the assessment was all of the medical research conducted by Japan subsidiaries to which the Ethical Guidelines for Medical and HealthResearch Involving Human Subjects applies. For greater transparency of the Ethics Committee, we disclose the Committee's rules, list of members andsummary of proceedings by registration on the Ethical Review Committee Reporting System of the Ministry of Health, Labour and Welfare.
We started the online Ethics Committee meetings in FY2021 to minimize the impact of COVID-19 on our new and ongoing research activities.
The Ethics Committee

Transparency Guidelines
Olympus and its Japan subsidiaries have established Transparency Guidelines for Relations between Olympus and Medical Institutions and other
Organizations described below and are working to assure and increase transparency based on full disclosure of information on payments made to medical
institutions and personnel in accordance with the Guidelines. The approximate amount of the financial grants given by the Olympus Group in FY2021 is
US$5.3 million (equivalent to 586 million yen)Transparency Guidelines
Payments to Healthcare Professionals and Healthcare Organizations

135

Information Security

Basic Approach and Governance

Promotion Structure

Initiatives (Management)

Basic Approach and Governance
Based on the recognition that the proper handling and protection of information is a social responsibility, the Olympus Group has established the Information
Security Policy and is working to ensure information security.
Information security is integrated into our business plan as a major risk, and the Board of Directors and Audit Committee oversee all critical corporate risks,
including information security. The Board of Directors and Executive Officers administer enterprise risk management for the entire Group, and information
security is one of the core areas. Risk management for each region and function is based on the instructions of the executive officers, and priority measures
for information security in business plan are implemented by the heads of each business and function based on risk assessment. Among the Executive
Officers, the CAO assumes executive responsibility in the area of information security, and the Chief Information Security Officer (CISO) strengthens thegovernance of business execution under CAO's delegation. The CAO reports regularly on the status of information security to the Global Executive
Committee and the Board of Directors. The information security governance structure under the CISO, as shown in the diagram below, encompasses all of
the Olympus Group's businesses and functions worldwide.
We have a governance structure in place to ensure that our businesses and functions work together globally to implement measures and controls based on
initiatives in the four information security areas of information security governance and strategy, product security, enterprise information security, and dataprotection.
In order to achieve effective information security governance, we are actively and continuously working to maintain and improve the comprehensive level of
information security, including monitoring the operational status through regular internal information security assessments and regular information security
education for all executives and employees.

Four Areas of Information Security

Information security

Manage information security risks and formulate strategies.

governance and strategy
Product security

Ensure security of products across their life cycles, including the supply chain.

Enterprise information

Ensure enterprise information security, including cyber security, IT security, and physical security.

security
Data protection

Ensure management of property damage risks by incorporating risk control processes that are compliant withlegal obligations, and which include appropriate data classification and specification of privacy requirements,
within our business procedures.

Olympus Group Information Security Policy
The Olympus Group Personal Information Protection Policy

Promotion Structure
To ensure the appropriate management and protection of information security concerning the Olympus Group's business, the information security
management structure is formed under the CISO with clear responsibility assignments. Under the direction of the CISO, and under a global governancestructure that incorporates four information security areas, the Olympus Group will work to manage and ensure information security and fulfill its
accountability to stakeholders.
In addition, the CAO, who is the executive officer in charge of the Olympus Group's information security function, reports to the Board of Directors, which136supervises the execution of duties by executive officers. The current CAO has a wide background that includes experience in information security and cybersecurity involving project managing implementation of an IT system and IT security risk assessments.

Report on Information Security to the Group Executive Committee
Reports are made to the Group Executive Committee every month to ensure that management decisions are made promptly.

Initiatives (Management)

Information Security Risk Management
In order to carry out appropriate information security risk management, the Olympus Group implements the PDCA (Plan-Do-Check-Act) cycle, which
includes assessment, analysis, planning and implementation based on functional areas, and review of implementation results, according to the necessary
hierarchy. In the assessment process, we incorporate information from multiple third-party perspectives, including domestic and overseas regulatory
ministries and agencies, government agencies related to information security, independent agencies, industry organizations, and threat intelligence vendors,
as well as strive to gain a global understanding of our own situation.
In addition, in order to formulate effective countermeasures for the analyzed risks, we classify the risks appropriately and examine them from multiple
perspectives, including our own initiatives, collaboration with relevant organizations, and risk assurance.

Risk Management Processes
The Olympus Group conducts third-party assessments, including a penetration test to evaluate vulnerabilities, as well as global monitoring of information
security incidents, and takes measures to address risks according to any observed incidents.
The following table shows the global occurrence of information security incidents over the last three years.

Incidents
Total number of information security breaches or other cybersecurity incidents

FY2019FY2020

FY2021

0

0

0

137

Incidents

FY2019FY2020

FY2021000

Total number of customers affected by company's data breach

0

0

0

Total amount of fines/penalties paid in relation to information security breaches or other

0

0

0

Total number of information security breaches involving customers' personally identifiable
information

cybersecurity incident

Risk Mitigation

Incident Response
To respond to IT security incidents, we have clarified the global rules for IT security incidents, and the Information Security Governance Committee sharesinformation on incidents as the situation demands. In order to maintain the effectiveness of our incident response system, we conduct training at least once ayear. In light of the recent frequency of cyber attacks targeting companies that are responsible for social infrastructure, the incident response plan isconstantly updated as necessary to ensure global information security.
Regarding product security, we have established a system to collect information on threats and vulnerabilities related to our products and analyze security
risks, and are working to implement security measures as soon as possible.
As for data protection, we are implementing appropriate protection by classifying the importance of data from the perspective of compliance and risk control,
as well as related laws and regulations, and introducing appropriate management methods.

Business Continuity Plans
In IT security, it is difficult to completely eliminate the occurrence of incidents. In addition to preparing measures to prevent incidents from occurring fromvarious angles, the Olympus Group has established a system for rapid detection, analysis, containment and recovery without delay. Based on recent events
such as cyber-attacks, the results of assessments of critical assets related to business continuity, and analysis of risk factors, we are working to formulate
more advanced information security measures. Although there have been no significant incidents at present, we are improving our plans to enable prompt
incident response based on the recognition of the increasing risk of cyber attacks targeting manufacturing and medical institutions.

Information Security Education
In order to ensure that information security is thoroughly implemented in our business operations, it is important to cultivate each employee's security
awareness and the sense of ethics that is a prerequisite for such awareness. The Regional Information Security Manager appropriately monitors theimplementation of education for all employees and strives to improve information security literacy. Education through e-learning and other means, as well asawareness of the information security policy and incident reporting process, is being implemented in all regions. For example, in Japan, we are providing elearning to all executives and employees based on the rule of IT Security Incident Handling established in 2020, which sets specific standards for handlingincidents.

138

Risk Management System

Basic Approach and Policy
Based on the "Policy of Risk Management and Crisis Response" and related rules, the Olympus Group develops global risk management systems,
undertaking risk management from the perspective of both "offense" through active and sound risk taking leading to sustainable growth and value creation
for the Company and "defense" to prevent illegalities and accidents.
A crisis management process has also been established to minimize the impact of unforeseen incidents on corporate value.

Risk Management
Risk management in each region and organization within the Olympus Group is carried out by the manager of the respective businesses or functions under
the directions of executive officers. Priority measures in the business plan are planned and implemented based on the risk assessments. It contributes tomanaging our businesses based on the business plan with risk transparency from the medium- to long-term perspective and in line with the changes in boththe internal and external environments.

Crisis Management
Any major incident that is highly likely to affect business management in the Olympus Group is reported promptly to the president and other senior
management and handled appropriately by the managers in coordination with relevant divisions.
The Olympus Group strives for thorough infection prevention measures and has set measures such as maintaining physical distance and wearing masks inthe workplace, ventilation of facilities and self-restraint on business trips and events. In addition, a global task force will be established if necessary, to ensurebusiness continuity.
Amid the ongoing global spread of COVID-19, the Olympus Group has continued to implement training, demonstration and seminars online, and strives toprovide solutions responding to the new environment. In Japan, the Central Task Force led by the regional representative officer was established andemployees were advised to work from home from the end of March to the end of May 2020. In response to the termination of the state of emergency acrossJapan, we relaxed the work-from-home restraints in June 2020 with limited attendance rates. To keep the working environment safe, we establishedguidelines that take into account the "new lifestyle."
Further, we revised our business continuity plans (BCPs), which conventionally focused on natural disasters, such as earthquakes and storms, to include
pandemics, as represented by COVID-19. We are also building viable BCPs with increased focus on the entire value chain. As a part of this effort, we areconstantly implementing our disaster prevention and reduction activities such as by formulating the "BCP/BCM Development Guideline". We provide training
and drills to employees to improve effectiveness of our BCPs.
We continuously implement every possible measure to keep our products and services available to our customers, giving the highest priority to the healthand safety of our employees, medical professionals, patients, and communities.

Promotion Structure

Risk Management Structure

139

The Olympus Group's risk management systems clarify the Executive Officer in charge of risks that could affect the achievement of the Company's businesstargets as well as the corporate strategy (establishing risk assurance) and each Executive Officer executes the necessary measures (organizational
structure, process preparation, focus measures, etc.) to keep within the acceptable level their designated area of risks.
In addition, the Olympus Group operates risk management processes with a PDCA cycle of risk assessment (identification, analysis and evaluation of risk
and setting countermeasures), implementation of risk countermeasures, monitoring and reporting, and improvement. Risk assessment is linked to theprocess for formulating the fiscal year plan, with risk evaluated using common company-wide evaluation standards, and company-wide risks visualized anduniformly managed. In addition, the status of response to the Group's key risks are periodically monitored and reported to the Group Executive Committee
and the Board of Directors.
We will achieve the "basis Management Policy" through these risk management.

140

Environmental Health and Safety Policy

All our activities are based on our corporate philosophy, "Making people's lives healthier, safer and more fulfilling." Following this philosophy, the Olympus
Group respects people’s security and health and the natural mechanisms that realize this. We will contribute to the realization of a sustainable society byworking to harmony with the environment and keep employees’ security and health.

1. Continual Improvement of Environmental Health and Safety Activities
We will maintain the environmental health and safety management system and mechanism on a global scale and monitor the progress of environmental
health and safety activities regularly so that we can continuously improve our environmental health and safety performance.

2. Compliance with Laws, Regulations, and Social Norms
We will fully comply with the laws and regulations, agreements with our stakeholders, and our voluntary standards in respect to the environment, health andsafety.

3. Reduction of Environmental Impact
Toward the solution of environmental issues, prevention of pollution, sustainable resource use, climate change mitigation and adaptation, and protection of
biodiversity, we will reduce environmental impact through all business activities from research, development, design, procurement, production, logistics,
sales and repair.

4. Keeping safety and health
We will keep a safe and hygienic work environment by taking measures to eliminate and reduce safety and health risk factors based on the risk
assessments.

5. Attributing Importance to Communication
We will ensure transparency and reliability in dispatch of information about environmental safety and health activities, deepen mutual understanding with our
stakeholders, and promote activities for solving environmental safety and health issues in cooperation with each other.

141

Control of Chemical Substances Used in Products

In recent years, governments worldwide have tightened regulations relating to the reduction or control of chemical substances.
Based on the Control Rules for Environment-Related Substances Used in Products, which was formulated in reference to the chemical substance-related
laws and regulations enforced in countries across the world, Olympus conducts surveys in the product design and development stages and also in its
procurement activities to ensure that its products do not contain environment-related substances.

Olympus Group Control Rules for Environment-related Substances Used in
Product

Control Rules for Environment-related Substances Used in Product Ver.15 ( July 2021 )Japanese (PDF: 1.3MB)
English (PDF: 1.2MB)
Chinese (PDF: 1.4MB)

142

Control Rules for Environment-related
Substances Used in ProductVer. 15
July 1, 2021

143

Contents
1. Purpose ..................................................................................................................... 1
2. Scope ......................................................................................................................... 1
2.1 Items ........................................................................................................................................ 1
2.2 Laws and regulations .............................................................................................................. 1

3. Terms and Definitions.............................................................................................. 2
4. Rules ......................................................................................................................... 3
4.1 The environment-related substances and control classification............................................. 3
4.2 Prohibited substances ............................................................................................................. 3
4.3 Controlled substances ............................................................................................................. 4
4.4 Control value ........................................................................................................................... 4
Table 1 Environment-related Substances..................................................................................... 5
Table 2 Criteria for managing prohibited substances .................................................................. 7
Table 3 Criteria for managing controlled substances ................................................................. 46

5. Major Revisions ...................................................................................................... 47

144

1. Purpose
These rules pertain to environment-related substances used in the products of Olympus Group(this is hereinafter referred to as “Olympus”). They are to ensure that Olympus products
comply with laws and regulations by defining criteria for prohibiting or controlling thesubstances, as well as to reduce environmental load.
2. Scope
2.1 Items(1) Products (shipped out by Olympus)- Products designed, manufactured and sold by Olympus- Products designed and manufactured by third parties, and sold by Olympus with
its trademark attached- Products designed and manufactured by Olympus and supplied to a third party
as OEM products.
(Note1) In this case, third parties are responsible for requiring Olympus to comply
with these regulations.
(Note2) These rules do not apply to the components or materials specified by thethird party.
(2) Parts and materials (delivered to Olympus, and used in “(1) Products” above)- Subassemblies (e.g., assembly parts such as function units, modules and board
assemblies)- Components and materials (e.g., electrical components, components of machinery,components of electric machinery, semiconductors, printed wiring boards.)- Parts for repair and maintenance services- Accessories (e.g., accessories, such as AC adaptors, necessary for device operation)- Subsidiary materials (e.g., solder materials, adhesives, lubricants, reinforcing
materials, tapes, paints, inks.)- Printed materials (e.g., instruction manuals, brochures.)- Materials for sales promotion (e.g., labels.)(3) Packaging materials- Packaging materials and components used to ship out products- Packaging subsidiary materials (e.g., adhesives, lubricants, reinforcing materials,
tapes, paints, inks.)(Except for packaging materials disposed of during Olympus manufacturing
processes.)(Note) Olympus may require our suppliers to comply with the rules herein in the following cases;- Products distributed by Olympus for sales promotion purposes(e.g., novelty items bearing Olympus’s name)
2.2 Laws and regulations
These rules are established in accordance with major global treaties, laws, ordinances andindustry standards (hereinafter called “regulations”). However, they may not cover all of theseregulations. If there are additional requirements in regions where products are sold, Olympus
global, regional, and local business centers and their suppliers shall obey those requirements.

145

3. Terms and Definitions
The following definitions are applied to the terms used in these rules.
(1) Environment-related substances
These substances have significant influence on human health and the environment.
They are specified by Olympus as “prohibited” or “controlled” substances, in accordancewith laws and regulations.
(2) Joint Article Management Promotion-Consortium (JAMP)
JAMP is a Japanese consortium that manages information on chemical substances
contained in an article appropriately and operates a system to disclose and efficiently
transmit this information through companies in the supply chain.
(3) Substance group
This is a collective term for a chemical substance and its chemical compounds, or acollective term for several substances that possess similar chemical structures, toxicities,
and/or harmful effects on the environment.
(4) Inclusion
This is defined as the addition or adhesion of substances to, or mixture of substances
with, raw materials, parts, or products, whether intentionally or otherwise. The
addition, adhesion or mixture of impurities is also regarded as inclusion.
(5) Intentional use
This is the situation where a substance is contained in products because of deliberate
addition, filling, blending, or adhesion, in order to provide a specific characteristic,
appearance or quality.
(6) Impurities
Natural impurities contained in natural raw materials and technically impossible to becompletely removed in the refining process for industrial materials, or substances thatare created in the synthetic reaction process but technically impossible to be completely
removed.
(Note) Any substances added to materials to change their characteristics are deemed“intentional use”. (They are not impurities if they are called “impurities” in order
to distinguish them from main raw materials.)(7) Article (REACH Article 3: Definitions)
An object which during production is given a special shape, surface or design which
determines its function to a greater degree than does its chemical composition.
(8) Mixture (REACH Article 3: Definitions)
A mixture or solution composed of two or more substances.
(9) Homogeneous materials
Homogeneous materials are materials that cannot be mechanically separated anymore
and have a homogeneous composition. Examples are plastic, ceramics, glass, metals,
alloys, paper, boards, resins and coatings. Mechanical separation means separation by146

mechanical processes, such as removing screws, cutting, crushing, grinding andpolishing.
(10) Metal conversion factor
This is the factor used to calculate the weight of a metallic element in a metallic
compound from the weight of the metallic compound. The weight of a metallic element
in a metallic compound can be obtained by multiplying the weight of the metallic
compound by the metal conversion factor.
(11) CAS No.
This is the registration number for chemical substances allocated by the Chemical
Abstracts Service (CAS), which is a division of the American Chemical Society. CAS
numbers are used globally to identify chemical substances since there are several
different ways of writing the names of chemical substances.
(12) JAMP Substance Numbers (JAMP-SN)
The number introduced by JAMP for some substances and groups that do not have a
CAS No. (SN stands for “Substance Number”).
(13) Control value
The concentrations defined by Olympus to ensure that the amounts of substances
contained in items do not exceed the concentrations regulated.
(14) Dates of ban on delivery
Dates when Olympus imposes ban on delivery from their suppliers to Olympus.
Olympus determines them to ensure observance of the effective dates of regulations.
(They are six months before the effective dates.)
In case that Olympus’s business centers set their own dates of ban on delivery, thesedates set by business centers take precedence over the ones herein.
4. Rules
4.1 The environment-related substances and control classification
The environment-related substances designated by Olympus are listed in Table 1. They areclassified into two categories: “prohibited substances” and “controlled substances”.
4.2 Prohibited substances
Prohibited substances are classified into the two following levels based on their date of ban
on delivery.
(1) Prohibited substances Level 1:
These substances are immediately prohibited. Exceptions apply in the following cases:
They have ‘a control value’ and can be used below that value.
They have ‘an exemption’ and can be used for that application provided that theirconcentrations and their location of use shall be reported.
(2) Prohibited substances Level 2:

147

These substances will be prohibited after their date of ban on delivery.
They are acceptable to use until their date of ban on delivery.
Date of ban on delivery will be revised if the regulation has been postponed incase an alternative substance cannot be found.
Criteria for managing prohibited substances are shown in Table 2.
- Prohibition level, date of ban on delivery, applications, control values, exemptions, notes- Examples of substances (They do not cover all the substances in this substance group.)or regulated substances- Principal uses for substances
4.3 Controlled substances
If the content of a controlled substance exceeds its control value, the substance, theconcentrations, and the location of use shall all be reported.
Criteria for managing controlled substances are shown in Table 3.
- Applications, control values and notes
4.4 Control value
Unless otherwise designated, the control values are the concentrations of substances inhomogeneous materials.
- In complex components (assemblies), it is the concentration in each article of thatcomponent (not what is in the whole component).
- In surface treatment coatings, it is the concentration in the coating.
- In metal compounds that have metal conversion factors, the control values are therespective concentrations of the metal elements included in those compounds. In metalcompounds that have no metal conversion factors, the control values are theconcentrations of the whole metal compound.

148

Table 1 Environment-related Substances

Class
(I)
Prohibited
substances

Major division
Metal andmetal
compounds(including
their alloys)

Halogenatedorganic
compounds

No.
I-1
I-2
I-3
I-4
I-5

I-6
I-7
I-8
I-9
I-10
I-11
I-12
I-13
I-14

Others

I-15
I-16
I-17
I-18
I-19
I-20
I-21
I-22
I-23
I-24
I-25
I-26
I-27
I-28

(II)
Controlled
substances

Others

I-29
I-30
I-31
I-32
I-33
II-1
II-2

Substance group
Cadmium and its compounds
Hexavalent chromium compounds
Lead and its compounds
Mercury and its compounds
Trisubstituted organotin compounds (including
tributyltin compounds (TBTs) and triphenyltin
compounds (TPTs))
Dibutyltin compounds (DBT)
Dioctyltin compounds (DOT)
Nickel and its compounds
Polybrominated biphenyl (PBBs)
Polybrominated diphenyl ether (PBDEs)
Polychlorinated biphenyl (PCBs)
Polychlorinated terphenyls (PCTs)
Polychlorinated naphthalene (with more than 3
chlorine atoms)
Short-chained chlorinated paraffin (having thechain length of 10 - 13)
Polyvinyl chloride (PVC)
Hexabromocyclododecane (HBCDD)
Pentachlorothiophenol (PCTP)
Hexachlorobutadiene (HCBD)
Asbestos
Azo dyes and pigments (specific amines formed
by degrading azo dies and pigments)
Ozone depleting substances (listed in Montreal
Protocol)
Perfluorooctanesulfonic acid (PFOS) and PFOS
analogs
Specific benzotriazole: 2-(2H-1,2,3Benzotriazol-2-yl)-4,6-di-tert-butylphenol
Formaldehyde
Dimethylfumarate (DMF)
Fluorinated Greenhouse Gases (PFC, SF6,
HFC)
Phthalate esters (BBP, DBP, DEHP, DIDP,
DINP, DNOP)
Perfluorooctanoic acid (PFOA) and its salts andesters and certain Long-Chain Perfluoroalkyl
Carboxylates (LCPFAC)
Polycyclic aromatic hydrocarbon (PAH)
Pentachlorophenol and its salts and esters
Certain CMR substances
Phenol, isopropylated phosphate (3:1)
2,4,6-tris(tert-butyl)phenol (2,4,6-TTBP)
Candidate List of Substances of Very High
Concern in REACH(SVHC)
Substances subject to the European Union’s
Medical Device Regulation (EU-MDR) or In
Vitro Diagnostic Medical Device Regulation(EU-IVDR)

DetailTable 2-I-1
Table 2-I-2
Table 2-I-3
Table 2-I-4
Table 2-I-5
Table 2-I-6
Table 2-I-7
Table 2-I-8
Table 2-I-9
Table 2-I-10
Table 2-I-11
Table 2-I-12
Table 2-I-13
Table 2-I-14
Table 2-I-15
Table 2-I-16
Table 2-I-17
Table 2-I-18
Table 2-I-19
Table 2-I-20
Table 2-I-21
Table 2-I-22
Table 2-I-23
Table 2-I-24
Table 2-I-25
Table 2-I-26
Table 2-I-27
Table 2-I-28
Table 2-I-29
Table 2-I-30
Table 2-I-31
Table 2-I-32
Table 2-I-33
Table 3-II-1
Table 3-II-2

149

(Note)- Applications of I-31 “Certain CMR substances” are limited to products that come into
contact with human skin to an extent similar to clothing. Please see Table 2-I-31 fordetails.
- I-17, I-18, I-32, I-33 are substances that are persistent, bio-accumulative, and toxic
chemicals (PBTs) identified pursuant to section 6(h) of the Toxic Substances Control Act(TSCA). Please see Table 2-I-17, Table 2-I-18, Table 2-I-32, and Table 2-I-33 for details.
- Applications of II-2 “Substances subject to the European Union’s Medical Device
Regulation (EU-MDR) or In Vitro Diagnostic Medical Device Regulation (EU-IVDR)” arelimited to components and subsidiary materials that are used in products subject to EUMDR or EU-IVDR, and that come into direct or indirect contact with the patient. Please
see Table 3-II-2 for details.

150

Table 2 Criteria for managing prohibited substances
Table 2-I-1 Cadmium and its compounds(1) Details
No. I-1
Substance Group: Cadmium and its compounds
Prohibition
Date of ban
Applications
Level
on delivery*4
Level 1
Immediate･Surface processing (e.g. plating) andcoating (except for electrical contacts
requiring a high level of safety andreliability, and for which no substituteexists)･Fluorescence lamps and photographic film
･Stabilizer, pigment and dye used forplastics (including rubbers)･Paints and inks
･Packaging materials
Immediate

Exemption
Note

Exclusions
from RoHS
Directive: 6monthsprior toexpiration･Electric and electronic equipment subject
to RoHS Directive (2011/65/EU)

Control Value

Note-Less than 75 ppm inhomogeneous material*1-Less than 100 ppm inhomogeneous material-100 ppm or less inhomogeneous material*2*3Please refer to the EU RoHS ANNEX III and ANNEX IV.
*1

Because the Danish cadmium control act has been amended to reflect RoHS Directive(2011/65/EU), the control value is set at 100 ppm for products subject to RoHS Directive(2011/65/EU) and 75 ppm for products not covered by RoHS Directive (2011/65/EU).
Annex XVII to REACH (restriction), ChemVerbotsV (Germany)*2 The total concentration of four heavy metals (cadmium, hexavalent chromium, lead andmercury) in packaging materials must be considered. In the case of printing inks usedon packaging, the total concentration of these four heavy metals included in the solid
ingredients of the inks must be considered. EU Directive on packaging materials andRegulations on Heavy Metals in Packaging (U.S.A.).
*3 RoHS Directive (2011/65/EU)*4 The date of ban on delivery is set as the date six months before the effective date of an
applicable law or regulation.
(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactorCadmium
Cd
7440-43-9
1.000
カドミウム
Cadmium oxide
CdO
1306-19-00.875
酸化カドミウム(II)Cadmium sulfide
CdS
1306-23-60.778
硫化カドミウムCadmium chloride
CdCl2
10108-64-2
0.613
塩化カドミウムCadmium sulfate
CdSO4
10124-36-4
0.539
硫酸カドミウム(II)31119-53-6
CdH6O16S4
119222-01-4 0.224
Cadmium Nitrate
Cd(NO3) 210325-94-70.475
硝酸カドミウムCadmium carbonate
CdCO3
513-78-00.652
炭酸カドミウムCadmium
selenidesulfideCd
SSe
12214-12-90.669
硫セレン化カドミウム
2

151

CdSe
1306-24-7
0.587
CdTe
1306-25-8
0.468
Cd(OH) 2
21041-95-2
0.768
Cd(C17H35COO 2223-93-0
0.166)2
Cadmium fluoride
CdF2
7790-79-6
0.747
フッ化カドミウム
1623456-05-2 シロキサンおよびシリコーン, 3- Siloxanes and Silicones, 3-[(2- [(2-アミノエチル)アミノ]プロピ aminoethyl)amino]propyl Me,
ルメチル, ジメチル, セレン化 di-Me, reaction products with
硫化亜鉛カドミウム, ラウリン cadmium zinc selenide sulfide,酸, オレイルアミンとの反応生 lauric acid and oleylamine
セレン化カドミウム
テルル化カドミウム
水酸化カドミウム
ステアリン酸カドミウム

Cadmium Selenide
Cadmium Telluride
Cadmium Hydroxide
Cadmium Stearate

成物
Other cadmium compounds
JAMP-SN0016 その他のカドミウム化合物(3)Principal uses for substancesPart
PurposeCorrosion-resistant plating, decorative coatings,
Anticorrosion surface treatment, pigments,
printing inks, NiCd batteries, vinyl chloride sheaths battery and electrical materials, plastic
for wires and cords, fuses, fluorescent materials,
stabilizers, optical materials
optical glasses (filters)
Table 2-I-2 Hexavalent chromium compounds(1) Details
No. I-2
Substance Group: Hexavalent chromium compounds
Prohibition
Date of ban Applications
Level
on delivery*5
Level 1
Immediate･Packaging materials

Control Value-Less than 100 ppm
in homogeneousmaterial-Less than 3 mg/kg･Leather articles and articles containing
leather parts, which come into contact with the (0.0003%) of thetotal dry weight ofskin
the leather
Intentional inclusion･Substances and mixtures that containprohibitedchemicals with the following CAS numbers:
Lead (II) chromate: 7758-97-6
Lead chromate molybdate sulphate red:
12656-85-8
Chromium (VI) trioxide: 1333-82-0
Oligomers of chromic acid and dichromic acid:13530-68-2
Chromic acid: 7738-94-5
Sodium dichromate: 10588-01-9
Sodium dichromate dihydrate: 7789-12-0
Potassium dichromate: 7778-50-9
Ammonium dichromate: 7789-09-5
Potassium chromate: 7789-00-6
Sodium chromate: 7775-11-3
Pentazinc chromate octahydroxide: 49663-84-5
Strontium chromate: 7789-06-2
Dichromium tris(chromate): 24613-89-6
Potassiumhydroxyoctaoxodizincatedichromate: 11103-869

Note
*1
*2

*3

152

Immediate･Electric and electronic equipment subject to
RoHS Directive (2011/65/EU)-1000 ppm or less inhomogeneousmaterial*4

Exclusions
from RoHS
Directive: 6monthsprior toexpiration
Exemption
Please refer to the EU RoHS ANNEX III and ANNEX IV.
Note*1 The total concentration of four heavy metals (cadmium, hexavalent chromium, lead andmercury) in packaging materials must be considered. In the case of printing inks usedon packaging, the total concentration of these four heavy metals included in the solid
ingredients of the inks must be considered. EU Directive on packaging materials andRegulations on Heavy Metals in Packaging (U.S.A.).
*2 Annex XVII to REACH (restriction)*3 Annex XIV to REACH (authorizations)*4 RoHS Directive (2011/65/EU)*5 The date of ban on delivery is set as the date six months before the effective date of an
applicable law or regulation.
(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactorSodium dichromate
Na2Cr2O7
10588-01-90.349
重クロム酸ナトリウム0.349
重クロム酸ナトリウム・２水和 Sodium dichromate, dihydrate Na2Cr2O7、 7789-12-0
2H2O物
Chromium (VI) trioxide
CrO31333-82-00.520
酸化クロム(VI)
Calcium chromate
CaCrO413765-19-00.333
クロム酸カルシウム
Lead (II) chromate
PbCrO47758-97-60.161
クロム酸鉛(II)Potassium dichromate
K2Cr2O7
7778-50-90.354
重クロム酸カリウム
Potassium chromate
K2CrO47789-00-6
0.268
クロム酸カリウム
Bariumchromate
BaCrO
10294-40-3
0.205
クロム酸バリウム
4
Sodium chromate
Na2CrO4
7775-11-30.321
クロム酸ナトリウム
Strontium chromate
SrCrO47789-06-2
0.255
クロム酸ストロンチウム(II)Zink chromate
ZnCrO413530-65-90.287
クロム酸亜鉛(II)Unspecified 1344-37-2
クロム酸鉛(C.Iピグメントイエ Lead sulfochromate yellow(C.I.Pigment
Yellow
34)
ロー34)
C.I. Pigment Orange 21
Unspecified 1344-38-3
塩基性クロム酸鉛
Chromic acid
CrH2O47738-94-5
0.441
クロム酸
JAMP-SN0071
クロム酸及び重クロム酸オリゴ Oligomers of chromic acid and dichromic acidマー
Dichromic acid; Chromic acid
H2Cr2O713530-68-20.477
重クロム酸、二クロム酸
Ammonium dichromate(NH4)2Cr2O7 7789-09-50.413
二クロム酸アンモニウム
Lead chromate molybdate
Unspecified 12656-85-8
硫酸モリブデン酸クロム酸鉛
sulphate
red(C.I.
Pigment
Red(C.Iピグメントレッド104)
104)
24613-89-6
0.575
トリス(クロム酸)二クロム(III) Dichromium tris(chromate)
Cr5O12
Pentazinc chromate
49663-84-50.090
クロム酸八水酸化五亜鉛
CrH8O12Zn5octahydroxide
11103-86-90.277
ヒドロキシオクタオキソ二亜鉛 Potassiumhydroxyoctaoxodizincatedichro Cr2K2O8Zn
酸二クロム酸カリウム
mate

153

その他の六価クロム化合物

Other hexavalent chromium
compounds(3) Principal uses for substancesPart
Metal corrosion-proof chromate treatment(galvanizing, electrode plating, alloys, die-casting),
alumite dyes, anticorrosion paints, black chrome
plating-

Purpose
Anticorrosion surface treatment, pigments,
anticorrosion pigments, paint desiccants

Table 2-I-3 Lead and its compounds(1) Details
No. I-3
Substance Group: Lead and its compounds
Prohibition
Date of ban
Applications
Level
on delivery*5
Level 1
Immediate･Packaging materials

Immediate

JAMP-SN0019 -･Cable stabilizer used for insulating
sheaths whose main ingredient is PVC(especially used in the parts of the sheaths
touched routinely with hands)･Substances and mixtures that containchemicals with the following CAS
numbers:
Lead (II) chromate: 7758-97-6
Lead sulfochromate yellow (C.I. Pigment
Yellow 34): 1344-37-2
Lead chromate molybdate sulphate red(C.I. Pigment Red 104): 12656-85-8･Electric and electronic equipment subject
to RoHS Directive (2011/65/EU)

Control Value

Note-Less than 100 ppm inhomogeneous material-Less than 300 ppm in
PVC cable insulating
sheath*1-Intentional inclusion
prohibited*3-1000 ppm or less inhomogeneous material*4*2

Exclusions
from RoHS
Directive: 6monthsprior toexpiration
Exemption
Please refer to the EU RoHS ANNEX III and ANNEX IV.
Note*1 The total concentration of four heavy metals (cadmium, hexavalent chromium, lead andmercury) in packaging materials must be considered. In the case of printing inks usedon packaging, the total concentration of these four heavy metals included in the solid
ingredients of the inks must be considered. EU Directive on packaging materials andRegulations on Heavy Metals in Packaging (U.S.A.).
*2 Labeling is required if the inclusion level exceeds the 300 ppm level stipulated in theout-of-court settlement of a lawsuit alleging non-compliance with the warning labelingrequirements provided by Proposition 65 in the State of California. The control value,
therefore, is set at less than 300 ppm.
*3 Annex XIV to REACH (authorizations)*4 RoHS Directive (2011/65/EU), Annex XVII to REACH (restriction), ChemVerbotsV(Germany)*5 The date of ban on delivery is set as the date six months before the effective date of an
applicable law or regulation.
(2) Examples of substances (The table below does not cover all the substances in this substance group.)154

Substance (Japanese)

Substance (English)

ChemicalformulaLead
Pb
Lead carbonate
PbCO3
Lead (IV) oxide
PbO2
Orange lead (Lead tetroxide)
Pb3O4
Lead (II) sulfide
PbS
Lead monoxide (Lead oxide) ； PbO
Lead (II) oxide
TrileadC2H2O8Pb3
水酸化炭酸鉛(II)bis(carbonate)dihydroxide
Lead (II) hydroxidcarbonate
C2H2O6Pb
水酸化炭酸鉛(2)Lead sulfate
PbSO4
硫酸鉛
Trilead bis(orthophosphate)
Pb3(PO4)2
燐酸鉛
Lead chromate
PbCrO4クロム酸鉛(II)Lead titanate
PbTiO3チタン酸鉛
Lead sulfate
PbXSO4
硫酸鉛
Tetraleadtrioxidesulphate
Pb4O3(SO4)三塩基性硫酸鉛
Lead stearate
Pb(C17H35CO
ステアリン酸鉛O)2
Dibasic lead stearate
ステアリン酸二鉛
2PbO・
Pb(C17H35COO)2
Lead
di(acetate)
Pb(CH3COO) 2
酢酸鉛(II)
Lead (II) acetate trihydrate
Pb(CH3COO) 2
酢酸鉛(II)・三水和物･3H2O
Lead selenide
PbSe
セレン化鉛
Lead zirconate
PbZrO3ジルコン酸鉛Hydroxylead
Pb(OH)2
水酸化鉛
Lead dinitrate
Pb(NO3)2
硝酸鉛
Trilead diarsenate
Pb3(AsO4)2
ヒ酸鉛(II)
Lead hydrogen arsenate
AsH3O4.Pb
酸性ヒ酸鉛
Lead styphnate
C6HN3O8Pb
トリニトロレゾルシン鉛
Lead diazide
N6Pb
アジ化鉛
Lead dipicrate
ピクリン酸鉛(II)C12H4N6O14Pb
Lead (II) bis(methanesulfonate) C2H6O6PbS2
メタンスルホン酸鉛(II)
Lead chromate molybdate
Unspecified
硫酸モリブデン酸クロム酸鉛
sulphate red (C.I. Pigment Red(C.Iピグメントレッド104)
104)
Unspecified
クロム酸鉛(C.Iピグメントイエ Lead sulfochromate yellow(C.I.Pigment Yellow 34)
ロー34)[Phthalato(2-)]dioxotrilead
C8H4O6Pb3ジオキソ（フタラト）三鉛
ケイ酸とバリウムの塩(1：1)(鉛 Silicic acid (H2Si2O5), barium Unspecified
salt (1:1), lead-doped
ドープ)
Silicic acid, lead salt
Unspecified
ケイ酸と鉛の塩Lead cyanamidate
CH2N2Pb
シアナミド鉛C36H70O6Pb3
ジオキソビス(ステアリン酸)三 Dioxobis(stearato)trilead
鉛
Lead titanium zirconium oxide Unspecified
ジルコン酸チタン酸鉛
Tetraethyllead
C8H20Pb
四エチル鉛
鉛
炭酸鉛
二酸化鉛
四三酸化鉛
硫化鉛
一酸化鉛

7439-92-1
598-63-0
1309-60-0
1314-41-6
1314-87-0
1317-36-8

Metalconversion
factor
1.000
0.775
0.866
0.907
0.866
0.928

1319-46-6

0.801

1344-36-1
7446-14-2
7446-27-7
7758-97-6
12060-00-3
15739-80-7
12202-17-4
1072-35-1

0.629
0.683
0.766
0.641
0.684
0.852
0.268

56189-09-4

0.409

301-04-2
6080-56-4

0.637
0.546

12069-00-0
12060-01-4
1311-11-1
10099-74-8
3687-31-8
7784-40-9
15245-44-0
13424-46-9
6477-64-1
17570-76-2
12656-85-8

0.724
0.598
0.859
0.626
0.691
0.593
0.460
0.711
0.312
0.521
-

1344-37-2-

69011-06-968784-75-8

0.760

CAS No. or
JAMP-SN

11120-22-2
20837-86-9
12578-12-0

0.831
0.509

12626-81-2
78-00-2

0.641

155

Pyrochlore, antimony lead
Unspecified
8012-00-8
yellow
Lead bis(tetrafluoroborate)
B2F8Pb13814-96-5
0.544
四フッ化ホウ酸鉛(II)C.I. Pigment Orange 21
Unspecified
1344-38-3
塩基性クロム酸鉛
Sulfurous acid, lead salt,
Unspecified
62229-08-7
塩基性亜硫酸鉛
dibasic
Acetic acid, lead salt, basic
Unspecified
51404-69-4
塩基性酢酸鉛Lead oxide sulfate (Pb2O(SO4)) Pb2O(SO4)12036-76-90.787
塩基性硫酸鉛
Pentalead tetraoxide sulphate; Pb5O4(SO4)12065-90-60.866
塩基性硫酸鉛Lead oxide sulfate(Pb5O4(SO4))
Fatty acids, C16-18, lead salts 91031-62-8
脂肪酸鉛塩(炭素数16～18)
Trilead dioxide phosphonate; ; Pb3O2(HPO3) 12141-20-70.847
二塩基性リン酸鉛
Leadoxidephosphonate(Pb3O2(HPO3))102110-49-6 銅、鉄、鉛マット（かわ）の残 Residues, copper-iron-leadnickel matte, sulfuric acid渣の非水溶性亜硫酸化合物
insol.
Other lead compounds
JAMP-SN0023 その他の鉛化合物(3) Principal uses for substancesPart
PurposeElectrodes for lead accumulators, optical glasses
Battery materials, free-machining alloy materials,(lens, filters), structural parts (steel, aluminum,
optical materials, plastic stabilizers, pigments,
copper), vinyl chloride sheaths for wires and cords,
radiation shielding materials, electric solder
paints, inks, X-ray shield plastic plates, CRTs formaterials, mechanical solder materials, rubber
monitors, electro soldering, die bonding, mechanical vulcanizing agents
soldering, vulcanized rubber molded items,
manganese cells, alkaline button cells
ピグメントエロー41

Table 2-I-4 Mercury and its compounds(1) Details
No. I-4
Substance Group: Mercury and its compounds
Prohibition
Date of ban
Applications
Level
on delivery*4
Level 1
Immediate･Packaging materials･Use in appliances used fully or partially inwater
Immediate

Exemption
Note･Electric and electronic equipment subject
to RoHS Directive (2011/65/EU)

Control Value

Note-Less than 100 ppm inhomogeneous material-Intentional inclusion
prohibited-Not detected-1000 ppm or less inhomogeneous material

*1
*2
*3

Exclusions
from RoHS
Directive: 6monthsprior toexpiration
Please refer to the EU RoHS ANNEX III and ANNEX IV.
*1 The total concentration of four heavy metals (cadmium, hexavalent chromium, lead andmercury) in packaging materials must be considered. In the case of printing inks usedon packaging, the total concentration of these four heavy metals included in the solid
ingredients of the inks must be considered. EU Directive on packaging materials andRegulations on Heavy Metals in Packaging (U.S.A.).

156

*2
*3
*4

Annex XVII to REACH (restriction), ChemVerbotsV (Germany)
RoHS Directive (2011/65/EU)
The date of ban on delivery is set as the date six months before the effective date of an
applicable law or regulation.
(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactor
MercuryHg7439-97-6
1.000
水銀
Mercury dichloride
HgCl2
7487-94-70.739
塩化第二水銀Mercury (II) oxide
HgO
21908-53-20.926
酸化水銀(II)
Mercury sulphate
HgSO47783-35-90.676
硫酸第二水銀Mercury (II) nitrateHg(NO3) 2
10045-94-00.618
硝酸水銀(II)
Mercury (II) sulfide
HgS
1344-48-50.862
硫化第二水銀Mercury(I) oxide (black)
Hg 2O
15829-53-50.962
酸化水銀(I)(黒色)Dimethyl
mercury(CH)
Hg593-74-80.870
ジメチル水銀3 2
Mercury chloride
Hg2Cl210112-91-10.850
塩化第一水銀Other mercury compounds
JAMP-SN0024 その他の水銀化合物(3) Principal uses for substancesPart
PurposeLamps (mercury lamps, fluorescent tubes, backFluorescent materials, electrical contact materials,
lights for liquid crystal displays), electrodes,
mercury batteries, color pigments
batteries, electric contacts, plastics, paints, printing
inks
Table 2-I-5 Trisubstituted organotin compounds (including bis (tributyltin) oxide (TBTO), tributyltin
compounds (TBTs, excluding TBTO) and triphenyltin compounds (TPTs))(1) Details
No. I-5
Substance Group: Trisubstituted organotin compounds (including bis (tributyltin) oxide(TBTO), tributyltin compounds (TBTs, excluding TBTO) and triphenyltin compounds (TPTs))
Prohibition
Date of ban
Applications
Control Value
Note
Level
on delivery
Level 1
Immediate[TBTO (CAS No.: 56-35-9) only]-Intentional inclusion*1
prohibited･All applications[Trisubstituted organotin compounds- Less than 1000 ppm*2
except TBTO (CAS No.: 56-35-9)](tin conversion) inarticle or part thereof･All applications
Note*1 Class I Specified Chemical Substances (TBTO: Cas No.56-35-9) designated by Japanese
Chemical Substances Control Act.
*2 Annex XVII to REACH (restriction), ChemVerbotsV (Germany)(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactorO(Sn(C4H9)3)2 56-35-90.398
ビス(トリブチルスズ)=オキシド Bis(tri-n-butyltin) oxide(TBTO)(C6H5)3Sn(CH 1803-12-90.252
トリフェニルスズ=N,N-ジメチ Triphenyltin
dimethyldithiocarbamate
3)2NCS2
ルジチオカルバマート(C6H5)3SnF
379-52-2
0.322
トリフェニルスズ=フルオリド Triphenyltin fluoride
Triphenyltin acetate(C6H5)3SnOC 900-95-80.290
酢酸トリフェニルスズ
OCH3
Triphenyltin chloride(C6H5)3SnCl 639-58-7
0.308
トリフェニルスズ=クロリド

157

トリフェニルスズ=ヒドロキシ Triphenyltin hydroxide
ド
トリフェニル［（２，２，４， Stannane, triphenyl[(2,2,4,4４－テトラメチル－１－オキソ tetramethyl-oxopentyl)oxy]ペンチル）オキシ］スタンナン
Stannane, [[2,3-dimethyl-2-(1［［２，３－ジメチル－２－（１－メチルエチル）－１－オ methylethyl)キソブチル］トリフェニルスタ oxobutyl]oxy]triphenylンナン
Stannane, [(1［（１－オキソデシル）オキ
oxodecyl)oxy]triphenylシ］トリフェニルスタンナン［（１－オキソウンデシル）オ Stannane, [(1キシ］トリフェニルスタンナン oxoundecyl)oxy]triphenylトリフェ ニルスズ=クロロアセ Triphenyltin chloroacetate
タート
トリブチルスズ=メタクリラー Tributyltin methacrylateト
ビス(トリブチルスズ)=フマラー Bis(tributyltin) fumarateト
Tributyltin fluoride
トリブチルスズ=フルオリド
トリブチルスズ=2,3-ジブロモス Bis(tributyltin) meso-2,3dibromosuccinate
クシナート
トリブチルスズ=アセタート

Tributyltin acetate

トリブチルスズ=ラウラート

Tributyltin laurate

ビス(トリブチルスズ)=フタラー Bis(tributyltin) phthalate
ト
アルキル=アクリラート・メチ Copolymer of alkyl acrylate,
ル=メタクリラート・トリブチ methyl-methacrylate and
ルスズ=メタクリラート、共重 tributyltin-methacrylate(alkyl;
合物(アルキル=アクリラートの C=8)
アルキル基の炭素数が8のものに限る)
トリブチルスズ=スルファマー Tributyltin sulfamateト
ビス(トリブチルスズ)=マレアー Bis(tributyltin) maleateト
Tributyltin chloride
トリブチルスズ=クロリド(C6H5)3SnOH 76-87-9

0.323

C27H32O2Sn

18380-71-7

0.234

C27H32O2Sn

18380-72-8

0.234

C28H34O2Sn

47672-31-1

0.228

C29H36O2Sn

94850-90-5

0.222(C6H5)3SnOC 7094-94-2
OCH2Cl
(C4H9)3SnC4H 2155-70-6
5O2
C2H2(COO)2(( 6454-35-9
C4H9)3Sn)2(C4H9)3SnF
1983-10-4((C4H9)3Sn)2C 31732-71-5
2H2(Br)2(COO)2(C4H9)3SnOC 56-36-0
OCH3(C4H9)3SnC12 3090-36-6
H23O2(C6H4)(COO)2(( 4782-29-0
C4H9)3Sn)2
67772-01-4

0.268(C4H9)3SnSO3 6517-25-5
NH2
C2H2(COO)2(( 14275-57-1
C4H9)3Sn)2(C4H9)3SnCl 1461-22-97342-38-3(C4H9)3SnCO3 85409-17-2
C5H9

0.307

26239-64-5

0.201

JAMPSN0068-

トリブチルスズ=シクロペンタ Mixture of tributyltin
ンカルボキシラート及びこの類 -cyclopentanecarboxylate andits –analogs
縁化合物の混合物(Tributyltin naphthenate)
C32H56O2Sn
トFリブタン-1-イルスタンニル Tributan-1-ylstannyl(1R,4aR,4bR,10aR)-7-isopropyl=(1R,4aR,4bR,10aR)-7-イソプ
1,4a-dimethylロピル-1,4a-ジメチル1,2,3,4,4a,4b,5,6,10,10a-デカヒ 1,2,3,4,4a,4b,5,6,10,10aドロフェナントレン-1-カルボキ decahydrophenanthrene-1carboxylate
シラート
その他の三置換有機スズ化合物 Other Trisubstituted organotin compounds

0.317
0.342
0.384
0.278
0.340
0.243
0.319

0.342
0.365
-

158

(3) Principal uses for substances
Part
Paints, printing inks

Table 2-I-6 Dibutyltin compounds(1) Details
No. I-6
Substance Group: Dibutyltin compounds
Prohibition
Date of ban
Applications
Level
on delivery
Level 1
Immediate・All applications

PurposePaints, antifouling (sterilization) pigments,
preservatives, stabilizers, antioxidants

Control Value

Note- Less than 1000 ppm(tin conversion) in
mixture, article orpart thereof

*1

Note
*1 Annex XVII to REACH (restriction)(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactor818-08-6
0.477
ジブチルスズオキシド
Dibutyltin oxide
C8H18OSn
0.338
ジブチルスズ二酢酸
Dibutyltin diacetate
C12H24O4Sn 1067-33-0
77-58-70.188
ジブチル［(1-オキソドデシル)オ
キシ］スズ；ジブチルスズジラウ Dibutyltin dilaurate
C32H64O4Sn
レート
0.342
マレイン酸ジ-n-ブチルスズ
Dibutyltin maleate
C12H20O4Sn 78-04-6
683-18-1
0.391
ジブチルスズジクロライド
Dibutyltin dichloride (DBTC)
C8H18Cl2Sn（DBTC）
JAMPその他のジブチルスズ化合物
Other dibutyltin compounds
SN0072(3) Principal uses for substancesPart
PurposeStabilizer for PVC, curing catalyst for silicone resin
Stabilizer for PVC, curing catalyst for silicone resin
and urethane resin
and urethane resin
Table 2-I-7 Dioctyltin compounds (DOT)(1) Details
No. I-7
Substance Group: Dioctyltin compounds (DOT)
Prohibition
Date of ban
Applications
Control Value
Note
Level
on delivery
Level 1
Immediate- Less than 1000 ppm*1･Textile and leather articles intended to(tin conversion) income into contact with the skinarticle or part thereof･Childcare articles･Two-component room temperature
vulcanization molding kits
(RTV-2 sealant molding kits)
Note*1 Annex XVII to REACH (restriction)(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactor
ジオクチルスズオキシド
Dioctyltin oxide
C16H34OSn
870-08-6
0.326

159

ジオクチルビス［(1-オキソドデ
Dioctyltin dilaurate
C40H80O4Sn 3648-18-80.160シル)オキシ］スズ
ジオクチルスズビス(2－エチル 'Dioctyltin bis(2-ethylhexyl
C36H72O4S2Sn 15571-58-1
0.158
thioglycolate)
ヘキシルチオグリコラート)
その他のジオクチルスズ化合物 Other Dioctyltin compounds(3) Principal uses for substancesPart
PurposeStabilizer for PVC, curing catalyst for silicone resin Stabilizer for PVC, curing catalyst for silicone resin
and urethane resin
and urethane resin
Table 2-I-8 Nickel and its compounds(1) Details
No. I-8
Substance Group: Nickel and its compounds
Prohibition
Date of ban
Applications
Level
on delivery
Level 1
Immediate
The following types of articles thatmaintain direct, sustained contact with theskin:･ Earrings, necklaces, bracelets, chains,anklets, rings･ Wristwatch cases, wristwatch bands, rivet
buttons used in clothing, belts, rivets,
zippers, and metal marks.

Control Value

Note-The rate of nickel
release from thearticle is less than 0.5
μg/cm2 per week.

*1

Note

*1 Annex XVII to REACH (restriction)
The use of articles is prohibited if the rate of nickel released from those articles equals or
exceeds 0.5 μg/cm2 per week. (In cases where the above-mentioned articles have non-nickel
coatings on them, the use of the articles will still be prohibited if the rate of nickel released
from them under normal usage conditions for at least two years exceeds 0.5 μg/cm2per week.)(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactorNickel oxide
NiO
1313-99-1
0.786
一酸化ニッケル
Nickel carbonate
NiCO33333-67-3
0.494
炭酸ニッケル
Nickel Sulphate
NiSO4
7786-81-4
0.379
硫酸ニッケル
NickelNi
7440-02-0
1.000
ニッケル
Nickel (II) chloride
NiCl2
7718-54-90.453
塩化第一ニッケル
Other nickel compounds
JAMP-SN0027 その他のニッケル化合物(3) Principal uses for substancesPart
PurposeHeadphones, accessories
Stainless steel, plating
Table 2-I-9 Polybrominated biphenyl (PBBs)(1) Details
No. I-9
Substance Group: Polybrominated biphenyl (PBBs)
Prohibition
Date of ban
Applications
Level
on delivery*3
Level 1
Immediate･Electric and electronic equipment subject
to RoHS Directive (2011/65/EU)

Control Value

Note-1000 ppm or less inhomogeneous material

*1

160

-Intentional inclusion *2･The following types of articles thatprohibited
maintain direct, sustained contact withthe skin:・Fiber products such as clothes,
underwear, and linens
Note*1 RoHS Directive (2011/65/EU); monitoring chemical substances by Japanese Chemical
Substances Control Act.
*2 Annex XVII to REACH (restriction)*3 The date of ban on delivery is set as the date six months before the effective date of an
applicable law or regulation.
(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactorPolybrominatedBiphenyls59536-65-1
ポリ臭化ビフェニル類
JAMP-SN0065
4,4'-Dibromobiphenyl
C6H4BrC6H4Br 92-86-4
4,4’-ジブロモビフェニル
2-Bromobiphenyl
C6H5C6H4Br
2052-07-5
2-ブロモビフェニル
3-Bromobiphenyl
C6H5C6H4Br
2113-57-7
3-ブロモビフェニル
4-Bromobiphenyl
C6H5C6H4Br
92-66-04-ブロモビフェニル
1,1'-Biphenyl, 2,2',5-tribromo- C12H7Br3
59080-34-1
トリブロモビフェニル
Tetrabromobiphenyl
C
H
Br
40088-45-7
テトラブロモビフェニル
12 6
4Pentabromobiphenyl
C12H5Br556307-79-0
ペンタブロモビフェニル
C6H2Br3C6H2B 59080-40-92,2',4,4',5,5'- ヘキサブロモビフ 2,2',4,4',5,5'Hexabromobiphenylr3
ェニルHexabromobiphenyl
Hexabromo-1,1-biphenyl
C6H2Br3C6H2B 36355-01-8
ヘキサブロモ-1,1-ビフェニルr3Firemaster FF-1
C12H4Br667774-32-7
ファイアーマスターFF-1
Heptabromobiphenyl
C6Br5C6H3Br2 35194-78-6
ヘプタブロモビフェニル
Octabromobiphenyl
C6HBr4C6HBr4 61288-13-9
オクタブロモビフェニル
Nonabiphenyl
C12HBr927753-52-2
ノナブロモ-1,1-ビフェニル
Decabromobiphenyl
C6BrC6Br5
13654-09-6
デカブロモビフェニル(C15H16O2.C1 68758-75-8[1,1'-ビフェニル]-ar,ar'-ジオー [1,1'-Biphenyl]-ar,ar'-diol,
tetrabromo-,
polymerwith
2H6Br4O2.C3
ル, テトラブロモ-, (クロロメチル)オキシラン及び4,4'-(1-メチ (chloromethyl)oxirane and 4,4'- H5ClO)x
ルエチリデン)ビス[フェノール] (1methylethylidene)bis[phenol]とのポリマー(3) Principal uses for substancesPart
PurposeFlame-retardant plastic enclosure molded items
Plastic flame retardants
Table 2-I-10 Polybrominated diphenyl ethers (PBDEs)(1) Details
No. I-10
Substance Group: Polybrominated diphenyl ethers (PBDEs)
Prohibition Date of ban
Applications
Level
on delivery
Level 1
Immediate･Electric and electronic equipment subject
to RoHS Directive (2011/65/EU)[PBDEs excluding DecaBDE (CAS No.:1163-19-5)]
・All applications other than the items
subject to RoHS Directive (2011/65/EU)

Control Value

Note-1000 ppm or less inhomogeneous material･Less than 500 ppm asa total amount inarticle

*1
*3
*2

161

[DecaBDE (CAS No.: 1163-19-5) only]・All applications*4
Exemption-Intentional inclusion
prohibited*3*4«FDA-registered medical devices»
The following Official Journal is applicable.

TSCA: CHAPTER 53—TOXIC SUBSTANCES CONTROL SUBCHAPTER I—CONTROL OF
TOXIC SUBSTANCES Sec. 2602. Definitions. (2)(vi)(https://www.govinfo.gov/content/pkg/USCODE-2018-title15/pdf/USCODE-2018-title15-chap53.pdf)(Note) FDA-registered medical devices are not subject to TSCA but Olympus may require suppliers toreport the contents of these substances so that Olympus can confirm the exemptions are applied.

«Exceptions to US TSCA PBT Rules »・ Regulated substances, products or articles containing regulated substances, which have alreadybeen sold to end-consumers (such as secondhand articles and donations to charity)
・ Disposal of regulated substances, products or articles containing regulated substances
・ Production, treatment, distribution in commerce and use of regulated substances, products orarticles containing regulated substances for research and development purposes
・ Processing and distribution in commerce for recycling of plastic containing DecaBDE fromproducts or articles(Note) Items other than the “FDA-registered medical devices” described above
Note*1 RoHS Directive (2011/65/EU)*2 EU POPs regulation*3 Class I Specified Chemical Substances (CAS No. ： 1163-19-5) designated by Japanese
Chemical Substances Control Act., US TSCA PBT Rules(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactorC12HXBr(10-X)O
JAMP-SN0066 ポリ臭化ジフェニルエーテル類 Polybrominated diphenyl
ethers
ブロモジフェニルエーテル

Bromodiphenyl ether

Br(C6H4)O(C6H5) 101-55-3-

ジブロモジフェニルエーテル

Dibromodiphenyl ethers

C6H4BrOC6H4Br 2050-47-7-

トリブロモジフェニルエーテル Tribromodiphenyl ether

C12H7Br3O

49690-94-0-

テトラブロモジフェニルエーテ Tetrabromobiphenyl ethers
ル

C12H6Br4O

40088-47-9-

ペンタブロモジフェニルエーテ Pentabromodiphenyl ether
ル (注:市販のPeBDPDは、種々 (note:Commercially availableの臭素化ジフェニルオキシドを PeBDPD is a complex
含む複雑な反応混合物である) reaction mixture containing avariety of brominateddiphenyloxides)
C12H4Br6O
ヘキサブロモジフェニルエーテ Hexabromodiphenyl ether
ル

32534-81-9(CAS No.
used forcommercial
grades of
PeBDPD)36483-60-0-

ヘプタブロモジフェニルエーテ Heptabromodiphenyl ether
ル

C12H3Br7O

68928-80-3-

オクタブロモジフェニルエーテ Octabromobiphenyl ether
ル

C12H2Br8O

32536-52-0-

ノナブロモジフェニルエーテル Nonabromodiphenyl ether

C12HBr9O

63936-56-1

-

-

162

1163-19-5
デカブロモジフェニルエーテル Bis(pentabromophenyl) ether Br5C6OC6Br5(decabromodiphenyl ether;(DecaBDE)
DecaBDE)(3) Principal uses for substancesPart
PurposeFlame-retardant plastic enclosure molded items
Plastic flame retardants
Table 2-I-11 Polychlorinated biphenyl (PCBs)(1) Details
No. I-11
Substance Group: Polychlorinated biphenyl (PCBs)
Prohibition
Date of ban
Applications
Level
on delivery
Level 1
Immediate･All applications-

Control Value

Note-Intentional inclusion*1
prohibited
Note*1 Class I Specified Chemical Substances designated by Japanese Chemical Substances
Control Act., TSCA(USA)(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactorUnspecified
ポリクロロビフェニル
Polychlorobiphenyl
1336-36-3(C6-C6)HxCly 12767-79-2
アロクロール(Aroclor)
Aroclor
クロロジフェニル(アロクロール
Aroclor 1260
11096-82-5
1260)
C12H9Cl
クロロビフェニル
Chlorobiphenyl
27323-18-8
Unspecified 11097-69-1
アロクロール 1254
Aroclor 1254
C14H10Cl4
モノメチル -テトラクロロ-ジフ Monomethyl-tetrachloro76253-60-6
diphenyl methane (Ugilec 141)ェニルメタン(Ugilec 141)
モノメチル -ジクロロ -ジフェ‐
Monomethyl-dichloro-diphenyl
81161-70-8
ニルメタン (Ugilec121,
methane (Ugilec 121, Ugilec 21)
Ugilec21)
モノメチル -ジブロモ -ジフェ Monomethyl-dibromo-diphenyl ‐99688-47-8
methane (DBBT)
ニルメタン (DBBT)(3) Principal uses for substancesPart
PurposeInsulating oil for transformers and capacitors
Electrical insulation medium, solvents
Table 2-I-12 Substance Group: Polychlorinated Terphenyls (PCTs)(1) Details
No.I-12Substance Group: Polychlorinated Terphenyls (PCTs)
Prohibition
Date of ban
Applications
Level
on delivery
Level 1
Immediate･All applications

Control Value

Note-Less than 50 ppm inmixture or article

*1

Note
*1 Annex XVII to REACH (restriction)(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactorPolychlorinated terphenyls
Unspecified 61788-33-8
ポリ塩化ターフェニル;PCTs(PCTs; all isomers and(全ての異性体および同族体)
congeners)163テルフェニル類

Terphenyls(3) Principal uses for substancesPart
Insulating oil for transformers and capacitors

C6H4(C6H5)226140-60-3-

PurposeElectrical insulation medium, solvents

Table 2-I-13 Polychlorinated naphthalene (number of chlorine: 2 or more)(1) Details
No. I-13
Substance Group: Polychlorinated naphthalene (number of chlorine: 2 or more)
Prohibition
Date of ban
Applications
Control Value
Level
on delivery
Level 1
Immediate-Intentional inclusion
・All applications
prohibited

Note
*1

Note

*1 Class I Specified Chemical Substances designated by Japanese Chemical Substances
Control Act.
(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactorUnspecified 70776-03-3
ポリ塩化ナフタレン(塩素数が2 PolychlorinatedNaphthalenes(Cl≥2)
以上)
Dichloronaphtalene
C10H6Cl2
28699-88-9
2塩化ナフタレン
Trichloronaphtalene
C10H5Cl31321-65-9
3塩化ナフタレン
Tetrachloronaphtalene
C10H4Cl4
1335-88-2
4塩化ナフタレン
Pentachloronaphtalene
C10H3Cl51321-64-8
5塩化ナフタレン
Other
polychlorinated
その他のポリ塩化ナフタレン(塩Naphthalenes(Cl≥2)
素数が2以上)(3) Principal uses for substancesPart
PurposeFlexible rubber, elastomer belts, rolls, packing,
Plastic stabilizers (electrical characteristics, flamesealing materials, insulating oil for capacitors
proofing, water-proofing, biocidal characteristics),
electrical insulation medium
Table 2-I-14 Short-chained chlorinated paraffin (having the chain length of 10 - 13)(1) Details
No. I-14
Substance Group: Short-chained chlorinated paraffin (having the chain length of 10 - 13)
Prohibition
Date of ban
Applications
Control Value
Note
Level
on delivery
Level 1
Immediate-Intentional inclusion*1・All applications
prohibited
Note*1 Class I Specified Chemical Substances designated by Japanese Chemical Substances
Control Act., EU POPs regulation(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
conversi
Chemical
CAS No. or
Substance (Japanese)
Substance (English)on
formulaJAMP-SNfactorAlkanes,C10-13,chloro(Short
Unspecified
85535-84-8
塩素化パラフィン(短鎖)Chain Chlorinated Paraffins)(C10-13)
Alkanes, C10-12, chloro
Unspecified
104948-36-9クロロアルカン C10-12
1,1,1,3,5,7,9,11,11-ノナクロ

Undecane, 1,1,1,3,5,7,9,11,11-

C11H15Cl9

18993-26-5-

164ロウンデカンnonachloro-

ヘプタクロロウンデカン

Undecane, heptachloro--

219697-10-6-

ノナクロロウンデカン

Undecane, nonachloro--

219697-11-7-

1,2,10,11,? ,? ,? ,?-オクタク
ロロウンデカン 塩素化パラフィン（C11、Cl7-12）
デカクロロウンデカン

Undecane, 1,2,10,11,?,?,?,?octachloro--

221174-07-8-

Undecane, decachloro--

276673-33-7-

オクタクロロウンデカン

Undecane, octachloro-

C11H16Cl8

36312-81-9-

クロロワックス

Chlorowax-

51990-12-6-

1,1,1,3,6,7,10,11-オクタクロ
ロウンデカン
1,1,1,3,9,11,11,11- オ ク タ ク
ロロウンデカンクロロアルカン

Undecane, 1,1,1,3,6,7,10,11octachloroUndecane, 1,1,1,3,9,11,11,11octachloroAlkanes, chloro;
chloroparaffins
Undecane, 1,1,1,2-tetrachloro--

601523-20-0--

601523-25-5-

Unspecified

61788-76-9-

C11H20Cl4

63981-28-2-

Alkene, C12-24-, Chloro-

Unspecified

68527-02-6-

Chlorinated n-paraffins(C6-18)
Hydrocarbon waxes(petroleum), microcryst.,
chlorinatedAlkanes, C12-13, chloro

Unspecified

68920-70-7-

Unspecified

68938-43-2-

Unspecified

71011-12-6-

Alkanes, C10-21, chloro

Unspecified

84082-38-2-

Alkanes, C10-32, chloro

Unspecified

84776-06-7-

Paraffin oils, chloro-

Unspecified

85422-92-0-

クロロパラフィン（C12-14） Alkane, C12-14-, Chloro-

Unspecified

85536-22-7-クロロパラフィン（C10-14） Alkane, C10-14-, Chloro-

Unspecified

85681-73-8-

クロロアルカン(C12-16)

Alkanes, C12-16, chloro

Unspecified

866758-65-8-

塩素化パラフィン（石油）、
標準 C>10クロロアルカン類, C10-26

Paraffins (petroleum), normal
C>10, chloro
Alkanes, C10-26, chloro

Unspecified

97553-43-0-

Unspecified

97659-46-6-

1,1,1,2-テトラクロロ-ウンデ
カン
クロロアルカン C12-24
クロロパラフィン（C6-18）（組成不定）
塩素化マイクロクリスタリ
ン炭化水素ワックス(石油系)
クロロアルカン（炭化水素化
合物）（C12-13）クロロアルカン（塩化炭化水素）（C10-21）
クロロアルカン類, C10-32
クロロパラフィン油

Chlorinated Paraffins may or JAMP塩素化パラフィン
SN1020（ SCCP( 短 鎖 ) ま た は may not be SCCP or MCCP
MCCP(中鎖)か分からないもの）(3) Principal uses for substancesPart
PurposeFlexible polyvinyl chloride molded items
Polyvinyl chloride plasticizers
Table 2-I-15 Polyvinyl chloride (PVC)(1) Details
No. I-15
Substance Group: Polyvinyl chloride (PVC)
Prohibition
Date of ban
Applications

Control Value

-

Note

165

LevelLevel 1on delivery
Immediate-Intentional inclusion
prohibited･Packaging materials－

Exemption
Other applications are permitted.
(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversio
formulaJAMP-SNn factor
塩化ビニル、クロロエチレン
Chloroethene75-01-4
ポリ塩化ビニル(PVC)およびそ Polyvinyl chloride (PVC) and its (CH2CHCl)n 9002-86-2
mixtureの混合物
9003-22-9
ポリ塩化ビニル酢酸ビニル共重 Vinyl chloride/vinyl acetate
copolymer
合体(3) Principal uses for substances
Part
Coated wiring cords, electric insulation molded
items, chemical-resistant molded parts, plumbing
components, transparent covers

PurposeElectrical insulation medium, chemical-resistance,transparency

Table 2-I-16 Hexabromocyclododecane (HBCDD)(1) Details
No. I-16
Substance Group: Hexabromocyclododecane (HBCDD)
Prohibition
Date of ban
Applications
Level
on delivery
Level 1
Immediate･All applications

Control Value

Note-Intentional inclusion*1
prohibited-Intentional inclusion*2･Substances
prohibited･Mixtures
Exemption*2 Applications that are submitted to, and approved by, the European Chemicals Agency
will be permitted.
Note*1 Class I Specified Chemical Substances designated by Japanese Chemical Substances
Control Act., EU POPs regulation*2 Annex XIV to REACH (authorizations)(2) Regulated substances (Japanese Chemical Substances Control Act.)
Chemical
CAS No or
Substance (Japanese)
Substance (English)
formulaJAMP-SN
C12H18Br6
3194-55-6
1,2,5,6,9,10-ヘキサブロモシクロドデ 1,2,5,6,9,10-hexabromocyclododecane
カン
Hexabromocyclododecane (HBCDD)
C12H18Br6
25637-99-4
ヘキサブロモシクロドデカン(HBCDD)rel-(1R,2R,5S,6R,9R,10S)rel-(1R,2R,5S,6R,9R,10S)-1,2,5,6,9,10C12H18Br6
134237-50-6
1,2,5,6,9,10-ヘキサブロモシクロドデ Hexabromocyclododecane;
Alpha-hexabromocyclododecane
カン;
アルファ-ヘキサブロモシクロドデカン
rel-(1R,2S,5R,6R,9R,10S)rel-(1R,2S,5R,6R,9R,10S)-1,2,5,6,9,10C12H18Br6
134237-51-7
1,2,5,6,9,10-ヘキサブロモシクロドデ hexabromocyclododecane
Beta-hexabromocyclododecane
カン;
ベータ-ヘキサブロモシクロドデカン
rel-(1R,2R,5R,6S,9S,10R) rel-(1R,2R,5R,6S,9S,10R)-1,2,5,6,9,10C12H18Br6
134237-52-8
1,2,5,6,9,10-ヘキサブロモシクロドデ hexabromocyclododecane
Gamma-hexabromocyclododecane
カン;
ガンマ-ヘキサブロモシクロドデカン

166rel-(1R,2S,5R,6S,9R,10S)1,2,5,6,9,10-ヘキサブロモシクロドデ
カン
rel-(1R,2S,5R,6S,9S,10R)1,2,5,6,9,10-ヘキサブロモシクロドデ
カン(1R,2R,5R,6S,9S,10S)-1,2,5,6,9,10-ヘキサブロモシクロドデカン(1R,2R,5R,6S,9R,10S)-1,2,5,6,9,10-ヘキサブロモシクロドデカン(1R,2S,5S,6R,9S,10S)-1,2,5,6,9,10-ヘキサブロモシクロドデカン(1R,2S,5S,6S,9S,10R)-1,2,5,6,9,10-ヘキサブロモシクロドデカン(1R,2R,5S,6R,9R,10S)-1,2,5,6,9,10-ヘキサブロモシクロドデカン(1R,2S,5R,6S,9S,10S)-1,2,5,6,9,10-ヘキサブロモシクロドデカン(1R,2R,5R,6S,9S,10R)-1,2,5,6,9,10-ヘキサブロモシクロドデカン
Regulated substances (REACH)

rel-(1R,2S,5R,6S,9R,10S)-1,2,5,6,9,10Hexabromocyclododecane

C12H18Br64736-49-6

rel-(1R,2S,5R,6S,9S,10R)-1,2,5,6,9,10Hexabromocyclododecane

C12H18Br6

65701-47-5(1R,2R,5R,6S,9S,10S)-1,2,5,6,9,10Hexabromocyclododecane(1R,2R,5R,6S,9R,10S)-1,2,5,6,9,10Hexabromocyclododecane(1R,2S,5S,6R,9S,10S)-1,2,5,6,9,10Hexabromocyclododecane(1R,2S,5S,6S,9S,10R)-1,2,5,6,9,10Hexabromocyclododecane(1R,2R,5S,6R,9R,10S)-1,2,5,6,9,10Hexabromocyclododecane(1R,2S,5R,6S,9S,10S)-1,2,5,6,9,10Hexabromocyclododecane(1R,2R,5R,6S,9S,10R)-1,2,5,6,9,10Hexabromocyclododecane

C12H18Br6

138257-17-7

C12H18Br6

138257-18-8

C12H18Br6

138257-19-9

C12H18Br6

169102-57-2

C12H18Br6

678970-15-5

C12H18Br6

678970-16-6

C12H18Br6

678970-17-7

Substance (Japanese)

Substance (English)

ChemicalformulaC12H18Br6CAS No or
JAMP-SN3194-55-6

C12H18Br6

25637-99-4

1,2,5,6,9,10-ヘキサブロモシクロドデ 1,2,5,6,9,10-hexabromocyclododecane
カン
Hexabromocyclododecane (HBCDD) andヘキサブロモシクロドデカン
all major diastereoisomers identified:(HBCDD)
アルファ-ヘキサブロモシクロドデカン Alpha-hexabromocyclododecane
ベータ-ヘキサブロモシクロドデカン

Beta-hexabromocyclododecane

134237-51-7,

Gamma-hexabromocyclododecane
ガンマ-ヘキサブロモシクロドデカン(3) Principal uses for substancesPart
PurposeExpanded polystyrene molded parts, adhesive agents, Fire-retardant for resins and fibers
fiber coating
Table 2-I-17 Pentachlorothiophenol (PCTP)(1) Details
No. I-17
Substance Group: Pentachlorothiophenol (PCTP)
Prohibition Date of ban
Applications
Level
on delivery
Level 1
Immediate･All applications
Exemption

134237-50-6,

134237-52-8

Control Value

Note-1% (10, 000 ppm) byweight or less of theweight of an article*1«FDA-registered medical devices»
The following Official Journal is applicable.

TSCA: CHAPTER 53—TOXIC SUBSTANCES CONTROL SUBCHAPTER I—CONTROL OF TOXICSUBSTANCES Sec. 2602. Definitions. (2)(vi)(https://www.govinfo.gov/content/pkg/USCODE-2018-title15/pdf/USCODE-2018-title15-chap53.pdf)(Note) FDA-registered medical devices are not subject to TSCA but Olympus may require suppliers toreport the contents of these substances so that Olympus can confirm the exemptions are applied.

167

«Exceptions to US TSCA PBT Rules »・ Regulated substances, products or articles containing regulated substances, which have been
already sold to end-consumers (such as secondhand articles and donations to charity)
・ Disposal of regulated substances, products or articles containing regulated substances
・ Production, treatment, distribution in commerce and use of regulated substances, products orarticles containing regulated substances for research and development purposes(Note) Items other than the “FDA-registered medical devices” described above

Note*1 US TSCA PBT Rules(2) Regulated substances
Substance (Japanese)

Substance (English)

ペンタクロロチオフェノール(PCTP)

Pentachlorothiophenol (PCTP)(3) Principal uses for substances
Part
Rubber

C6HCl5S

CAS No or
JAMP-SN

133-49-3

PurposeAdditive to improve stiffness modulus

Table 2-I-18 Hexachlorobutadiene (HCBD)(1) Details
No. I-18
Substance Group: Hexachlorobutadiene (HCBD)
Prohibition Date of ban
Applications
Level
on delivery
Level 1
Immediate･All applications
Exemption

ChemicalformulaControl Value

Note-Intentional inclusion
prohibited*1«FDA-registered medical devices»
The following Official Journal is applicable.

TSCA: CHAPTER 53—TOXIC SUBSTANCES CONTROL SUBCHAPTER I—CONTROL OF
TOXIC SUBSTANCES Sec. 2602. Definitions. (2)(vi)(https://www.govinfo.gov/content/pkg/USCODE-2018-title15/pdf/USCODE-2018-title15-chap53.pdf)(Note) FDA-registered medical devices are not subject to TSCA but Olympus may require suppliers toreport the contents of these substances so that Olympus can confirm the exemptions are applied.

«Exceptions to US TSCA PBT Rules »Note・ Regulated substances, products or articles containing regulated substances, which have been
already sold to end-consumers (such as secondhand articles and donations to charity)
・ Disposal of regulated substances, products or articles containing regulated substances
・ Production, treatment, distribution in commerce and use of regulated substances, products orarticles containing regulated substances for research and development purposes(Note) Only the exceptions related to Olympus Group products are listed above.
(Note) Items other than the “FDA-registered medical devices” described above*1 Class I Specified Chemical Substances designated by Japanese Chemical Substances
Control Act., US TSCA PBT Rules(2) Regulated substances
Chemical
CAS No or
Substance (Japanese)
Substance (English)
formulaJAMP-SN

ヘキサクロロブタジエン(HCBD)(3) Principal uses for substances
Part
Rubber compounds

Hexachlorobutadiene (HCBD)

C4Cl6

87-68-3

PurposeChemical intermediates

Table 2-I-19 Asbestos(1) Details

168

No. I-17
Prohibition
Level
Level 1Substance Group: Asbestos
Date of
Applications
ban ondelivery
Immediate ･All applications

Control Value

Note-Intentional inclusion*1
prohibited
Note*1 Annex XVII to REACH (restriction), Industrial Safety and Health Law (Japan)(Specified Chemical Substances Class II: Applicable only to Amosite, Chrysotile andCrocidolite)(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactor
アクチノライトActinolite
Unspecified 77536-66-4
アモサイト
AmositeUnspecified 12172-73-5
アンソフィライト
Anthophyllite
Unspecified 77536-67-5
Chrysotile
Unspecified 12001-29-5
クリソタイル
132207-32-0
クロシドライト
Crocidolite
Unspecified 12001-28-4
トレモライトTremolite
Unspecified 77536-68-6
1332-21-4
アスベスト繊維
Asbestos fibres
JAMPSN0056(3) Principal uses for substancesPart
PurposeBrake lining pads, electrical insulation parts, seals for Friction material, insulation materials, fillers
chemical installations
Table 2-I-20 Azo dyes and pigments (specific amines formed by degrading azo dyes and pigments)(1) Details
No. I-18
Substance Group: Azo dyes and pigments (specific amines formed by degrading azo dyes andpigments)
Prohibition
Date of ban
Applications
Control Value
Note
Level
on delivery*3
Level 1
Immediate-Less than 30 ppm in*1･Use of Azo dyes and pigments forming
articlespecific amines by degradation of theparts of articles being routinely touchedby skin for a long time (such as
earphones, headphones and straps)*2･Substances and mixtures that contain the -Intentional inclusion
prohibitedfollowing substances:
CAS No.101-77-9:
4,4'-Diaminodiphenylmethane
CAS No. 101-14-4: 2,2'-dichloro-4,4'methylenedianiline
Exemption*2 Applications that are submitted to, and approved by, the European Chemicals Agency will
be permitted.
Note*1 Annex XVII to REACH (restriction), Consumer Goods Ordinance (BedGgstV) (Germany)*2 Annex XIV to REACH (authorizations)(2) Regulated substances
Substance
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
formulaJAMP-SN169

4-アミノアゾベンゼン
2-メトキシアニリン;
o-アニシジン
2-ナフチルアミン
3,3’-ジクロロベンジジン
ビフェニル-4-イルアミン;
4-アミノビフェニル
ベンジジン
o-トルイジン
o-塩化トルイジン

4-aminoazobenzene
C12H11N3
2-Methoxyaniline;
C7H9NOo-Anisidine
2-naphthylamine
C10H9N
3,3'-dichlorobenzidine
C12H10Cl2N2
Biphenyl-4-ylamine;
C12H11N4-aminobiphenyl
Benzidine
C12H12N2
o-toluidine
C7H9N
4-chloro-o-toluidine
C7H8ClN
4-methyl-m-phenylenediamine(toluene-2,42,4-ジアミノトルエン
C7H10N2
diamine)o-アミノアゾトルエン
o-aminoazotoluene
C14H15N35-ニトロ-o-トルイジン
5-nitro-o-toluidine
C7H8N2O2
2,2’-ジクロロ-4,4’-メチレンジアニリン 2,2'-dichloro-4,4'-methylenedianiline
C13H12Cl2N2
4,4’-ジアミノジフェニルメタン
4,4'-diaminodiphenylmethane(MDA);
C13H14N2
4,4’-オキシジアニリン及びその塩 4,4'-oxydianiline and its salts
C12H12N2O
ｐ-クロロアニリン
p-chloroaniline
C6H6ClN
3,3’-ジメトキシベンジジン
3,3'-dimethoxybenzidine
C14H16N2O2
3,3’-ジメチルベンジジン
3,3'-dimethylbenzidine
C14H16N2
6-メトキシ-ｍ-トルイジン
6-methoxy-m-toluidine
C8H11NO
2,4,5-トリメチルアニリン
2,4,5-trimethylaniline
C9H13N4,4’-ジアミノジフェニルスルフィド 4,4'-thiodianiline
C12H12N2S
2,4-ジアミノアニソール
2,4-diaminoanisole
C7H10N2O
4,4’-メチレンビス(ｏ-トルイジン) 4,4'-methylenedi-o-toluidine
C15H18N2(3) Principal uses for substancesPart
PurposeFiber products, printing inks
Dyes and pigments
Table 2-I-21 Ozone depleting substances(1) Details
No. I-19
Substance Group: Ozone depleting substances
Prohibition Date of ban
Applications
Level
on delivery
Level 1
Immediate･All applications

Control Value

60-09-3
90-04-0
91-59-8
91-94-1
92-67-1
92-87-5
95-53-4
95-69-2
95-80-7
97-56-3
99-55-8
101-14-4
101-77-9
101-80-4
106-47-8
119-90-4
119-93-7
120-71-8
137-17-7
139-65-1
615-05-4
838-88-0

Note-Intentional inclusion*1
prohibited
Note*1 Montreal Protocol, Section 611 on the Clean Air Act Amendments of 1990 (U.S.A.),(EC)No 2037/2000, (EC)No 1005/2009, Law Concerning the Protection of the Ozone
Layer (Japan).
(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
formulaJAMP-SN・Annex A Group I : CFC
CFCl3
75-69-4トリクロロフルオロメタン；CFC-11 Trichlorofluoromethane；CFC-11
CF2Cl275-71-8ジクロロジフルオロメタン；CFC-12 Dichlorodifluoromethane；CFC-12
C2F3Cl3
354-58-5
トリクロロトリフルオロエタン；
Trichlorofluoroethane；
76-13-1
1,1,2トリクロロ-1,2,2トリフルオロエ 1,1,2 Trichloro-1,2,2 trifluoroethane；
CFC-113タン；CFC-113
C2F4Cl2
1320-37-2
ジクロロテトラフルオロエタン；
Dichlorotetrafluoroethane；CFC-114
76-14-2
CFC-114
C2F5Cl
76-15-3
モノクロロペンタフルオロエタン； Monochloropentafluoroethane；CFC-115

170

CFC-115・Annex A Group II : Halons
ブロモクロロジフルオロメタン；ハロ Bromochlorodifluoromethane；Halon 1211
ン-1211
ブロモトリフルオロメタン；ハロン- Bromotrifluoromethane；Halon 1301
1301
ジブロモテトラフルオロエタン；ハロ Dibromotetrafluoroethane ；Halon 2402
ン-2402・Annex B Group I:Other CFCs
塩化フッ化メタン；CFC-13
Chlorotrifluoromethane；CFC-13
ペンタクロロフルオロエタン；CFC- Pentachlorofluoroethane；CFC-111
111
テトラクロロジフルオロエタン；
Tetrachlorodifluoroethane；CFC-112
CFC-1121.1.1.2-テトラクロロ-2.2-ジフオロエ 1,1,1,2-Tetrachloro-2,2- difluoroethane ；CFC-112aタン；CFC-112a
ヘプタクロロフルオロプロパン；
Heptachlorofluoropropane；CFC-211
CFC-2111.1.1.2.3.3.3-ヘプタクロロ-2-フルオ 1,1,1,2,3,3,3-Heptachloro-2-fluoropropane；
CFC-211ba
ロプロパン；CFC-211ba
ヘキサクロロジフルオロプロパン； Hexachlorodifluoropropane；
CFC-212
1,1,1,3,3,3-Hexachlor-2,2-difluoropropane；
CFC-212ペンタクロロトリフルオロプロパン； Pentachlorotrifluoropropane；CFC-213
CFC-213テトラクロロテトラフルオロプロパ Tetrachlorotetrafluoropropane；CFC-214
ン；CFC-214
1,1,1,3-テトラクロロテトラフルオロ 1,1,1,3-Tetrachlorotetrafluoropropane
プロパン
トリクロロペンタフルオロプロパン； Trichloropentafluoropropane；
CFC-215
1,2,2-trichloropentafluoropropane;
CFC-215
1,2,3-トリクロロペンタフルオロプロ 1,2,3-trichloropentafluoropropane；CFC215ba
パン；CFC-215ba
1,1,2-トリクロロペンタフルオロプロ 1,1,2-trichloropentafluoropropane；CFC215bb
パン；CFC-215bb
1,1,3-トリクロロペンタフルオロプロ 1,1,3-trichloropentafluoropropane；CFC215ca
パン；CFC-215ca

CF2BrCl353-59-3

CF3Br

75-63-8

C2F4Br2

124-73-2

CF3Cl
C2FCl575-72-9354-56-3

C2F2Cl4

28605-74-5
76-12-0
76-11-9

C2F2Cl4
C3FCl7
C3Cl7F

135401-87-5
422-78-6
422-81-1

C3F2Cl6

3182-26-1

C3F3Cl5-

C3F4Cl4134237-31-3
2354-06-5
29255-31-0

C3Cl4F4

2268-46-4

C3F5Cl3

1599-41-3

C3Cl3F5

76-17-5

C3HCl3F4 812-30-6
C3Cl3F51652-81-9

C3Cl3F5
1,1,1-trichloropentafluoropropane；CFC215cb
C3F6Cl2
Dichlorohexafluoropropane；
1,2-Dichloro-1,1,2,3,3,3-hexafluoropropane；
CFC-216
モノクロロヘプタフルオロプロパン； Monochloroheptafluoropropane；CFC-217 C3F7Cl
CFC-217・Annex B Group II :tetrachloride
CCl4
四塩化炭素（テトラクロロメタン） Carbon tetrachloride
・Annex B Group III :1,1,1-Trichloroethane
1,1,1-trichloroethane
C2H3Cl3
1,1,1-トリクロロエタン
・Annex C Group II :HBFC
Dibromofluoromethane
CHFBr2
ジブロモフルオロメタン

4259-43-2

1,1,1-トリクロロペンタフルオロプロ
パン；CFC-215cb
ジクロロヘキサフルオロプロパン；
CFC-216661-97-2
422-86-6
56-23-5
71-55-6
1868-53-7

171ブロモジフルオロメタンおよび異性体 Bromodifluoromethane and Isomers(HBFCs)(HBFC類)Bromofluoromethane
ブロモフルオロメタン
Tetrabromofluoroethane
テトラブロモフルオロエタン
Tribromodifluoroethane
トリブロモジフルオロエタン
Dibromotrifluoroethane;
ジブロモトリフルオロエタン
1,2-Dibromo-1,1,2-trifluoroethane
Bromotetrafluoroethane
ブロモテトラフルオロエタン
Tribromofluoroethane
トリブロモフルオロエタン
Dibromodifluoroethane
ジブロモジフルオロエタン
Bromotrifluoroethane
ブロモトリフルオロエタン
Dibromofluoroethane
ジブロモフルオロエタン
Bromodifluoroethane
ブロモジフルオロエタン
2-Bromo-1,1-difluoroethane
2-ブロモ-1,1-ジフルオロエタン
Bromofluoroethane
ブロモフルオロエタン
Hexabromofluoropropane
ヘキサブロモフルオロプロパン
Pentabromodifluoropropane
ペンタブロモジフルオロプロパン
テトラブロモトリフルオロプロパン Tetrabromotrifluoropropane
トリブロモテトラフルオロプロパン Tribromotetrafluoropropane
Dibromopentafluoropropane
ジブロモペンタフルオロプロパン
Bromohexafluoropropane
ブロモヘキサフルオロプロパン
ペンタブロモフルオロプロパン
テトラブロモジフルオロプロパン
トリブロモトリフルオロプロパン
ジブロモテトラフルオロプロパン
ブロモペンタフルオロプロパン
テトラブロモフルオロプロパン
トリブロモジフルオロプロパン
ジブロモトリフルオロプロパン

Pentabromofluoropropane
Tetrabromodifluoropropane
Tribromotrifluoropropane
Dibromotetrafluoropropane
Bromopentafluoropropane
Tetrabromofluoropropane
Tribromodifluoropropane
Dibromotrifluoropropane

Bromotetrafluoropropane
ブロモテトラフルオロプロパン
Tribromofluoropropane
トリブロモフルオロプロパン
Dibromodifluoropropane
ジブロモジフルオロプロパン
Bromotrifluoropropane
ブロモトリフルオロプロパン
Dibromofluoropropane
ジブロモフルオロプロパン
Bromodifluoropropane
ブロモジフルオロプロパン
Bromofluoropropane
ブロモフルオロプロパン
1-Bromo-3-fluoropropane
1-ブロモ-3-フルオロプロパン
・Annex C Group III :Bromochloromethane
Bromochloromethane
ブロモクロロメタン
・Annex E Group I :Bromomethane
Bromomethane (Methyl Bromide)
ブロモメタン(臭化メチル)
・Annex C Group I :HCFCs
ジクロロフルオロメタン；HCFC-21 Dichlorofluoromethane；HCFC-21
クロロジフルオロメタン；HCFC-22 Chlorodifluoromethane；HCFC-22
クロロフルオロメタン；HCFC-31
Chlorofluoromethane；HCFC-31
テトラクロロフルオロエタン；
Tetrachlorofluoroethane ；HCFC-121
HCFC-121
1,1,1,2-テトラクロロ-2-フルオロエタ 1,1,1,2-tetrachloro-2-fluoroethane；HCFCCHF2Br1511-62-2

CH2FBrC2HFBr4
C2HF2Br3
C2HF3Br2

373-52-4
306-80-9354-04-1

C2HF4Br 124-72-1
C2H2FBr3 C2H2F2Br2 75-82-1
C2H2F3Br 421-06-7
C2H3FBr2 358-97-4
C2H3F2Br 420-47-3
C2H3F2Br 359-07-9
C2H4FBr 762-49-2
C3HFBr6 C3HF2Br5 C3HF3Br4 C3HF4Br3 666-48-8
C3HF5Br2 431-78-7
C3HF6Br 2252-79-1
2252-78-0
C3H2FBr5 C3H2F2Br4 148875-98-3
C3H2F3Br3 C3H2F4Br2 C3H2F5Br 460-88-8
C3H3FBr4 148875-95-0
C3H3F2Br3 70192-80-2
C3H3F3Br2 70192-83-5
431-21-0
C3H3F4Br 679-84-5
C3H4FBr3 75372-14-4
C3H4F2Br2 460-25-3
C3H4F3Br 421-46-5
C3H5FBr2 51584-26-0
C3H5F2Br C3H6FBr 1871-72-3
C3H6FBr 352-91-0
CH2BrCl

74-97-5

CH3Br

74-83-9

CHFCl2CHF2ClCH2FClC2HFCl475-43-4
75-45-6
593-70-4
134237-32-4

C2HCl4F

354-11-0

172

121a
ン；HCFC-121a
C2HCl4F
1,1,2,2-テトラクロロ-1-フルオロエタ 1,1,2,2-tetracloro-1-fluoroethaneン
C2HF2Cl3
トリクロロジフルオロエタン；
Trichlorodifluoroethane；HCFC-122
HCFC-122
1,2,2-トリクロロ-1,1-ジフルオロエタ 1,2,2-trichloro-1,1-difluoroethane；HCFC- C2HCl3F2
122ン；HCFC-122
C2HF2Cl3
1,1,2-トリクロロ-1,2-ジフルオロエタ Ethane, 1,2-difluoro-1,1,2-trichloro-；
HCFC-122a
ン；HCFC-122a
1,1,1-トリクロロ-2,2-ジフルオロエタ 1,1,1-trichloro-2,2-difluoroethane；HCFC- C2HF2Cl3
122bン；HCFC-122b
C2HF3Cl2
ジクロロトリフルオロエタン；
Dichlorotrifluoroethane；HCFC-123
HCFC-123
2,2-ジクロロ-1,1,1-トリフルオロエタ 2.2-dichloro1,1,1-fluoroethane；HCFC-123 C2HCl2F3ン；HCFC-123
C2HCl2F3
ジクロロ-1,1,2-トリフルオロエタン Dichloro-1,1,2-trifluoroethane
1,2-ジクロロ-1,1,2-トリフルオロエタ 1,2-dichloro-1,1,2-trifluroethane；HCFC- C2HCl2F3
123aン；HCFC-123a
1,1-ジクロロ-1,2,2-トリフルオロエタ 1,1-dichloro-1,2,2-trifluroethane；HCFC- C2HCl2F3
123bン；HCFC-123b
その他のジクロロトリフルオロエタン Other dichlorotrifluoroethane
2-クロロ-1,1,1,2-テトラフルオロエタ 2-chloro-1,1,1,2-tetrafluoroethane；HCFC- C2HF4Cl
124ン；HCFC-124
CHFClCF3
クロロテトラフルオロエタン；
Chlorotetrafluoroethane；HCFC-124
HCFC-124
1-クロロ-1,1,2,2-テトラフルオロエタ 1-chloro-1,1,2,2-tetrafluoroethane；HCFC C2HClF4
124aン；HCFC-124a
その他のクロロテトラフルオロエタン Other chlorotetrafluoroethane
C2H2FCl3
トリクロロフルオロエタン；HCFC- Trichlorofluoroethane；HCFC-131
131
1-フルオロ-1,2,2-トリクロロエタン； 1-Fluoro-1,2,2-trichloroethane ；HCFC131 C2H2Cl3F
HCFC-131
1,1,2-トリクロロ-1-フルオロエタン； 1,1,2-trichloro-1-fluoroethane；HCFC131a C2H2Cl3F
HCFC-131a
C2H2Cl3F
1,1,1-トリクロロ-2-フルオロエタン； Ethane, 1,1,1-trichloro-2-fluoro-；
HCFC-131b
HCFC131b
C2H2F2Cl2ジクロロジフルオロエタン；HCFC- Dichlorodifluoroethane；HCFC-132
132
C2H2Cl2F2
1,2-ジクロロ-1,1-ジフルオロエタン； 1,2-dichloro-1,1-difluoroethane；HCFC
HCFC-132b
132b
C2H2Cl2F2
1,1-ジクロロ-1,2-ジフルオロエタン； 1,1-dichloro-1,2-difluoroethane；HFCF
HCFC-132c
132c
1,1-dichloro-2,2-difluoroethane
C2H2Cl2F2
1,1-ジクロロ-2,2-ジフルオロエタン
1,2-dichloro-1,2-difluoroethane
C2H2Cl2F2
1,2-ジクロロ-1,2-ジフルオロエタン
C2H2F3Cl
クロロトリフルオロエタン；1-クロロ Chlorotrifluoroethane；
1-chloro-1,2,2-trifluoroethane;-1,2,2-トリフルオロエタン;
HCFC 133
HCFC-133
C2H2F3Cl
2-クロロ-1,1,1-トリフルオロエタン； 2-chloro-1,1,1-trifluoroethane ；HCFCHCFC-133a
133a
1-クロロ-1,1,2-トリフルオロエタン； 1-chloro-1,1,2-trifluoroethane；HCFC-133b C2H2F3Cl
HCFC-133b
C2H3FCl2
ジクロロフルオロエタン；HCFC-141 Dichlorofluoroethane；HCFC-141

354-14-3
41834-16-6
354-21-2
354-15-4
354-12-1
34077-87-7
306-83-2
90454-18-5
354-23-4
812-04-4
2837-89-0
63938-10-3
354-25-6
134237-34-6
27154-33-2
359-28-4
811-95-0
2366-36-1
25915-78-0
1649-08-7
1842-05-3
471-43-2
431-06-1
1330-45-6
431-07-2
75-88-7
421-04-05
25167-88-8

173

C2H3FCl2
1,2-ジクロロ-1-フルオロエタン；
1,2-dichloro-1-fluoroethane；HCFC-141
HCFC-141
C2H3FCl2
1,1-ジクロロ-2-フルオロエタン；
1,1-dichloro-2-fluoroethane；HCFC-141a
HCFC-141a
CH3CFCl2
1,1-ジクロロ-1-フルオロエタン；
1,1-dichloro-1-fluoroethane；HCFC-141b
HCFC-141b
Other dichlorofluoroethane
その他のジクロロフルオロエタン
C2H3F2Cl
クロロジフルオロエタン；HCFC-142 ChlorodiFluoroethane；HCFC-142
CH3CF2Cl
2-クロロ-1,1-ジフルオロエタン；
2-Chloro-1,1-difluoroethane；HCFC-142
HCFC-142
CH3CF2Cl
1-クロロ-1,1-ジフルオロエタン；
1-chloro-1,1-difluoroethane；HCFC-142b
HCFC-142b
1-クロロ-1,2-ジフルオロエタン；
1-Chloro-1,2-difluoroethane；HCFC-142a CH3CF2Cl
HCFC-142a
Other chlorodifluoroethane
その他のクロロジフルオロエタン
C2H4FCl
クロロフルオロエタン；HCFC-151 chlorofluoroethane；HCFC-151
C2H4FCl
1-クロロ-2-フルオロエタン；HCFC- 1-chloro-2-fluoroethane；HCFC-151
151
C2H4FCl
1-クロロ-1-フルオロエタン；HCFC- 1-chloro-1-fluoroethane；HCFC-151
151
C3HFCl6
ヘキサクロロフルオロプロパン；
Hexachlorofluoropropane；HCFC-221
HCFC-221
C3HFCl6
1,1,1,2,2,3-ヘキサクロロ-1-フルオロ 1,1,1,2,2,3-Hexachloro-1-fluoropropane；
HCFC-221ab
プロパン；HCFC-221ab
C3HF2Cl5ペンタクロロジフルオロプロパン； Pentachlorodifluoropropane；HCFC-222
HCFC-222
1,1,1,3,3,-ペンタクロロ-2,2-ジフルオ 1,1,1,3,3-Pentachloro-2,2-difluoropropane； C3HF2Cl5
HCFC-222ca
ロプロパン；HCFC-222ca
1,2,2,3,3-ペンタクロロ-1,1-ジフルオ 1,2,2,3,3-Pentachloro-1,1-difluoropropane； C3HF2Cl5
HCFC-222aa
ロプロパン；HCFC-222aa
C3HF3Cl4テトラクロロトリフルオロプロパン； Tetrachlorotrifluoropropane；HCFC-223
HCFC-223
1,1,3,3-テトラクロロ-1,2,2-トリフル 1,1,3,3-Tetrachloro-1,2,2-trifluoropropane C3HF3Cl4
オロプロパン
1,1,1,3-テトラクロロ-2,2,3-トリフル 1,1,1,3-Tetrachloro-2,2,3-trifluoropropane C3HF3Cl4
オロプロパンC2HF4Cl3
トリクロロテトラフルオロプロパン Trichlorotetrafluoropropane；HCFC-224；HCFC-224
1,3,3-トリクロロ-1,1,2,2,-テトラフル 1,3,3-Trichloro-1,1,2,2-tetrafluoropropane； C2HF4Cl3
HCFC-224
オロプロパン；HCFC-224
1,1,3-トリクロロ-1,2,2,3-テトラフル 1,1,3-Trichloro-1,2,2,3-tetrafluoropropane C2HF4Cl3
オロプロパン
1,1,1-トリクロロ-2,2,3,3-テトラフル 1,1,1-Trichloro-2,2,3,3-tetrafluoropropane C3HF4Cl3
オロプロパンC3HF5Cl2
ジクロロペンタフルオロプロパン； Dichloropentafluoropropane；HCFC-225
HCFC-225
2,2-ジクロロ-1,1,1,3,3,-ペンタフルオ 2,2-Dichloro-1,1,1,3,3-pentafluoropropane C3HF5Cl2；HCFC-225aa
ロプロパン；HCFC-225aa
2,3-ジクロロ-1,1,1,2,3-ペンタフルオ 2,3-dichloro-1,1,1,2,3-pentafluoropropane； C3HF5Cl2
HCFC-225ba
ロプロパン；HCFC-225ba
1,2-ジクロロ-1,1,2,3,3-ペンタフルオ 1,2-dichloro-1,1,2,3,3-pentafluoropropane； C3HF5Cl2
HCFC-225bb
ロプロパン；HCFC-225bb

430-57-9
430-53-5
1717-00-6
25497-29-4
338-65-8
75-68-3
338-64-7
110587-14-9
762-50-5
1615-75-4
134237-35-7
29470-94-8
422-26-4
134237-36-8
422-49-1
422-30-0134237-37-9
422-52-6
422-50-4
134237-38-0
422-54-8
422-53-7
422-51-5
127564-92-5
128903-21-9
422-48-0
422-44-6

174

3,3-ジクロロ-1,1,1,2,2-ペンタフルオ 3.3-dichloro-1,1,1,2,2-pentafluoropropane； C3HCl2F5
HCFC-225ca
ロプロパン；HCFC-225ca
1,3-ジクロロ-1,2,2,3,3,-ペンタフルオ 1,3-dichloro-1,1,2,2,3-pentafluoropropane； C3HCl2F5
HCFC-225cb
ロプロパン；HCFC-225cb
1,1-ジクロロ-1,2,2,3,3-ペンタフルオ 1,1-dichloro-1,2,2,3,3-pentafluoropropane； C3HCl2F5
HCFC-225cc
ロプロパン；HCFC-225cc
1,2-ジクロロ-1,1,3,3,3-ペンタフルオ 1,2-dichloro-1,1,3,3,3-pentafluoropropane； C3HCl2F5
HCFC-225da
ロプロパン；HCFC-225da
1,3-ジクロロ-1,1,2,3,3-ペンタフルオ 1,3-dichloro-1,1,2,3,3-pentafluoropropane； C3HCl2F5
HCFC-225ea
ロプロパン；HCFC-225ea
1,1-ジクロロ-1,2,3,3,3-ペンタフルオ 1,1-dichloro-1,2,3,3,3-pentafluoropropane； C3HCl2F5
HCFC-225eb
ロプロパン；HCFC-225eb
その他のジクロロペンタフルオロプロ Other dichloropentafluoropropane
パン
C3HF6Cl
クロロヘキサフルオロプロパン；
Chlorohexafluoropropane；HCFC-226
HCFC-226
C3HF6Cl
2-クロロ-1,1,1,3,3,3-ヘキサフルオロ 2-Chloro-1,1,1,3,3,3-hexafluoropropane；
HCFC-226da
プロパン；HCFC-226da
C3H2FCl5ペンタクロロフルオロプロパン；
Pentachlorofluoropropane；HCFC-231
HCFC-231
C3H2FCl5
1,1,1,2,3-ペンタクロロ-2-フルオロプ 1,1,1,2,3-Pentachloro-2-fluoropropane
ロパン
C3H2F2Cl4テトラクロロジフルオロプロパン； Tetrachlorodifluoropropane；HCFC-232
HCFC-232
C3H2F2Cl4
1,1,1,3-テトラクロロ-3,3-ジフルオロ 1,1,1,3-Tetrachloro-3,3-difluoropropane
プロパン
C3H2F3Cl3
トリクロロトリフルオロプロパン； Trichlorotrifluoropropane；HCFC-233
HCFC-233
C3H2F3Cl3
1,1,1-トリクロロ-3,3,3-トリフルオロ 1,1,1-trichloro-3,3,3-trifluoropropane
プロパン
C3H2F4Cl2
ジクロロテトラフルオロプロパン； Dichlorotetrafluoropropane；HCFC-234
HCFC-234
C3H2F4Cl2
1,2-ジクロロ-1,2,3,3-テトラフルオロ 1,2-Dichloro-1,2,3,3-tetrafluoropropane
プロパン
C3H2F5Cl
クロロペンタフルオロプロパン；
Chloropentafluoropropane；HCFC-235
HCFC-235
C3H2F5Cl
1-クロロ-1,1,3,3,3-ペンタフルオロプ 1-chloro-1,1,3,3,3-pentafluoropropane
ロパン
C3H3FCl4テトラクロロフルオロプロパン；
Tetrachlorofluoropropane；HCFC-241
HCFC-241
C3H3FCl4
1,1,2,3-テトラクロロ-1-フルオロプロ 1,1,2,3-Tetrachloro-1-fluoropropane
パン
C3H3F2Cl3
トリクロロジフルオロプロパン；
Trichlorodifluoropropane；HCFC-242
HCFC-242
C3H3F2Cl3
1,3,3-トリクロロ-1,1-ジフルオロプロ 1,3,3-Trichloro-1,1-difluoropropane
パン
C3H3F3Cl2
ジクロロトリフルオロプロパン；
Dichlorotrifluoropropane；HCFC-243
HCFC-243
C3H3F3Cl2
1,1-ジクロロ-1,2,2-トリフルオロプロ 1,1-dichloro-1,2,2-trifluoropropane
パン
C3H3F3Cl2
2,3-ジクロロ-1,1,1-トリフルオロプロ 2,3-dichloro-1,1,1-trifluoropropane
パン

422-56-0
507-55-1
13474-88-9
431-86-7
136013-79-1
111512-56-2
134308-72-8
431-87-8
134190-48-0
421-94-3
134237-39-1
460-89-9134237-40-4
7125-83-9
127564-83-4
425-94-5
134237-41-5
460-92-4
134190-49-1
666-27-3
134237-42-6
460-63-9134237-43-7
7125-99-7
338-75-0

175

C3H3F3Cl2 460-69-5
3,3-ジクロロ-1,1,1-トリフルオロプロ 3,3-Dichloro-1,1,1-trifluoropropane
パン
C3H3F4Cl 134190-50-4
クロロテトラフルオロプロパン；
Chlorotetrafluoropropane；HCFC-244
HCFC-244
C3H3F4Cl 679-85-6
3-クロロ-1,1,2,2-テトラフルオロプロ 3-chloro-1,1,2,2-tetrafluoropropane
パン
C3H3F4Cl 421-75-0
1-クロロ-1,1,2,2-テトラフルオロプロ 1-chloro-1,1,2,2-tetrafluoropropane
パン
C3H4FCl3 134190-51-5
トリクロロフルオロプロパン；
Trichlorofluoropropane；HCFC-251
HCFC-251
C3H4FCl3 818-99-5
1,1,3-トリクロロ-1-フルオロプロパン 1,1,3-trichloro-1-fluoropropane
C3H4FCl3 421-41-0
1,1,2-トリクロロ-1-フルオロプロパ
1,1,2-trichloro-1-fluoropropane；HCFC251dc
ン；HCFC-251dc
C3H4F2Cl2 134190-52-6ジクロロジフルオロプロパン；
Dichlorodifluoropropane；HCFC-252
HCFC-252
1,3-ジクロロ-1,1-ジフルオロプロパ
1,3-Dichloro-1,1-difluoropropane；HCFC- C3H4F2Cl2 819-00-1
252fb
ン；HCFC-252fb
C3H4F3Cl 134237-44-8
クロロトリフルオロプロパン；
Chlorotrifluoropropane；HCFC-253
HCFC-253
C3H4F3Cl 460-35-5
3-クロロ-1,1,1-トリフルオロプロパ
3-chloro-1,1,1-trifluoropropane；HCFC
253fb
ン;HCFC253fb
C3H5FCl2 134237-45-9
ジクロロフルオロプロパン；HCFC- Dichlorofluoropropane；HCFC-261
261
1,1-dichloro-1-fluoropropane
C3H5FCl2 7799-56-6
1,1-ジクロロ-1-フルオロプロパン
1,2-ジクロロ-2-フルオロプロパン
1,2-dichloro-2-fluoropropane；HCFC-261b C3H5FCl2 420-97-3；HCFC-261b
C3H5F2Cl 134190-53-7
クロロジフルオロプロパン；HCFC- Chlorodifluoropropane；HCFC-262
262
1-chloro-2,2-difluoropropane
C3H5F2Cl 420-99-5
1-クロロ-2,2-ジフルオロプロパン
2-chloro-1,3-difluoropropane
C3H5F2Cl 102738-79-4
2-クロロ-1,3-ジフルオロプロパン
1-クロロ-1,1-ジフルオロプロパン； 1-chloro-1,1-difluoropropane；HCFC-262fc C3H5F2Cl 421-02-3
HCFC-262fc
C3H6FCl
134190-54-8
クロロフルオロプロパン；HCFC-271 Chlorofluoropropane；HCFC-271
2-chloro-2-fluoropropane
C3H6FCl
420-44-0
2-クロロ-2-フルオロプロパン
1-chloro-1-fluoropropane
430-55-7
1-クロロ-1-フルオロプロパン
・Others
Difluorodibromomethane
CBr2 F275-61-6ジフルオロジブロモメタン
1-Bromopropane (n-propyl bromide)
C3H7Br
106-94-5
1-ブロモプロパン(臭化n-プロピル)
Bromoethane (ethyl bromide)
C2H5Br
74-96-4
ブロモエタン(臭化エチル)
CF3I2314-97-8
トリフルオロイオドメタン(ヨウ化ト Trifluoroiodomethane (trifluoromethyl
iodide)
リフルオロメチル)
Chloromethane (methyl chloride)
CH3Cl
74-87-3クロロメタン(塩化メチル)(3) Principal uses for substancesPart
PurposeCompressors, foamed plastics, fire extinguishers
Refrigerants, foaming agents, extinguishants(Labeling requirements apply not only to products,
but also to cleaning agents and other items used in
production processes.)
Table 2-I-22 Perfluorooctanesulfonic acid (PFOS) and PFOS analogs(1) Details
No. I-20
Substance Group: Perfluorooctanesulfonic acid (PFOS) and PFOS analogs

176

Prohibition
Level
Level 1

Date of ban
on delivery
Immediate

Applications

Control Value

Note-Intentional inclusion*1
prohibited
Note*1 Class I Specified Chemical Substances designated by Japanese Chemical Substances
Control Act., EU POPs Regulation, Canadian Environmental Protection Act (CEPA1999 SOR)(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactor
C8F17SO2X
2795-39-3
ペルフルオロ-1-オクタンスルホ Perfluorooctane sulfonate
potassium salt
(X = Other
JAMP-SN0035
ン酸カリウム(PFOS)
derivatives
includinghydroxyls,
metal salts,
halogenatedcompounds,
amides andpolymers)(3) Principal uses for substancesPart
PurposePaints, coating materials, industrial cleaning agents, Smoothing agents, surfactants, anti-foaming agentssemiconductor manufacturing processes,
electroplating processes･All applications

Table 2-I-23 Specific benzotriazole: 2-(2H-1,2,3-Benzotriazol-2-yl)-4,6-di-tert-butylphenol(1) Details
No. I-23
Substance Group: Specific benzotriazole: 2-(2H-1,2,3-Benzotriazol-2-yl)-4,6-di-tertbutylphenol
Prohibition Date of ban
Applications
Control Value
Note
Level
on delivery
Level 1
Immediate
Anti-UV materials and UV absorbers used
-Intentional inclusion*1in the following applications
prohibited･Molded plastic parts･Decorative laminates･Photographic paper･Adhesives (excluding animal and plantbased adhesives), putties, stopping andsealing fillers･Paints and printing inks
Note
*1 Class I Specified Chemical Substances designated by Japanese Chemical Substances
Control Act.
(2) Regulated substances
Chemical
CAS No or
Substance (Japanese)
Substance (English)
formulaJAMP-SN
C20H25N3O 3846-71-7
特 定 ベ ン ゾ ト リ ア ゾ ー ル ： 2-(2H- Specific benzotriazole:2-(2H-1,2,31,2,3-ベンゾトリアゾール-2-イル)- Benzotriazol-2-yl)-4,6-di-tert-butylphenol

4,6-ジ-tert-ブチルフェノール(3) Principal uses for substancesPart

Purpose177

Molded plastic parts, decorative laminates,
Anti-UV materials and UV absorbers
photographic paper, adhesives (excluding animal andplant-based adhesives), putties, stopping and sealing
fillers, paints and printing inks
Table 2-I-24 Formaldehyde(1) Details
No. I-24
Substance Group: Formaldehyde
CAS No: 50-00-0
Prohibition Date of ban
Applications
Level
on delivery
Level 1
Immediate･Wood products and parts (excluding
packaging materials) using materials suchas particle boards and MDF (medium
density fiberboard)･Fabrics

Control Value

Note-Less than 0.05ppm asgas discharge fromproduct*1-Less than 75 ppm in*2
product
Note*1 ChemVerbotsV (Germany), Formaldehyde Regulations (Denmark), California USA CARB
Regulations, U.S. federal law 111-199/TSCA Article 601*2 Austria BGB I 1990/194, Formaldehyde Regulation §2, 12/2/1990
Lithuanian Health Standard NH 96:2000 (health standards and regulations)(2) Regulated substances
Chemical
CAS No or
Substance (Japanese)
Substance (English)
formulaJAMP-SN

ホルムアルデヒド

Formaldehyde

CH2O

50-00-0(3) Principal uses for substancesPart
PurposeWood products using materials such as particle boards Adhesives and preservatives for woodand MDF (medium density fiberboard)
Table 2-I-25 Dimethylfumarate (DMF)(1) Details
No. I-25
Substance Group: Dimethylfumarate (DMF)
Prohibition Date of ban
Applications
Level
on delivery
Level 1
Immediate･All applications
Note*1 Annex XVII to REACH (restriction)(2) Regulated substances
Substance (Japanese)

Substance (English)

ジメチルフマレート(DMF)

Dimethyl fumarate

CAS No: 624-49-7
Control Value

Note-Less than 0.1ppm inarticle or part thereof

ChemicalformulaC6H8O4*1

CAS No or
JAMP-SN

624-49-7(3) Principal uses for substancesPart
PurposeBiocide, electronic leather seats including recliners Biocide, mold treatment
and massage chairs
Table 2-I-26 Fluorinated Greenhouse Gases (PFC, SF6, HFC)
(1) Details
No. I-26
Substance Group: Fluorinated Greenhouse Gases (PFC, SF6, HFC)
Prohibition Date of ban
Applications
Control Value
Level
on delivery

Note

178

Level 1

Immediate1) SF6, HFC-Intentional inclusion*1
prohibited･All applications
2) PFC･All applications listed below
Disposable containers, can-cooling systems
containing refrigerants, fire prevention
systems and fire extinguishers, household
windows, other windows, shoes, tires, onecomponent foaming agentsNote*1 (EC)No 517/2014 The Regulation on certain fluorinated greenhouse gases(2) Regulated substances
CAS No. or
Substance (Japanese)
Substance (English)
JAMP No.
テトラフルオロメタン
Tetrafluoromethane
75-73-0(Carbon tetrafluoride, PFC-14)(4 フッ化炭素、PFC-14)
ヘキサフルオロエタン(PF C-116)
Hexafluoroethane (PFC-116)
76-16-4
オクタフルオロプロパン(PFC-218)
Octafluoropropane (PFC-218)
76-19-7
デカフルオロブタン(PFC-31-10)
Decafluorobutane (PFC-31-10)
355-25-9
ドデカフルオロペンタン(PFC-41-12)
Dodecafluoropentane (PFC-41-12)
678-26-2テトラデカフルオロヘキサン(PFC-51-14)
Tetradecafluorohexane (PFC-51-14)
355-42-0
オクタフルオロシクロブタン(PFC-c318)
Octafluorocyclobutane (PFC-c318)
115-25-3
6 フッ化硫黄(SF6)
Sulfur Hexafluoride (SF6)2551-62-4
トリフルオロメタン
Trifluoromethane
75-46-7ジフルオロメタン
Difluoromethane
75-10-5フルオロメタンMethyl fluoride
593-53-3
1,1,1,2,2,3,4,5,5,5-デカフルオロペンタン
Pentane, 1,1,1,2,2,3,4,5,5,5-decafluoro- (HFC-43138495-42-8
10mee)(HFC-43-10mee)
ペンタフルオロエタン
Ethane, pentafluoro354-33-6
1,1,2,2-テトラフルオロエタン (HFC-134) 1,1,2,2-Tetrafluoroethane (HFC-134)
359-35-3
1,1,1,2-テトラフルオロエタン (HFC-134a) 1,1,1,2-Tetrafluoroethane (HFC-134a)
811-97-2
1,1-ジフルオロエタン (HFC-152a)
1,1-Difluoroethane (HFC-152a)
75-37-6
1,1,2-トリフルオロエタン(H FC-143 )
1,1,2-Trifluoroethane.(HFC-143 )430-66-0
1,1,1-トリフルオロエタン
Ethane, 1,1,1-trifluoro420-46-2
1,1,1,2,3,3,3-ヘプタフルオロプロパン
Propane, 1,1,1,2,3,3,3-heptafluoro431-89-0
1,1,1,2,2,3-ヘキサフルオロプロパン ( HFC1,1,1,2,2,3-hexafluoro-propane ( HFC-236cb)
677-56-5
236cb)
1,1,1,2,3,3-ヘキサフルオロプロパン(HFC1,1,1,2,3,3-Hexafluoropropane (HFC-236ea)
431-63-0236ea)
1,1,1,3,3,3-ヘキサフルオロプロパン(HFC1,1,1,3,3,3-Hexafluoropropane (HFC-236fa)
690-39-1
236fa)
1,1,2,2,3-ペンタフルオロプロパン(HFC1,1,2,2,3-Pentafluoropropane (HFC-245ca)
679-86-7245ca)
1,1,1,3,3-ペンタフルオロプロパン
1,1,1,3,3-Pentafluoropropane
460-73-1
1,1,1,3,3-ペンタフルオロブタン
1,1,1,3,3-Pentafluorobutane
406-58-6
1,1,1,2,2-ペンタフルオロプロパン
1,1,1,2,2-Pentafluoropropane
1814-88-6
1,1,1,2,2,3,3-ヘプタフルオロプロパン
1,1,1,2,2,3,3-Heptafluoropropane
2252-84-8
ジフルオロエタン
Difluoroethane
25497-28-3
ヘキサフルオロプロパン
Propane, hexafluoro27070-61-7
トリフルオロエタン
Trifluoroethane
27987-06-0
フルオロエタンEthyl fluoride
353-36-6
1,2-ジフルオロエタン
1,2-Difluoroethane624-72-6
1,1-ジフルオロエチレン
Vinylidene fluoride
75-38-7179

ハイドロフルオロカーボン(HFC)類
Hydrofluorocarbons (HFC's)
SN0062(3) Principal uses for substancesPart
PurposeTires, windows, fire extinguishers, shoes, disposable Refrigerants, blowing agents, extinguishants,
containers, aerosols
cleaning agents, insulating media, caustic gas
Table 2-I-27 Phthalate esters (BBP, DBP, DEHP, DIDP, DINP, DNOP, DIBP)(1) Details
No. I-27
Substance Group: Phthalate esters (BBP, DBP, DEHP, DIDP, DINP, DNOP, DIBP)
Prohibition Date of ban
Applications
Control Value
Note
Level
on delivery*4
Level 1
Immediate-Less than 1000 ppm in *1･BBP, DBP, DEHP:
Prohibited in children's toys and child care plasticized material
articles･DIDP, DINP, DNOP:
Prohibited in children's toys and child care
articles that can be placed in a child'smouth-Intentional inclusion*2･Substances and mixtures that containprohibited
DEHP, BBP, DBP and/or DIBP
-DEHP, BBP, DBP, DIBP: Articles-1000 ppm or less in*3
specified in Categories 1 through 11 ofhomogeneousAnnex I to RoHS Directive (2011/65/EU)
material-Articles containing plasticized material-Less than 1000 ppm in *5that includes DEHP, BBP, DBP and/or
total of these four
DIBP
substances in"Plasticized material" means any of thehomogeneous
following homogeneous materials:
material- Polyvinyl chloride (PVC), polyvinylidene
chloride (PVDC), any other polymer similar
to polyvinyl acetate (PVA), and any otherplastics, excluding polyolefin- Polyurethane and any other foamed
rubber and plastics, excluding rubber,silicone rubber and natural latex coatings- Surface coatings, non-slip coatings,
finishes, decals, printed designs,- Adhesives, sealants, paints and inks
Exemption *2 Applications that are submitted to, and approved by, the European Chemicals Agency
will be permitted.
*5 Exempted applications are as follows:
・ Electrical and electronic equipment subject to RoHS Directive (2011/65/EU)
・ Medical devices, or parts thereof, subject to Medical Device Directive (93/42/EEC),
In-Vitro Diagnostic Devices Directive (98/79/EC) and Active Implantable Medical
Devices Directive (90/385/EEC)・ Articles exclusively for industrial or agricultural use, or for use exclusively in the open air,provided that no plasticized material comes into contact with human mucous membranes
or prolonged contact with human skin・ Measuring devices for laboratory use, or parts thereof
Note*1 Annex XVII to REACH (restriction), U.S. Consumer Product Safety Improvement Act*2 Annex XIV to REACH (authorizations)*3 Annex II to RoHS Directive (2011/65/EU), addition of prohibited substances, (EU)2015/863*4 The date of ban on delivery is set as the date six months before the effective date of an180

applicable law or regulation.
*5 Annex XVII to REACH (restriction)(2) Regulated substances
Substance (Japanese)

Substance (English)

フ タ ル 酸 n- ブ チ ル = ベ ン ジ ル Benzyl butyl phthalate (BBP)(BBP)
Dibutyl phthalate (DBP)
フタル酸ジ-n-ブチル(DBP)
フタ ル酸 ビス(2- エチ ル ヘキシ Bis (2-ethylhexyl)phthalate(DEHP)ル)(DEHP)
フタル酸ジイソデシル(DIDP) Di-''isodecyl'' phthalate
1,2-Benzenedicarboxylic acid,
di-C9-11-branched alkyl esters,
C10-rich
フタル酸ジイソノニル(DINP) Diisononyl phthalate
フタル酸ジ-n-オクチル(DNOP) Bis(n-octyl)Phthalate

C19H20O4

85-68-7

Metal
conversion
factor-C16H22O4
C24H38O4

84-74-2
117-81-7-

C28H46O4

26761-40-0
68515-49-1-

28553-12-0
68515-48-0
C6H4(COOC8H 117-84-0
17)2
C16H22O4
84-69-5-

ChemicalformulaC24H38O4CAS No. or
JAMP-SN-

フタル酸ジイソブチル(DIBP) Diisobutyl phthalate(3) Principal uses for substancesPart
PurposeFlexible polyvinyl chloride molded items, rubber,
Plastic plasticizers, dye, pigment, paint, ink,
elastomer
adhesive, lubricant
Table 2-I-28 Perfluorooctanoic acid (PFOA) and its salts and esters and certain Long-Chain
Perfluoroalkyl Carboxylates (LCPFAC）(1) Details
No. I-28
Substance Group: Perfluorooctanoic acid (PFOA) and its salts and esters and certain LongChain Perfluoroalkyl Carboxylates (LCPFAC）
Prohibition
Date of ban
Applications
Control Value
Note
Level
on delivery*4
Level 1
Immediate・Substances or mixtures
・Intentional inclusion *1*2
prohibited・Articles other than invasive and*3・Less than 25ppb as
implantable medical devices*2
PFOA including salts,
or less than 1ppm as a
Level 2January 4,
・Invasive and implantable medical
total of all PFOA2025*1, *4
devices*1, *2, *5
related substances, in
mixture or article
Level 1
Immediate-Intentional inclusion*6・Surface coating on article
prohibited
Exemption*6- Medical devices under FDA- All applications that they have already used for before 2015.
- Impurities- 13 specific usages defined by US TSCA.
E.g., for use in an antireflective coating, photoresists, or surfactant for use in photo
microlithography or other process to produce semiconductors or similar components
for electronics or other miniaturized devices(https://www.govinfo.gov/content/pkg/FR-2020-07-27/pdf/2020-13738.pdf)*7
Medical devices other than invasive and implantable medical devices: The control value

181

Note

should be under 2 mg/kg (0.0002wt%).

*1: Class I Specified Chemical Substances designated by Japanese Chemical Substances
Control Act., Enforcement of the revised EU POPs regulation (EU 2021/115)*2: The definitions of medical devices and implantable medical devices are as provided
by the Medical Device Directive 93/42/EEC.
*3: PFOA-related substances are any related substances (including salts and polymers) having
a linear or branched perfluoroheptyl group with the formula C7F15- directly attached toanother carbon atom, as one of the structural elements, or any related substance (including
its salts and polymers) having a linear or branched perfluorooctyl group with the formula
C8F17-, as one of the structural elements. The following substances are excluded from thisdesignation:
・C8F17-X, where X = F, Cl, Br.
・C8F17-C(=O)OH, C8F17-C(=O)O-X or C8F17-CF2-X(X = any group, including salts).
*4: The date of ban on delivery is set as the date six months before the effective date of an
applicable law or regulation.
*5: Only applies to the invasive and implantable medical devices that are submitted andapproved.

*6: Significant New Use Rules (SNURs) under US TSCA,§721.9582 and §721.10536. The
substances are Perfluorooctanoic acid (PFOA) and its salts and esters and the above
Long-Chain Perfluoroalkyl Carboxylates (LCPFAC).

(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
CAS No. or
ChemicalSubstance (Japanese)
Substance (English)
conversion
JAMP-SN
formulafactorPentadecafluorooctanoic acid;
ペルフルオロオクタン酸
C8HF15O2
335-67-1
PFOA - perfluorooctanoic acid
C8F16O
335-66-0
ペンタデカフルオロオクタン酸 Pentadecafluorooctyl fluoride
フルオリド
C8AgF15O2 335-93-3
ペンタデカフルオロオクタン酸 Pentadecafluorooctanoic acidsilver(I) salt
銀(I)ペンタデカフルオロオクタン酸 Perfluorooctanoic acid sodium C8F15NaO2 335-95-5
salt; Sodium salt of PFOA
ナトリウム
C9H3F15O2 376-27-2
ペンタデカフルオロオクタン酸 Methyl perfluorooctanoate
メチル
C8F15KO22395-00-8
ペルフルオロオクタン酸カリウ Potassium salt of PFOAム
C10H5F15O2 3108-24-5
ペンタデカフルオロオクタン酸 Ethyl perfluorooctanoate
エチル
Ammonium
C8H4F15NO2 3825-26-1
ペンタデカフルオロオクタン酸 pentadecafluorooctanoate(APFO);
アンモニウムAmmonium salt of PFOAPFOA and its salts
JAMPPFOA とその塩
SN0036PFOA salts
ペルフルオロオクタン酸
JAMPSN0102（PFOA）の塩PFOA-related polymer
JAMPPFOA 関連のポリマー
SN0103(3) Principal uses for substancesPart
PurposeSurface coating agents, extinguishants
Additives, leveling agents for paints, aqueous filmforming foam extinguishants, surfactants(2) Regulated substances

182

Substance (Japanese)

Substance (English)

CAS No. or
JAMP-SN

1,1,1,2,2,3,3,4,4,5,5,6,6,7,7,8,8- ヘ
プタデカフルオロ-8-ヨードオクタ Perfluorooctyl iodide
507-63-1ン
2-(ペルフルオロオクチル)エタノー
Tetrahydroperfluoro-1-decanol
678-39-7
ル
3,3,4,4,5,5,6,6,7,7,8,8,9,9,10,10,11,
11,12,12,12-ヘンエイコサフルオロ Perfluoro-1-dodecanol
865-86-1
ドデカン-1-オール
1,1,1,2,2,3,3,4,4,5,5,6,6,7,7,8,8- ヘ
Perfluorodecyl iodide
2043-53-0
プタデカフルオロ-10-ヨードデカン
1-ヨード3,3,4,4,5,5,6,6,7,7,8,8,9,9,10,10,11,
1,1,2,2-Tetrahydroperfluorododecyl iodide
2043-54-1
11,12,12,12-ヘニコサフルオロドデ
カン
α-[2-(アクリロイルオキシ)エチル]ω - フ ル オ ロ ペ ル フ ル オ ロ ( ポ リ Perfluorodecylethyl acrylate
17741-60-5(2~7)エチレン)
3,3,4,4,5,5,6,6,7,7,8,8,9,9,10,10,10-ヘプタデカフルオロデシル=アク 1,1,2,2-Tetrahydroperfluorodecyl acrylate
27905-45-9
リラｰト
1,1,1,2,2,3,3,4,4,5,5,6,6,7,7,8,8,9,9,
1,1,1,2,2,3,3,4,4,5,5,6,6,7,7,8,8,9,9,10,10,11,11,12,12
10,10,11,11,12,12-ペンタコサフル
30046-31-2-Pentacosafluoro-14-iodotetradecane
オロ-14-ヨードテトラデカン
3,3,4,4,5,5,6,6,7,7,8,8,9,9,10,10,11,
3,3,4,4,5,5,6,6,7,7,8,8,9,9,10,10,11,11,12,12,13,13,14
11,12,12,13,13,14,14,14- ペ ン タ コ
39239-77-5,14,14-Pentacosafluorotetradecan-1-ol
サフルオロテトラデカン-1-オｰル
3,3,4,4,5,5,6,6,7,7,8,8,9,9,10,10,11,
11,12,12,13,13,14,14,15,15,16,16,1 3,3,4,4,5,5,6,6,7,7,8,8,9,9,10,10,11,11,12,12,13,13,14
60699-51-6
6-ノナコサフルオロヘキサデカン- ,14,15,15,16,16,16-Nonacosafluorohexadecan-1-ol
1-オｰル
1,1,1,2,2,3,3,4,4,5,5,6,6,7,7,8,8,9,9,
10,10,11,11,12,12,13,13,14,14- ノ 1,1,1,2,2,3,3,4,4,5,5,6,6,7,7,8,8,9,9,10,10,11,11,12,1265510-55-6
ナコサフルオロ-16-ヨードヘキサデ ,13,13,14,14-Nonacosafluoro-16-iodohexadecane
カン
ナ ト リ ウ ム =2- メ チ ル -2-{3[(1,1,2,2-テトラヒドロペルフルオ
ロアルキル(C4-C16)スルファニル) Sodium;2-methylpropane-1-sulfonate
68187-47-3
プロパナミド]プロパン-1-スルホナートγ-ω-ペルフルオロアルコール(C81,1,2,2-Tetrahydroperfluoroalkyl (C8-C14) alcohol 68391-08-2
C14)
チオール、C8-20、ガンマ-オメガ-パ
Thiols, C8-20, gamma-omegaperfluoro,telomers
ーフルオロ、アクリルアミドを含む
70969-47-0
with acrylamide
テロマー

183

ケイ酸 (H4SiO4), 二ナトリウム塩,
Silicic acid (H4SiO4), sodium salt (1:2), reaction
クロロトリメチルシランとproducts
withchlorotrimethylsilane
and3,3,4,4,5,5,6,6,7,7,8,8,9,9,10,10,10125476-71-3
3,3,4,4,5,5,6,6,7,7,8,8,9,9,10,10,10-heptadecafluoro-ヘプタデカフルオロ-1-デカノール
1-decanolとの反応生成物
チオール、C4-20、γ-オメガ-パーフ
Thiols, C4-20, gamma-omegaperfluoro, telomers 1078712-88ルオロ、アクリルアミドとアクリル
5with acrylamide and acrylic acid, sodium salts)
酸のテロマー、ナトリウム塩
1-プロパナミニウム、3-アミノ-N（カルボキシメチル）-N、N-ジメチ 1-Propanaminium,
3-amino-N-(carboxymethyl)1078715-61ル-、N-（2-（（ガンマ-オメガ-ペル N,N-dimethyl-, N-(2-((gamma-omega-perfluoro-C4–3フルオロ-C4-20-アルキル）チオ）ア 20-alkyl)thio)acetyl) derivs., inner saltsセチル）誘導体、内部塩
ポリフルオロアルキルベタイン（一Polyfluoroalkyl betaine (generic)-(CBI)
般名）
変性フルオロアルキルウレタン（一Modified fluoroalkyl urethane (generic)-(CBI)
般名）
過フッ素化ポリアミン（一般名） Perfluorinated polyamine (generic)-(CBI)
Table 2-I-29 Polycyclic-aromatic hydrocarbons (PAH)(1) Details
No. I-29
Substance Group: Polycyclic-aromatic hydrocarbons (PAH)
Prohibition
Date of ban
Applications
Level
on delivery
Level 1
Immediate・Rubber or plastic components that comeinto direct as well as prolonged or shortterm repetitive contact with human skinor the oral cavity under normal orreasonably foreseeable conditions of use

Note*1 Annex XVII to REACH (restriction)(2) Regulated substances
Substance (Japanese)
Substance (English)
Benzo[a]pyrene (BaP)
ベン ゾ(a)ピ レン
Benzo[e]pyrene (BeP)
ベン ゾ(e)ピ レ ン
Benzo[a]anthracene (BaA)
ベン ゾ(a)ア ント ラ セン
Chrysene (CHR)
クリ セ ン
Benzo[b]fluoranthene (BbFA)
ベン ゾ(b)フ ルオ ラ ンテ ン
Benzo[j]fluoranthene (BjFA)
ベン ゾ(j)フ ル オラ ン テン
Benzo[k]fluoranthene (BkFA)
ベン ゾ(k)フ ルオ ラ ンテ ン
Dibenzo[a,h]anthracene (DBAhA)
ジベ ン ズ(a,h)ア ント ラ セ ン(3) Principal uses for substancesPart
Byproducts generated by combustion of petroleum
products
Volatile PAHs are contained in some industrial articles(essential oils, lubricants, biocides, adhesives, andpaints)Control Value

Note-Less than 1mg/kg of
any of the listed PAHs
in components ofarticles for thegeneral public (lessthan 0.0001% [1ppm]
of the weight of suchcomponents)*1

ChemicalformulaC 20 H 12
C 20 H 12
C 20 H 12
C 20 H 12
C 20 H 12
C 20 H 12
C 20 H 12
C 22 H 14

CAS No.or
JAMP-SN
50-32-8
192-97-2
56-55-3
218-01-9
205-99-2
205-82-3
207-08-9
53-70-3

Purpose184

Table 2-I-30 Pentachlorophenol and its salts and esters(1) Details
No. I-30
Subject Group: Pentachlorophenol and its salts and esters
Prohibition Date of ban on Applications
Control Value
Note
Level
deliveryLevel 1
Immediate-All applications
Intentional inclusion prohibited*1Note*1 Class I Specified Chemical Substances designated by Japanese Chemical Substances Control
Act., the EU POPs regulation(2) Examples of substances (The table below does not cover all the substances in this substance group.)
Metal
Chemical
CAS No. or
Substance (Japanese)
Substance (English)
conversion
formulaJAMP-SNfactorPentachlorophenol
C6Cl5OH
87-86-5ペンタクロロフェノール
ペンタクロロフェノールナトリ
ウム
ペンタクロロフェノールナトリ
ウム一水和物
ペンタクロロフェニルラウレート
ペンタクロロアニソール

Sodium pentachlorophenol

C6Cl5NaO

131-52-2

Sodium pentachlorophenol
monohydrate
Pentachlorophenyl laurate

C6Cl5NaO ・ 27735-64-4
H2O
C18H23Cl5O2 3772-94-9-

Pentachloreanisole

C7H3Cl5O-

1825-21-4メチル水銀ペンタクロロフェノ Methyl(pentachlorophenolato)m C7H4Cl5HgO 5902-76-1
ercuryキシド
ペンタクロロフェノール＝ナト Phenol, pentachloro-, sodium
C6Cl5NaO・ 27735-63-3
salt, decahydrate(H2O)10
リウム塩
C12CaCl10O 55868-72-9
カルシウム＝ビス（ペンタクロ Calciumbis(pentachlorophenolate)2
ロフェノラート）
C6H2Cl5NaO 123333-54-0
ペンタクロルフェノール塩類及 PCP-Na hydrate
2
びこれを含有する製剤(3) Principal uses for substancesPart
PurposeWood products, leather products
Preservative

-

-

-

Table 2-I-31 Certain CMR substances(1) Details
No. I-31
Subject Group: Certain CMR substances
Prohibition Date of ban on delivery Applications
Control Value
Note
Level
Level 1
Immediate*1・Clothing or related
・Control values vary
accessories such as bags
among controlled(shoulder bags), neck straps
substances. For details,
please refer to the control
and hand straps
value of each substance.
・Textiles other than clothingwhich, under normal orreasonably foreseeableconditions of use, come into
contact with human skin to
an extent similar to clothing
・Footwear
Exemption ・Medical devices subject to Medical Devices Regulation((EU) 2017/745)
・Personal protective equipment subject to Personal Protective Equipment Regulation ((EU)
2016/425)

185

・Clothing, related accessories or footwear, or parts of clothing, related accessories or footwear,
made exclusively of natural leather, fur or hide・Non-textile fasteners and non-textile decorative attachments
・Second-hand clothing, related accessories, textiles other than clothing, or footwear
・Wall-to-wall carpets and textile floor coverings for indoor use, rugs and runners
Note*1: Annex XVII to REACH (restriction), Entry 72, Appendix 12(2) Regulated substances
CAS No. or
Substance (Japanese)
Substance (English)
Control value
JAMP-SN
Cadmium and its compounds
カドミウム及びその化合物･1 mg/kg after
extraction
Please see(expressed as Cd
Table 2-I-1
metal that can be(2).
extracted from thematerial)
Chromium VI compounds
六価クロム化合物･1 mg/kg after
extraction
Please see(expressed as Cr
Table 2-I-2
VI that can be(2).
extracted from thematerial)
Arsenic compounds
ヒ素化合物･1 mg/kg after
Please see
extraction
examples(expressed as As
table (2) ofmetal that can be
this chapter
extracted from the
below.
material)
Lead and its compounds
鉛及びその化合物･1 mg/kg after
extraction
Please see(expressed as Pb
Table 2-I-3
metal that can be(2).
extracted from thematerial)
Benzene
ベンゼン･Less than 5ppm
71-43-2
Benz[a]anthracene
ベンゾ[a]アントラセン･Less than 1ppm
56-55-3
Benz[e]acephenanthrylene
ベンゾ[b]フルオランテン･Less than 1ppm
205-99-2
benzo[a]pyrene;･Less than 1ppm
ベンゾ[a]ピレン
50-32-8
benzo[def]chrysene
ベンゾ[def]クリセン
Benzo[e]pyrene
ベンゾ[e]ピレン･Less than 1ppm
192-97-2
Benzo[j]fluoranthene
ベンゾ[j]フルオランテン･Less than 1ppm
205-82-3
Benzo[k]fluoranthene
ベンゾ[k]フルオランテン･Less than 1ppm
207-08-9
Chrysene
クリセン･Less than 1ppm
218-01-9
Dibenz[a,h]anthracene
ジベンゾ[a,h]アントラセン･Less than 1ppm
53-70-3･Less than 1ppm
p-(トリクロロメチル)クロロベン α, α,α,4-tetrachlorotoluene;5216-25-1p-chlorobenzotrichlorideゼンα, α,α-trichlorotoluene;
トリクロロメチルベンゼン･Less than 1ppm
98-07-7
benzotrichloride
α-chlorotoluene;
クロロメチルベンゼン･Less than 1ppm
100-44-7
benzyl chloride
Formaldehyde
ホルムアルデヒド･Less than 75ppm 50-00-0
1,2-benzenedicarboxylicacid;
ジアルキル(c=6,7(主成分),8,分岐･Less thandi-C 6-8-branched alkylesters, C 1000ppm
71888-89-6型)=フタラート
7-rich186

ビス(2-メトキシエチル)=フタラ
ート
ジイソペンチル=フタラート

Bis(2-methoxyethyl) phthalate

ジペンタル-1-イル=フタラート(DPP)
ジヘキサン-1-イル=フタラート(DnHP)1-メチル-2-ピロリドン(NMP)

Di-n-pentyl phthalate (DPP)

N,N-ジメチルアセトアミド(DMAC)
N,N-ジメチルホルムアミド
1,4,7,8-テトラアミノアントラキ
ノン; C.I.ディスパーブルー1
4,4-(4-イミノシクロヘキサ-2,5ジエニデンメチレン)ジアニリン
塩酸塩
C.I.ベーシックバイオレット 3

4-クロロ-2-メチルアニリウム=クロリド
2-ナフタレンアミン・酢酸
硫酸 2,4-ジアミノエーテル
2,4,5-トリミチルアニリン・塩酸
塩
キノリン

Diisopentylphthalate

Di-n-hexyl phthalate (DnHP)
N-methyl-2-pyrrolidone;
1-methyl-2-pyrrolidone (NMP)
N,N-dimethylacetamide (DMAC)
N,N-dimethylformamide;
dimethyl formamide (DMF)
1,4,5,8tetraaminoanthraquinone; C.I.
Disperse Blue 1
Benzenamine, 4,4′-(4iminocyclohexa-2,5dienylidenemethylene)dianilinehydrochloride; C.I. Basic Red 9[4-[4,4′bis(dimethylamino)benzhydrylidene]cyclohexa-2,5-dien-1ylidene]dimethylammonium
chloride; C.I. Basic
Violet 3 with ≥ 0,1 % ofMichler's ketone (EC no. 202027-5)4-chloro-o-toluidinium chloride
2-Naphthylammoniumacetate
4-methoxy-m-phenylene
diammonium sulphate;
2,4-diaminoanisole sulphate
2,4,5-trimethylanilinehydrochloride
Quinoline･Less than
1000ppm･Less than
1000ppm･Less than
1000ppm･Less than
1000ppm･Less than
3000ppm･Less than
3000ppm･Less than
3000ppm･Less than 50ppm

117-82-8
605-50-5
131-18-0
84-75-3
872-50-4
127-19-5
68-12-22475-45-8･Less than 50ppm
569-61-9･Less than 50ppm

548-62-9･Less than 30ppm･Less than 30ppm･Less than 30ppm･Less than 30ppm･Less than 50ppm

3165-93-3
553-00-439156-41-7
21436-97-5
91-22-5(2) Examples of arsenic compounds among certain CMR substances (The table below does not cover all thesubstances in this substance group.)
Metal
Chemical
CAS No. orconversion
Substance (Japanese)
Substance (English)
formulaJAMP-SNfactorArsenic
As
7440-38-2
1.000
ヒ素
Arcenic acid
AsH3O47778-39-4
0.528
ヒ酸
Trisilverarsenite
Ag.1/3AsH3O3
7784-08-9
0.167
亜ヒ酸銀
Lead arsenite
As2O4Pb
10031-13-7
0.356
亜ヒ酸鉛
Lead arsenate
Pb3(AsO4)2
10102-48-4
0.267
ヒ酸鉛
Ferric arsenate
AsFeO4
10102-49-50.384
ヒ酸鉄(III)
Zinc
arsenite
As2O4Zn
10326-24-60.537
亜ヒ酸鉛(II)
Manganese arsenide
MnAs
12005-95-7
0.577
ヒ化マンガン
Zinc arsenide
Zn3As312006-40-5
0.433
ヒ化亜鉛

187

Tin arsenide
SnAs
12044-32-5
ヒ化スズGallium arsenide
AsGa
1303-00-0
ヒ化ガリウムArsenic pentoxide
As2O51303-28-2
五酸化二ヒ素Diarsenic trioxide
As2O31327-53-3
三酸化二ヒ素Triethyl arsenate
C6H15AsO4
15606-95-8
ヒ酸トリエチル
Calcium arsenite
As2Ca3O6
27152-57-4
亜ヒ酸カルシウム
Trileaddiarsenate
As2O8Pb3
3687-31-8
ビス(ヒ酸)三鉛(II)Calcium arsenate
As2Ca3O8
7778-44-1
ビス(ヒ酸)三カルシウム
Lead hydrogen arsenate
AsH3O4.Pb
7784-40-9
ヒ酸水素鉛(II)Potassium arsenate
AsH2KO47784-41-0
ヒ酸二水素カリウムarsenic acid and its salts
JAMP-SN0009
ヒ酸及びその塩
Arsenic compounds
JAMP-SN0010
その他のヒ素化合物(3) Principal uses for substancesPart
PurposeClothing or accessories such as bags, textiles, footwear Pigments, germicides, biocides

0.386
0.518
0.652
0.757
0.331
0.409
0.167
0.376
0.215
0.416
-

Table 2-I-32 Phenol, Isopropylated Phosphate (3:1)(1) Details
No. I-32
Substance Group: Phenol, Isopropylated Phosphate (3:1) (PIP 3:1)
Prohibition Date of ban
Applications
Control Value
Level
on delivery*2
Level 1
Immediate-Intentional inclusion･All applications, excluding adhesives andprohibitedsealants

Note

Level 2

July 6, 2024

*1

Exemption«FDA-registered medical devices»
The following Official Journal is applicable.

･Adhesives and sealants-Intentional inclusion
prohibited*1

TSCA: CHAPTER 53—TOXIC SUBSTANCES CONTROL SUBCHAPTER I—CONTROL OF TOXICSUBSTANCES Sec. 2602. Definitions. (2)(vi)(https://www.govinfo.gov/content/pkg/USCODE-2018-title15/pdf/USCODE-2018-title15-chap53.pdf)(Note) FDA-registered medical devices are not subject to TSCA but Olympus may require suppliers toreport the contents of these substances so that Olympus can confirm the exemptions are applied.

«Exceptions to US TSCA PBT Rules »・ Regulated substances, products or articles containing regulated substances, which have alreadybeen sold to end-consumers (such as secondhand articles and donations to charity)
・ Disposal of regulated substances, products or articles containing regulated substances
・ Production, treatment, distribution in commerce and use of regulated substances, products orarticles containing regulated substances for research and development purposes
・ Processing and distribution in commerce of “hydraulic fluids that meet specifications andrequirements of the Defense Department”, “lubricants and greases”, “new and replacement parts

Notefor aerospace vehicles and automobiles”, etc.; plastic containing recycled PIP(3:1); and products
and articles using plastic that contains recycled PIP(3:1), etc.
(Note) Only the exceptions related with Olympus Group products are listed above.
(Note) Items other than “FDA-registered medical devices” described above.

*1 US TSCA PBT Rules*2 The date of ban on delivery is set as the date six months before the effective date of an
applicable regulation.
(2) Regulated substances
Chemical
CAS No or
Substance (Japanese)
Substance (English)
formulaJAMP-SN188

リン酸トリス(イソプロピルフェニル) Phenol, Isopropylated Phosphate (3:1)(PIP 3:1)
PIP (3:1)(3) Principal uses for substancesPart
Polyvinyl chloride (PVC)

Unspecified 68937-41-7

PurposeFlame-retardant plasticizers

Table 2-I-33 2,4,6-tris(tert-butyl)phenol (2,4,6-TTBP)(1) Details
No. I-33
Prohibition
Level
Level 1
Exemption

Substance Group: 2,4,6-tris(tert-butyl)phenol (2,4,6-TTBP)
Date of ban
Applications
Control Valueon delivery
Immediate-Intentional inclusion･All applications, excluding articles
prohibited

Note
*1

«FDA-registered medical devices»
The following Official Journal is applicable.

TSCA: CHAPTER 53—TOXIC SUBSTANCES CONTROL SUBCHAPTER I—CONTROL OF TOXICSUBSTANCES Sec. 2602. Definitions. (2)(vi)(https://www.govinfo.gov/content/pkg/USCODE-2018-title15/pdf/USCODE-2018-title15-chap53.pdf)(Note) FDA-registered medical devices are not subject to TSCA but Olympus may require suppliers toreport the contents of these substances so that Olympus can confirm the exemptions are applied.

«Exceptions to US TSCA PBT Rules »Note・ Regulated substances, products or articles containing regulated substances, which have alreadybeen sold to end-consumers (such as secondhand articles and donations to charity)
・ Disposal of regulated substances, products or articles containing regulated substances
・ Production, treatment, distribution in commerce and use of regulated substances, products orarticles containing regulated substances for research and development purposes(Note) Items other than “FDA-registered medical devices” described above*1 Class I Specified Chemical Substances designated by Japanese Chemical Substances
Control Act. US TSCA PBT Rules(2) Regulated substances
Chemical
CAS No or
Substance (Japanese)
Substance (English)
formulaJAMP-SN

2,4,6- ト リ -tert- ブ チ ル フ ェ ノ ー ル 2,4,6-tris(tert-butyl)phenol (2,4,6-TTBP) C18H30O(2,4,6-TTBP)(3) Principal uses for substancesPart
Lubricants

Additives732-26-3

Purpose189

Table 3 Criteria for managing controlled substances

Table 3-II-1 Candidate List of Substances of Very High Concern in REACH (SVHC)
No. II-1
Substance Group: Candidate List of Substances of Very High Concern in REACH (SVHC)
Applications
Control Values
Note- 1000ppm*1・All applications
Note*1 The candidate list of substances of very high concern in REACH (SVHC) will be
periodically updated.
Please refer to the website of the European Chemicals Agency (ECHA).
(https://www.echa.europa.eu/candidate-list-table)
Table 3-II-2 Substances subject to the European Union’s Medical Device Regulation (EU-MDR) or
In Vitro Diagnostic Medical Device Regulation (EU-IVDR)
No. II-2
Substance group: Substances subject to the European Union’s Medical Device Regulation(EU-MDR) or In Vitro Diagnostic Medical Device Regulation (EU-IVDR)
Applicable regulation
Applications
Control Values
Note
The European Union’s Medical
Devices, or those parts thereof or those - 1000ppm *2*1
Device Regulation (EU-MDR)
materials used therein that:- Are invasive and come into directcontact with the human body,- (re)administer medicines, body fluids
or other substances, including gases,
to or from the body, or,- transport or store such medicines,
body fluids or substances, includinggases, to be (re)administered to thebody.
The European Union’s In Vitro
Components and subsidiary materials
Diagnostic Medical Device
that come into direct or indirect contact
Regulation (EU-IVDR)
with the patient*1:
The
substances
subject
to EU-MDR or EU-IVDR are defined in items (1) and (2) below.
Note
Substances in item (3) may be added to this substance group in the future. Please refer to
EU 2017/745 at Annex I, 10.4.1 (b) for details.
(1) Category 1A/1B substances that are carcinogenic, mutagenic or toxic toreproduction, listed in Table 3.1 of Annex VI to the CLP regulation, List of harmonizedclassification and labelling of hazardous substances.
Please refer to the following website for the table.
(https://echa.europa.eu/information-on-chemicals/annex-vi-to-clp)(2) Substances that are on the candidate list of Substances of Very High Concern in
REACH (SVHC), and have endocrine disrupting effects on humans.
The candidate list of SVHC will be periodically updated. Please refer to the website of theEuropean Chemicals Agency (ECHA).
(https://www.echa.europa.eu/candidate-list-table)(3) BPR substances BPR Regulation (Regulation (EU) No 528/2012 o)(https://echa.europa.eu/guidance-documents/guidance-on-biocides-legislation)*2: Regarding surface treatment coatings, the concentration of a substance in an article (notin the coating) may be used as its control value.

190

5. Major Revisions
Ver.

15

Date

2021.06.30

ArticleContents and reason for revisions

All pages

・The structure of articles and tables were reviewed.

3

Table 2-I-17

・“Homogeneous materials” was added under “Terms
and Definitions”. “Control content” was incorporated
into “Control value”.
・ “CMR substances” and “Effective date of an
applicable law or regulation” were deleted.
・ The structure of this section was reviewed. The
contents of the section were revised so as to bestreflect the changes made to the terms and thedefinitions.
・“Intentional inclusion prohibited” and “The following
applications, other than *1 and *2” were deleted
・“Less than 100 ppm” according to RoHS Directive
was replaced with “100 ppm or less”.
・“Intentional inclusion prohibited” and “The following
applications, other than *1, *2 and *3” were deleted
・“Less than 1000 ppm” according to RoHS Directive
was replaced with “1000 ppm or less”.
・“Intentional inclusion prohibited” and “The following
applications, other than *1, *2 and *3” were deleted
・“Less than 1000 ppm” according to RoHS Directive
was replaced with “1000 ppm or less”.
・“Intentional inclusion prohibited” and “The following
applications, other than *1, *2 and *3” were deleted
・“Less than 1000 ppm” according to RoHS Directive
was replaced with “1000 ppm or less”.
・“Intentional inclusion prohibited” and “The following
applications, other than *1, *2 and *3” were deleted
・“Less than 1000 ppm” according to RoHS Directive
was replaced with “1000 ppm or less”.
・“Intentional inclusion prohibited” and “The following
applications, other than *1, *2 and *3” were deleted
・“Less than 1000ppm” according to RoHS Directive
was replaced with “1000 ppm or less”.
・“US TSCA PBT Rules” was added to note *3, and *4
Exemption was also added to the table.
・Pentachlorothiophenol (PCTP) was added.

Table 2-I-18

・Hexachlorobutadiene (HCBD) was added.

Table 2-I-21

・ The substances in this substance group werereviewed.
“Less than 1000 ppm” according to RoHS Directive was
replaced with “1000 ppm or less”.
・ “certain Long-Chain Perfluoroalkyl Carboxylates(LCPFAC)” was added.
・Regarding PFOA, changes were made in response to
the publication of Official Journals about “Class I
Specified Chemical Substances designated by
Japanese Chemical Substances Control Act.” and “EUPOPs regulation”.
・“Implantable medical devices*2, *5” was deleted from

4

Table 2-I-1

Table 2-I-2

Table 2-I-3

Table 2-I-4

Table 2-I-9

Table 2-I-10

Table 2-I-27
Table 2-I-28

191

Table 2-I-30
Table 2-I-32
Table 2-I-33
Table 3-II-2
14

2020.05.01

4.1

4.2.3

“Exemption”.
・Notes *6 and *7 were added.
・“EU POPs regulation” was added to note *1.
・Phenol, Isopropylated Phosphate (3:1) (PIP 3:1) was
added.
・2,4,6-tris(tert-butyl)phenol (2,4,6-TTBP) was added.
・BPR substances was added to note *1. Explanationof the control value of surface coatings was added tonote *2.
Table 1 Environment-related Substances“II-2: Substances subject to the European Union’s
Medical Device Regulation (EU-MDR) or In Vitro
Diagnostic Medical Device Regulation (EU-IVDR)” wasadded.
Table 2-I-1 Cadmium and its compounds
Table 2-I-2 Hexavalent chromium compounds
Table 2-I-3 Lead and its compounds
Table 2-I-4 Mercury and its compounds
Table 2-I-9 Polybrominated biphenyl (PBBs)
・The applications that had been classified according
to the RoHS Directive categories were unified as“Electric and electronic equipment subject to RoHS
Directive (2011/65/EU)” because the RoHS Directive
entered into force in all the categories on its effective
date.
・“Electric and electronic equipment as provided by
Article 2-2 of RoHS Directive (2011/65/EU)” wasdeleted to reflect the removal of Article 2-2 from the
RoHS Directive.
Table 2-I-10 Polybrominated diphenyl ethers (PBDEs)
・The applications were divided into “PBDEs
excluding DecaBDE” and “DecaBDE only” because
while PBDEs are regulated by the EU POPs
regulation, only DecaBDE is controlled by Japanese
Chemical Substances Control Act.

Table 2-I-14 Substance Group: Short-chained
chlorinated paraffin (having the chain length of 10- 13)
・The control value is “Intentional inclusion
prohibited” ,it is controlled by Japanese Chemical
Substances Control Act.
Table 4-I-24 Fluorinated Greenhouse Gases (PFC,
SF6, HFC)・Regarding the control on these substances, “EC
No.842/2006” was repealed with the revision of “(EU)No. 517/2014”. Accordingly, Table 4-I-24 was updatedwith the addition of several substances.
Table 2-I-26 Perfluorooctanoic acid (PFOA) and its
salts and esters
・Level 1: “Norwegian Product Regulations” was192

4.2.4

5

deleted because the same level of control can be
guaranteed by complying with other applicable laws
and regulations.
・Level 2: The control by the REACH was replacedwith the proposed control by the EU POPs regulation,
which is set to be published.
Table 5-II-2“Substances subject to the European Union’s Medical
Device Regulation (EU-MDR) or In Vitro Diagnostic
Medical Device Regulation (EU-IVDR)” was added.
Perfluorooctanoic acid (PFOA) and its salts and esters
・Some information in Table 2-I-26 was moved to Table
6-I-26 (where it is now provided as information on
examples belonging to this substance group).
・“JAMP-SN0102” and “JAMP-SN0103” were added as
substances belonging to this substance group.
Short-chained chlorinated paraffin (having the carbon
chain length of 10 - 13)・Some information in Table 2-I-14 was moved to Table
6-I-14 (where it is now provided as information on
examples belonging to this substance group).
・To reflect regulatory information, some substances
belonging to this substance group were added.
Pentachlorophenol and its salts and esters
・To reflect regulatory information, some substances
belonging to this substance group were added.

13

2018.03.31

3

4.1

4.2.3

Table 6-I-2 Hexavalent chromium compounds
・Copper chromite (CAS NO.12053-18-8) was deleted
because it’s a trivalent chromium.
3. Terms and Definitions
・“CMR substances” was added to explain the newprohibited substances.
・“RoHS2 Directive” was replaced with “RoHS
Directive (2011/65/EU)” to clearly indicate theapplicable regulation.
Table 1 Environment-related Substances
・In keeping with the new regulation, “I-29 Certain
CMR substances” was added. A note was also added
to the table, in order to clearly indicate theapplications of “I-29 Certain CMR substances.”
Table 2-I
･With regard to cadmium, hexavalent chromium,lead, mercury, PBB, PBDE and phthalate esters,
the timing of the application of RoHS Directive wasincorporated. Accordingly, cadmium, hexavalentchromium, lead, mercury, PBB, PBDE are
categorized as Level 1, and phthalate esters as
Level 2.
･With regard to cadmium, hexavalent chromium,lead, mercury, PBB, PBDE and phthalate esters,“RoHS2 Directive” was replaced with “RoHS
Directive (2011/65/EU)” to clearly indicate theapplicable regulation.

193

5

・In Europe, all the information contained in Annex
B, except for “Date of ban on delivery,” is public
information. Therefore, regarding cadmium,hexavalent chromium, lead and mercury, “Annex B”
was deleted from the “Exemption,” and “Exclusions
from RoHS Directive: 6 months prior to expiration”
was added to “Date of ban on delivery.”
Table 2-I-2 (Hexavalent chromium compounds)･The timing of the application of the REACH
regulation to Level-2 substances was incorporated,
and the prohibition level was changed to Level 1.
Table 2-I-25 (Phthalate esters)･Regarding “the restriction of plasticized material
that includes DEHP, BBP, DBP and/or DIBP,”
which are four substances newly added to Annex
XVII to REACH (restriction), their effective datesof REACH regulation, dates of ban on delivery,
applications and control values were added to theLevel-2 boxes. Additional information was also
provided in “Exemption” and “Note.”・Table 2-I-29 (Certain CMR substances)
This new table was created in keeping with theaddition of “Certain CMR substances” to Annex
XVII to REACH (restriction).
“Table 6-I-29 Certain CMR substances” was added toprovide examples of arsenic compounds amongcertain CMR substances.

12

2018.06.01

4.1

4.2.3

The sentence of “The table below does not cover all
the substances in this substance group” was added toTables 6-I-1 - 6-I-29 to clearly indicate that theseexamples are provided for illustrative purposes only.

Table 1 (Environment-related Substances)
・Table 1 I-28: “Benzenamine, N-phenyl-, Reaction

Products with Styrene and 2,4,4-Trimethylpentene(BNST)” was deleted because these substances
became exempt from the “Prohibition of Certain
Toxic Substances Regulations, 2012” of Canada.

Table 2-I
･With regard to cadmium, hexavalent chromium, lead,

mercury, PBB and PBDE, the timing of theapplication of RoHS2 Directive was incorporated.
Table 2-I-2 (Hexavalent chromium compounds)･“Intentional inclusion prohibited” was deleted fromthe Control Value column for Level-1 electric andelectronic equipment subject to RoHS2 Directive.
･ Regarding the four Level-2 substances that will
become subject to applicable regulations on
January 22, 2019 (Annex XIV to REACH), theircontrol value was changed to “Intentional inclusion
prohibited.”
Table 2-I-10 (PBDEs)･“Annex XVII to REACH (restriction)” was added.
Table 2-I-12 (PCTs)･“Intentional inclusion prohibited” was deleted fromthe Control Value column, and “mixture” wasreplaced with “mixture or finished product.”194

Table 2-I-20 (PFOS and PFOS analogs)･ The Exemption row was deleted to reflect thereview of exemption from “Class I Specified
Chemical Substances designated by Japanese
Chemical Substances Control Act.”
Table 2-I-26 (PFOA and its salts and esters)･“Annex XVII to REACH (restriction)” was added.
Table 2-I-28 (BNST) was deleted.
Table 6-I-5 (Trisubstituted organotin compounds)･ “JAMP-SN0024” was added in the CAS No. or
JAMP-SN column.
Table 6-I-6 (Dibutyltin compounds)･ “JAMP-SN0072” was added in the CAS No. or
JAMP-SN column.
Table 6-I-7 (Dioctyltin compounds)･ “JAMP-SN0073” was added in the CAS No. or
JAMP-SN column.
Table 6-I-10 (PBDEs)･In the Substance (Japanese) column, “PBDE 類”
was spelled out as “ポリ臭化ジフェニルエーテル類”
in keeping with the use of unabbreviated names for
PBBs.
Tabl 6-I-17 (Asbestos)･ “JAMP-SN0056” was added in the CAS No. or
JAMP-SN column.
Table 6-I-28 (BNST) was deleted because these11

2017.04.01

4.2.3

10

2016.04.04

4.1

4.3

substances became exempt from the “Prohibition of
Certain Toxic Substances Regulations, 2012” ofCanada.
Table 2-I: With regard to cadmium, hexavalentchromium, lead, mercury, PBB and PBDE,
incorporated the timing of the application of
RoHS2 Directive.
Table 2-I-2 (Hexavalent chromium compounds): The
prohibition level of nine hexavalent chromium
compounds was changed from 2 to 1.
Table 2-I-13 (Polychlorinated naphthalene): The
information on “2 chlorine atoms” was integrated withthat on “3 or more chlorine atoms”.
・ The number of chlorine atoms of polychlorinatednaphthalene was changed from 3 or more to 2 or more.
・ “and its salts and esters” was added toperfluorooctanoic acid (PFOA), which was also added
to the relevant parts in other pages.
・I-29: “Pentachlorophenol and its salts and esters”
was added.
In Table 2-I-13 (Polychlorinated naphthalene) ,・ The number of chlorine atoms of polychlorinatednaphthalene was changed from 3 or more to 2 or more.
In Table 2-I-14 (Short-chained chlorinated paraffin),・*1: (EC)No.850/2004 was added to EU POPs
regulation
・*2: Norwegian Product Regulations was deleted.

195

9

2015.06.05

3
4.1
4.2.3

・From the examples of substances listed in Table 6-114, only chlorinated paraffins (short chain) (number ofcarbon from 10 to 13) was added.
In Table 2-I-16 (hexabromocyclododecane),
・EU POPs regulation (EC)No.850/2004 was added toNote *1.
In Table 2-I-25 (Phthalate esters),
・Categories” was deleted from the RoHS directive
categories for level 2 applications.
・In Note *3, TBT notification was replaced with.
(EU)2015/863.
In Table 2-I-18 (BNST),・ Under Applications, description was changed toincorporate the exemption.
・In the note, the name of regulation was changed to
Canadian Prohibition of Certain Toxic Substances
Regulations, 2012.
Table 2-I-29 (Pentachlorophenol) was added.
In Table 3-I-19 (Ozone depleting substances),
・ Under Chemical formula, chemical formula wasadded to a blank field.
In Table 6-1-9 (PBBs),
・ Under Chemical formula, chemical formula wasadded to a blank field.
In Table 6-I-14 (Short-chained chlorinated paraffin),・The examples of substances were removed and wereincorporated into Table 2-I-14 as reference.

Definition of terms: “preparation” was replacedwith “mixture”.
Table 1, I-28: “Benzenamine, N-phenyl-, Reaction

Products with Styrene and 2,4,4-Trimethylpentene(BNST)” was added.

Table 2-I: With regard to cadmium, hexavalentchromium, lead, mercury, PBB, and PBDE,
incorporated the timing of the adoption of
RoHS2 Directive.
Table 2-I-2: The regulation on leather products wasadded to hexavalent chromium.
Table 2-I-6: The exemptions for dibutyltin
compounds were removed.
Table 2-I-25, Phthalate esters: Removed theDanish regulation, and addressed the official
publication that has added prohibited substances to
RoHS2.
Table 2-I-28: “Benzenamine, N-phenyl-, Reaction
Products with Styrene and 2,4,4-Trimethylpentene(BNST)” was added.

8

2014.02.20

4.1

REACH Regulation: Added SVHC as examples tothe corresponding substance tables, andreviewed descriptions.
Table 1: “I-26 Perfluorooctanoic acid (PFOA)” and “I-

196

4.2.32, 6
7

2013.09.05

4.2.3

6

2013.05.17

2

5

2012.06.12

3

3
4.1

27 Polycyclic aromatic hydrocarbon (PAH)” wereadded.
“In some cases, business units set their own dates on
ban on delivery that are different from the ones
herein. These dates set by business units takeprecedence over the ones herein” was added.
Table 2: “Intentional use prohibited” was replacedwith “intentional inclusion prohibited” in each table.
“If the Control Value column lists “intentional
inclusion prohibited” and the control value, both ofthese requirements must be fulfilled” was also added.
“Intentional use prohibited” was deleted from Table 2
for cadmium, lead, dioctyltin, nickel, and azo
compounds. The denominators as the standard for thecontrol values were defined.
In Table 2-I-16, Level 1 was established in accordancewith Japanese Chemical Substances Control Act., andapplicable substances were added.
In Table 2-I-24, the applications of PFC were defined.
Tables 2 and 6 were revised in accordance with the
JAMP－AIS format.
In Table 2-I-6, “Intentional use prohibited” wasdeleted.
In Table 2-I-18, date of ban on delivery at Level 2 wascorrected.
・The code for RoHS2 was corrected: 2010/65/EU ⇒2011/65/EU
・Substance names followed the spelling used by
JAMP.
・Regarding the control on phthalate esters in
Demark, it was difficult to impose a ban on delivery
six months before the deadline of December 2013.
Therefore, a date three months before was set as
the date of the ban on delivery. As for products
subject to RoHS2, a date 12 months before was set
as the date of ban on delivery, mainly because of theamount of inventory on the market.
The explanations on the terms (a), (b) and (c) under(1) Environment-related substances were repeated in
Section 4.2.1. For this reason, these explanations
were deleted from the Terms and Definitions section.
(14) Intentionally added, (15) Impurities, (16)Preparation and (17) Article were added.
Table 1 was reviewed and the following changes were
made:(I) Prohibited substances
TBTO was included into trisubstituted organotin
compounds.
Radioactive substances, acrylamide and musk xylene
were deleted, and hexabromocyclododecane wasadded.
(II) Controlled substances
Antimony, arsenic, beryllium, bismuth, selenium,
brominated flame retardants (except prohibited
substances), perchlorates, phthalate esters (except

197

2.3

4.2.3
4.2.3
4.2.3
4.2.4
5
4

2011.07.22

All

3

2011.03.04

2

2

2010.12.17

2

All

Versions
before 2

prohibited substances) and PRTR substances weredeleted.
In Section 4.2.3, “Detailed information about thecontrol of prohibited substances,” a separate table wasmade for each prohibited substance group.
“Intentionally added” was added to the control value
column. Prohibited substances were reviewed andtheir substance groups were renumbered.
“I-19 Ozone depleting substances” were extracted
from the examples and separately presented as Table
3.
In Table 3, because the CAS number for
Tribromodifluoroethane, 128903-21-9, was an error inwriting, it was replaced with “-”.
“I-24 Fluorinated greenhouse gasses (PFC, SF6,
HFC)” were extracted from the examples andseparately presented as Table 4.
Section 4.2.4 on controlled substances was devoted to
substances of very high concern in REACH (SVHC).
Examples and principal uses were listed for each
substance.
・REACH Regulation Annex 16: Addressed 6
substances added to "Approved Substances" and 7
substances added to the "List of Candidate
Substances for Approval".
・REACH Regulation Annex 17: Addressed additions
to "Limited Substances", and confirmed/revised
exemptions.
・Incorporated the latest information from JIG (Joint
Industry Guidelines) Ver4.0 and JAMP.
・Revised description to make it easier to understand.
Corrected table errors.
Scope has been amended to “Olympus” and “These
rules apply to domestic Olympus, OGZ, OSZ and OPI.
Products manufactured and sold in other regions
shall be subject to these rules” has been deleted.
8 substances of Very High Concern have been added
to Table 5 and Table 6.
”Dibutyltin compounds (DBT), Dioctyltin compounds(DOT), Nickel, Dimethylfumarate (DMF), FluorinatedGreenhouse Gases (PFC, SF6, HFC), partial
phthalate esters” have been added as “Prohibited
substances”.
“Perchlorates” has been added as “Controlled
substances”.
“Tributyltin (TBTs), Triphenyltin (TPTs)” has been
amended to “Trisubstituted organotin compounds”.
"Products used for sales promotion" has been added in
2.1 Applicable items.
Exclusions from RoHS Directive was revised underCommission Decision 2009/425/EC.
Table 6: Examples of environment-related substances
was revised by reference to JIG-101Ed3.1

December 2010:
Revisions of REACH ANNEX 14 (candidate substances for approval) were
accepted, "Hexabromocyclododecane (HBCDD)" and "Musk xylene" were newly added198

as "prohibited substances", and the prohibited usage and thresholds were reviewed
for "Azo dyes and pigments (specific amines formed by degrading azo dies andpigments)" and "Phthalate esters".
Revisions of REACH ANNEX 17 (limited substances) were accepted, and"Acrylamide" was made a "prohibited substance".
August 2010:
Examples of environment-related substances in Table 6 were revised by reference
to JIG-101Ed3.1. This revision included the addition of substances and namechanges.
October 2009:“Formaldehyde” was classified as a “prohibited substance” according to theregulations of various countries as well as social needs.
June 2009:
Directive 76/769/EEC (on restrictions on the marketing and use of certain
dangerous substances and preparations) was repealed with effect. Any amendment
to the restrictions adopted under Directive 76/769/EEC from June 1, 2007 wereincorporated in Annex XVII, EC 1907/2006. (Article 137, Article 139 of the REACH)
October 2008:
Following the publication of 15 Substances of Very High Concern that were added
to the candidate list, additional substances were classified as “controlled substances.”
June 2008:
The 30th amendment directive (2006/122/EC) concerning Directive 76/769/EEC(PFOS and PFOS analogs) came into effect.
November 2007:
Specific benzotriazole was designated as a Class I designated chemical substancepursuant to a partial amendment of Japanese Chemical Substances Control Act.
August 2007:
The Joint Industry Guidelines (JIG) came into force. Therefore, regarding the five
substances that had been designated under the JGPSS, their designation wascancelled and deleted from the list of “prohibited substances.”
June 2007:
The REACH came into force.

199

地球温暖化対策計画書
東京都の地球温暖化対策制度に基づき、技術開発センター石川の地球温暖化対策計画書を公開いたします。
地球温暖化対策計画書2020 （PDF形式: 313.1KB）
地球温暖化対策計画書2019 （PDF形式: 293.0KB）
地球温暖化対策計画書2018 （PDF形式: 219.3KB）
地球温暖化対策計画書2017 （PDF形式: 175.3KB）
地球温暖化対策計画書2016 （PDF形式: 170.7KB）
地球温暖化対策計画書2015 （PDF形式: 303.3KB）

200

2020 年度

地球温暖化対策計画書
１

指定地球温暖化対策事業者の概要(1)

指定地球温暖化対策事業者及び特定テナント等事業者の氏名

指定地球温暖化対策事業者
又は特定テナント等事業者の別

氏名（法人にあっては名称）

オリンパス株式会社

指定地球温暖化対策事業者(2)
事

指定地球温暖化対策事業所の概要
業

所

の

名

オリンパス株式会社称

八王子市石川町２９５１番地

事 業 所 の 所 在 地
事業の
業 種

E27

分 類 番 号

E_製造業
業務用機械器具製造業
業務用機械器具製造業
事務所

産業分類名
主たる用途

建

物

の

延

べ

面

積

前年度末

93,658.41㎡

基準年度

93,647.50

㎡

所

前年度末

93,658.41

基準年度

93,647.50

信

前年度末

局

前年度末

商

業

前年度末

宿

泊

前年度末

教

育

前年度末

医

療

前年度末

文

化

前年度末

物

流

前年度末

場

前年度末

工 場 そ の他 上記 以外

前年度末

㎡
㎡
㎡
㎡
㎡
㎡
㎡
㎡
㎡
㎡
㎡

㎡
㎡
㎡
㎡
㎡
㎡
㎡
㎡
㎡
㎡
㎡

48,569.15㎡（熱供給事 業所 にあ って は熱 供給 先面 積）

事
情

業
種
等

放

事業所
の種類

用
途
別
内
訳

駐

事

敷

業

地

の

概

面

要

積

技術開発センター石川

務
報

通
送

車

基準年度
基準年度
基準年度
基準年度
基準年度
基準年度
基準年度
基準年度
基準年度
基準年度

顕微鏡、内視鏡、カメラの研究、開発事業所
1号棟から6号棟がある。従業員 4800人が就業

令和2年4月版.
201

地球温暖化対策計画書
１

指定地球温暖化対策事業者の概要(1-2)

指定地球温暖化対策事業者及び特定テナント等事業者の氏名

指定地球温暖化対策事業者
又は特定テナント等事業者の別

氏名（法人にあっては名称）

202

(3)

担当部署

計 画 の
担当部署

名

公 表 の
担当部署

名

(4)

電

電

話

話

番

番

号

号

称

オリンパス㈱ 八王子事業場人事・総務等

042-642-2157

称

オリンパス㈱ 八王子事業場人事・総務等

042-642-2157

地球温暖化対策計画書の公表方法
ホームページで公表

アドレス：

https://www.olympus.co.jp/csr/effort/warming.html?p

閲覧場所：
窓 口 で 閲 覧
公表方法

閲覧可能時間
冊
そ

(5)

所在地：

子
の

他

冊子名：
入手方法：
アドレス：

指定年度等

指定地球温暖化対策事業所

2009

年度

特定地球温暖化対策事業所

2009

年度

２

事業所の使用開始年月日

1963 年

8月

1日

地球温暖化の対策の推進に関する基本方針

オリンパスグループは、経営理念に掲げている「世界の人々の健康と安心、心の豊かさの実現」をすべての活動の基本思想としています。
当社はこの基本思想のもと、人々の安全・健康とそれを支える自然のいとなみを尊重し、製品・サービス、あらゆる事業活動において環境との調和と、経済を両立した取り組みを通じて、持続的発展が可能な社会と健全な環境の実現に貢献します。
1. 全員参加
従業員一人ひとりが環境活動に対する理解を深め、地域特性を考慮した環境活動に全員参加で取り組みます。
2. 環境経営の推進
グローバルでの体制と仕組みを維持し、環境活動を継続的に改善します。
3. 法規制・社会規範の遵守
環境に関する法令、ステークホルダーとの合意事項や自主基準を確実に遵守します。
4. 環境負荷の低減
汚染 予防 持続的な資源

３

利用

気候変動

緩和と適応

生物多様性

保護と

た環境課題

解決に向け

製品

サ

ビ

事業活

地球温暖化の対策の推進体制

203

４ 温室効果ガス排出量の削減目標（自動車に係るものを除く。）(1) 現在の削減計画期間の削減目標
計 画
期 間

2020

年度から

特
効

温
ガ

定
果

2024

年度まで

設備の効率的運転およびこまめな省エネ活動を実施する。また、エネルギー部会の各部門推進委員を巻込んで日々の運用実施することにより、削減義務（27％）以上の削減を目指す。

室
ス

削 減
目 標

特定温室効果ガ ス 以 外 の
温室効果ガス
削 減
義 務
の
概 要

(2)

基 準 排 出 量

14,159ｔ（二酸化炭素
換算）/年

削減義務
率の区分

Ⅰ－１

排 出 上 限 量51,685ｔ（二酸化炭素
換算）

平均削減
義 務 率

27%

(削減義務期間合計)

次の削減計画期間以降の削減目標

計 画
期 間

2025

年度から

特
効

温
ガ

定
果

2029

年度まで

設備の効率的運転およびこまめな省エネ活動を実施する。また、エネルギー部会の各部門推進委員を巻込んで日々の運用実施することにより、削減義務以上の削減を目指す。

室
ス

削 減
目 標

特定温室効果ガ ス 以 外 の
温室効果ガス

５

温室効果ガス排出量（自動車に係るものを除く。）(1)

温室効果ガス排出量の推移

特定温室効果ガス（エネルギー起源CO2 ）

そ
の
他
ガ
ス

(2)

2015 年度

2016 年度

2017 年度

2018 年度

2019 年度

8,319

9,113

9,298

9,200

9,176

38

37

37

35

40

8,357

9,150

9,335

9,235

9,216

非エネルギー起源
二酸化炭素（CO2 ）
メ
タ
ン
（
CH4
）
一 酸 化 二 窒 素（
N2O）
ﾊｲﾄﾞﾛﾌﾙｵﾛｶｰﾎﾞﾝ（
HFC）
ﾊﾟｰﾌﾙｵﾛｶｰﾎﾞﾝ（
PFC）
六ふっ化いおう（SF6）
三 ふ っ 化 窒 素（
NF3）
上 水 ・ 下 水合

単位：ｔ（二酸化炭素換算）

計

建物の延べ面積当たりの特定温室効果ガス年度排出量の状況

延 べ 面 積 当 た り
特 定 温 室 効 果 ガ ス
年
度
排
出 量

単位：kg（二酸化炭素換算）/㎡・年

2015 年度

2016 年度

2017 年度

2018 年度

2019 年度

88.8

97.3

99.3

98.2

98.0
204

６

総量削減義務に係る状況（特定地球温暖化対策事業所に該当する場合のみ記載）(1) 基準排出量の算定方法
過去の実績排出量の基準年度：（ 2002年度、2003年度、2004年度
平均値
排出標準原単位を用 い る 方 法
そ

の

他

(2)

基準排出量の変更

算定方法：（

(3)

更

年

度

2016 年度○

2017 年度

2018 年度

2018 年度

2019 年度

2019 年度○

削減義務率の区分
Ⅰ－１

削減義務率の区分(4)）

2015 年度

前削減計画期間

変）削減義務期間

2015

年度から

2019

年度まで

(5)

優良特定地球温暖化対策事業所の認定
2015 年度
2016 年度
特 に 優 れ た事業所への認定
極 め て 優 れ た
事業所への認定

(6)

決
定
及
び
予
定
の
量

2017 年度

年度ごとの状況

単位：ｔ（二酸化炭素換算）
2015 年度

2016 年度

2017 年度

2018 年度

2019 年度

削 減 義 務期 間 合 計基準排出量
(A)

11,374

13,23014,15914,15914,15967,081

削減義務率(B)

17.00%

17.00%

17.00%

17.00%

17.00%

排出上限量（C＝ΣA-D）

55,678

削減義務量

11,403(D ＝ Σ (A × B))

実
績

(7)

特定温室効果
ガス排出量(E)

8,319

9,113

9,298

9,200

9,176

45,106

排出削減量（F＝A - E）

3,055

4,117

4,861

4,959

4,983

21,975

前年度と比較したときの特定温室効果ガスの排出量に係る増減要因の分析
削

増

減

要

減

対

策

床 面 積 の 増 減

減

そ

用

途

変

更

因
設

具体的な増減要因

備

の

増

の

他

・7号棟の1階～4階までの蛍光灯をLED照明に変更(2019年12月～）
・実験増で動力用電気増・2号棟の厨房設備更新工事で上水、下水、電気、ガス減（2019年2月～3月）

205

７

温室効果ガス排出量の削減等の措置の計画及び実施状況（自動車に係るものを除く。）
対策の区分
対策
対 策 の 名 称実 施 時 期Ｎｏ 区 分
区 分 名 称番 号

備 考

【特定温室効果ガス排出量の削減の計画及び実施の状況】

1 130200 理加湿方式の変更

2015年度

電気蒸気発生器による、空調加湿から滴下式加湿器に変更（14台）7
号棟 169.7Kw×0.1稼働率×8ｈ×60日/日/1000×9.97×0.0258

2 140100 14_給湯設備の管理

給湯設備局所対応

2015年度

2号棟給湯設備局所対応。セントラル方式から局所方式に変更（シャワー室と厨房のみ） ガス 16,000㎥（32,000/2）

3 150200 15_照明設備の運用管理

照明器具更新2016年度

ＬＥＤ照明器具へ更新対象設備 ： 2号棟全館基本照明器具
1600台×50W×12h×240日＝230,400Kwh

4 150200 15_照明設備の運用管理

照明器具採用

2016年度

新設の6号棟の照明器具は、ＬＥＤを採用
1358台×68.2W×12h×240日=226,733Kwh

5 130300 13_換気設備の運転管理

サーバー室の12台の24時間運転の運転周波数変更

2018年度

2019.3より実施で実測で2,300kwh/月

6 150200 15_照明設備の運用管理

照明器具更新2019年度

7号棟の蛍光灯をLED照明に更新した。2020年1月より1,400kwh/月程削減

7 140100 14_給湯設備の管理

給湯設備局所対応

2019年度

1号棟給湯設備局所対応。セントラル方式から局所式に変更
2020.1より稼働。16t-CO2/年 削減を見込む。

2019年度

第6実験棟用ボイラー設置。配管からの放熱ロス削減を見込む。
2020.1より稼働。 267t-CO2/年 削減を見込む。

13_空気調和設備の効率管

32_ボイラー・工業炉・蒸8 329900 気系統・熱交換器等に係る セントラルから分離し、専用ボイラー設置
その他の削減対策

削減

9
10
11
12
13
14
15
16

206

７

温室効果ガス排出量の削減等の措置の計画及び実施状況（自動車に係るものを除く。）
対策の区分
対策
対 策 の 名 称実 施 時 期Ｎｏ 区 分
区 分 名 称
番 号

備 考

17
18
19
20
（再生可能エネルギーの設備導入及び利用の状況）

71
72
73
【その他ガス排出量の削減の計画及び実施の状況（その他ガス削減量を特定温室効果ガスの削減義務に充当する場合のみ記載）】

81
82
83
【排出量取引の計画及び実施の状況】

91
92
93

207

８

事業者として実施した対策の内容及び対策実施状況に関する自己評価（自動車に係るものを除く。）
従業員の環境に対する意識を向上させるため、以下に取組んでいます。
◆ 新入社員や、転入者に対する環境教育の実施◆ 環境に関するメールニュース(EHSニュース）の発信（12回/年）◆ 環境(節電)パトロールの実施（1月）

再エネの導入・利用に関する取組みについて： 今後検討

208

Status of Acquiring ISO14001 Certification in Olympus Group

Since 1998, the Olympus Group has acquired ISO14001 Certification at its main manufacturing facilities and at its distribution and sales subsidiaries on asite-by-site basis. We started a unified environmental management system for 12 subsidiaries in Japan and Asia in 2018, aiming to strengthen environmental
governance and improve environmental management efficiency, and obtained ISO14001 multi-site certification* in August 2020.
* Integrating multiple ISO 14001 certification at several sites into a single scope of certification.

ISO14001 Multisite Certification
ISO standard number: ISO14001:2015

Certificate number: JP19/071613

Company name: Olympus Group

Scope of registration: Medical business: Design, development, manufacture, sales and incidental services (repair, maintenance and customer
training) for gastrointestinal endoscopes, surgical endoscopes, endoscopic instruments, ultrasonicendoscopes and accessories

Science business: Design, development, manufacture, sales and incidental services (repair, maintenance and customer
training) for biological microscopes, industrial microscopes, industrial endoscopes, non-destructive
inspection equipment and accessories

Biomaterials: Design, development and manufacture of artificial bone, artificial skin and accessories

business

Sites/OfficeJapan

Date of Certification
Olympus Corporation

Olympus Medical Systems Corporation

Headquarters (Shinjuku) *1

August 2020

Sasazuka Facility *2

August 2020

Technology Research Center (Ishikawa)

March 2000

Technology Research Center (Utsugi)

March 2000

Technology Research Center (Takakura)

February 2018

Nagano Facility (Tatsuno)

February 1998

Nagano Facility (Ina)May 2014

Shirakawa Facility

October 1998

Technology Research Center (Ishikawa)

March 2000 *3

Technology Research Center (Utsugi)

March 2000 *3

Hinode Plant

July 1998

Nagano Olympus Co., Ltd.

February 1998

Aizu Olympus Co., Ltd.

October 1998

Shirakawa Olympus Co., Ltd.

October 1998

Aomori Olympus Co., Ltd.

November 1998

Olympus Terumo Biomaterials Corp.

Mishima Plant

August 2020

209

R&D Center
Olympus Logitex Co., Ltd.

Asia

Distribution Center in Sagamihara

November 2003

Olympus Medical Science Sales Corp.

March 2004

Olympus (GuangZhou) Industrial Co., Ltd.

October 2004

Olympus Trading (Shanghai) Limited

February 2012

Olympus Vietnam Co.,Ltd.

April 2013

*1 The scope of registration includes the EHS division for Olympus Group and headquarters, and its medical business management functions.
*2 The scope of registration includes the administrative functions at Sasazuka Facility in Tokyo and the customer support for the medical products.
*3 It had been included in the scope of the ISO 14001 certification of Olympus Corporation until March, 2020.

ISO14001 Certification
Sites/OfficeAmericas

Date of Certification
Olympus Surgical Technologies America National Service Center

December 2005

Olympus Scientific Solutions Americas Corp.

July 2010

Olympus Scientific Solutions Technologies Inc.

July 2010

Olympus NDT Canada Inc.

July 2010

Olympus Corporation of the America

September 2019

Center Valley Pennsylvania Regional Headquarters
Breinigsville Pennsylvania Distribution Center
Olympus Surgical Technologies America

September 2019

Bartlett Tennessee Manufacturing Facility
Brooklyn Park Minnesota Manufacturing Facility
Norwalk Ohio Manufacturing Facility
Olympus Respiratory America

September 2019

Redmond Washington Manufacturing Facility
Europe/Middle East

OceaniaOlympus Winter & Ibe GmbHMay 2001

KeyMed (Medical & Industrial Equipment) Ltd.

March 2002

KeyMed (Ireland) Ltd.

March 2002

Algram Group Ltd

January 2007

Medical Physics International Limited

October 2012

Olympus Iberia S.A.U.

September 2018

Olympus Australia Pty Ltd

August 2017

Olympus New Zealand Limited

August 2017

* For inquiries about certificates, please contact each company.

As of July, 2021

210

Green Procurement

Olympus published its approach to environmental activities as the Olympus Group Green Procurement Standard and distributed the Standard to all
suppliers. We also continuously improve the environmental initiative contents working together with our suppliers through surveys covering theirenvironmental management systems and activities.

Olympus Group Green Procurement Standard (Japanese, English, Simplified
Chinese)Green Procurement Standard Ver.6.0
Japanese (PDF: 176.2KB)
English (PDF: 143.2KB)
Simplified Chinese (PDF: 216.6KB)
Control of Chemical Substances Used in Products

211

Olympus Group

Green Procurement Standard

September 1, 2021

Ver. 6.0

212

Index
1. Introduction………………………………………… 2

2. Purpose………………………………………… 3

3. Scope of Application…………………………………………

3

4. Olympus Group Green Procurement Standard ……………………………………… 3
1) Selection of suppliers2) Mutual cooperation
5. Requests to Suppliers
5.1……………………………………………… 4

Management of Environment-related Substances
1) Compliance with Olympus Group Management Rule onenvironment-related substances
2) Maintenance of system for managing environment-related substances
3) Submission of data for environment-related substances

5.2 Compliance with Laws and Regulations Relating to Energy Conservation,
Resource Conservation and Recycling
5.3 Cooperation concerning reduction activities of CO2 emissions and water use
6. Contact for Enquiry on This Standard……………………………………………… 5

213

1.

Introduction
In Olympus Group, we established “Olympus Group Environment Policy” in August, 1992 (which

was revised in July, 2018) to clearly state the basic stance on environmental issues as a corporate
citizen, thus leading it to specific activities. This Environment Policy was then converted into theEnvironmental Health and Safety Policy in April 2021, by incorporating environmental health and safety
policies to comprehensively manage our EHS activities, and we have been promoting businessactivities considering the environment health and safety related issues.

＜Environmental Health and Safety Policy ＞
All our activities are based on our corporate philosophy, "Making people's lives healthier, safer andmore fulfilling." Following this philosophy, the Olympus Group respects people’s security and healthand the natural mechanisms that realize this. We will contribute to the realization of a sustainable
society by working to harmony with the environment and keep employees’ security and health.

1. Continual Improvement of Environmental Health and Safety Activities
We will maintain the environmental health and safety management system andmechanism on a global scale and monitor the progress of environmental healthand safety activities regularly so that we can continuously improve ourenvironmental health and safety performance.
2. Compliance with Laws, Regulations, and Social Norms
We will fully comply with the laws and regulations, agreements with our
stakeholders, and our voluntary standards in respect to the environment, healthand safety.
3. Reduction of Environmental Impact
Toward the solution of environmental issues, prevention of pollution, sustainable
resource use, climate change mitigation and adaptation, and protection of
biodiversity, we will reduce environmental impact through all business activities
from research, development, design, procurement, production, logistics, sales andrepair.
4. Keeping safety and health
We will keep a safe and hygienic work environment by taking measures to eliminate
and reduce safety and health risk factors based on the risk assessments.
5. Attributing Importance to Communication
We will ensure transparency and reliability in dispatch of information about
environmental safety and health activities, deepen mutual understanding with our
stakeholders, and promote activities for solving environmental safety and health214issues in cooperation with each other.
In recent years, the concern about the earth environment has become increasingly stronger. Withan aim of resolving the global environmental issues such as climate change, resource depletion,
control of environment-related substances, etc., we strengthened our environmental activities in the
total product life cycle from manufacturing of raw materials to parts production, product production,
distribution, use of products and further to disposal of products.
In order to reduce the environmental burdens in the total product life cycle in Olympus Group, it isindispensable to have understanding and cooperation of suppliers. We would like to contribute torealization of the society where sustainable development is possible by creating the products with
reduced environmental burdens together with suppliers, for which we rely on your cooperation.
Environment Health Safety, Global
Olympus Corporation
2. Purpose
This standard has been established to promote, in collaboration with environmentally conscious
suppliers, activities that use materials that have a minimal environmental impact in an effort topromote environmentally responsible production and to contribute to the creation of a sustainable
society3.

Scope of Application
This standard applies to green procurement activities by the Olympus Group withrespect toproduct-related materials. The following items are collectively referred to as product-relatedmaterials:(1) Raw materials, auxiliary materials, components and subassemblies to be used for the
manufacturing of products;(2) The products themselves, as well as their packaging materials and related accessories;(3) Dies, machinery, jigs and tools, which could cause environment-related substances to attach,travel, scatter or fall onto any of the items listed in (1) and (2) above;(4) Dies, machinery, jigs and tools for production which are exported from Japan to Europe; and,(5) Jigs and tools to be used for repairs and servicing.

4.

Olympus Group Green Procurement Standard
1) Selection of suppliers
In selecting suppliers, in addition to quality, price, delivery time, service, technical capabilities
and legislation/social norms, the transaction with suppliers who are working enthusiastically on
the following environment protection activities is given priority.

In this connection, we

recommend suppliers that the environment management system (EMS) such as ISO14001 is
obtained.

215

(1) Suppliers which have put in place environment protection policies and a control structurethat ensures the appropriate management thereof;(2) Suppliers which disseminate information and administer education on the topic ofenvironmental protection to employees;(3) Suppliers which have a good grasp of the applicable environment-related laws and regulationsof the countries and regions in which they do business;(4) Suppliers which have a quantitative grasp on their CO2 emissions and water use, and haverolled out actions to achieve reductions in them;(5) Suppliers which have a quantitative grasp on the amount of waste material they discard andhave rolled out actions to achieve reductions in this amount;(6) Suppliers which have established standards and rules for the management of chemical
substances in line with the Olympus Group Control Rules for Environment-related Substances
Used in Product and the relevant national laws and regulations, and have a management
system in place to maintain these standards and rules.
2) Mutual cooperation
In Olympus Group, while we request suppliers to comply with the green procurement standard,
we will also take actions which will bring advantages to both by supporting suppliers uponrequest and strengthening mutual cooperation.

5.

Requests to Suppliers
In Olympus Group, we ask suppliers to approach the following issues to observe the green

procurement standard.
5.1 Management of Environment-related Substances
1) Compliance with the Olympus Group Control Rules for Environment-related Substances Used in
Product
We would like to ask suppliers to observe the management standard of environment-related
substances as specified in the Olympus Group Control Rules for Environment-related
Substances Used in Product distributed separately.
2) Maintenance of system for managing environment-related substances
To ensure suppliers’ compliance with the Management Rule on Environment-related
Substances in Products, suppliers are kindly requested to implement a mechanism for anenvironment-related chemical substance management structure, as set forth in JIS Z7201
Management of Chemical Substances in Products – Principles and Guidelines.
3) Submission of data for environment-related substances
In Olympus Group, we are asking suppliers to provide the information on use/non-use ofenvironment-related substances and its content, Certificate of Non-Use, etc., to ensure that the
procured items conform to the Olympus Group Control Rules for Environment-related
Substances Used in Product. As details will be given from our contact window, submission

216within the time limit is cordially requested.
5.2 Compliance with Laws and Regulations Relating to Energy Conservation, Resource Conservation
and Recycling
Olympus asks for its suppliers’ cooperation in reducing environmental impacts through their fullcompliance with the laws and regulations relating to energy and resource conservation andrecycling, in addition to the requests made by Olympus.
5.3 Cooperation concerning reduction activities of CO2 emissions and water use
We in Olympus Group would like to strive for reducing CO2 emission and water use in the totallife cycle of products together with suppliers with an aim of realizing the society where sustainable
development is possible. As we may ask for survey etc. to grasp the volume of CO2 emission andwater use, please cooperate with us in such a case.

6. Contact for Enquiry on This Standard
Please contact the department in charge of distributing this standard.

217

Human Rights Policy

At Olympus Group (hereinafter referred to as "Olympus"), we define "Our Purpose" as "Making people's lives healthier, safer and more fulfilling." In order toachieve this, we seek to build this Purpose into all of our activities. This commitment is one that extends to all of our employees, and we encourage our thirdparties and whoever engages in activities on our behalf and whose services or products we use, including our suppliers and our clients and users of our
products and services, to abide by the same commitment as well. We believe that we need to be ever conscious of this commitment and to be transparent
about our efforts.
Since people's understanding and sense of values in relation to human rights and social norms evolve as society develops and changes, we seek tounderstand and adapt our activities as needed. We will continue to support the well-being of the people around the world through our business and otherpursuits, continuously working to identify, prevent, mitigate and account for how we address any adverse human rights risks and impacts in our activities,
including in our supply chains, and to adapt ourselves appropriately to the evolution of standards and norms.

Olympus commitment to respect Human Rights
Olympus established a set of five core values* which shall guide us in "Making people's lives healthier, safer and more fulfilling." Known as "Our Core
Values," these values are shared and put into practice across the company. Among them, we consider the values of Integrity ("We are trustworthy and act ingood faith") and Empathy ("We care about all of our stakeholders") as integral to our company's responsibility to respect for human rights. We believe thatsharing and practicing these values at all levels of the company creates an environment of respect for human rights among all those associated with
Olympus.
* Integrity, Empathy, Long-term View, Agility, Unity
Olympus commits to respect all Human Rights and supports the following international human rights standards and promises unwavering respect for them inmanaging our group and daily business.
Universal Declaration of Human Rights
International Covenant on Civil and Political Rights
International Covenant on Economic, Social and Cultural Rights
ILO Declaration on Fundamental Principles and Rights at Work
United Nations Guiding Principles on Business and Human Rights
The Ten Principles of the UN Global Compact
OECD Guidelines for Multinational Enterprises
Olympus commits to proactively avoid causing or contributing to adverse human rights impacts and to address such impacts when they occur. The company
also strives to identify, prevent or mitigate adverse human rights impacts directly linked with our operations and business activities.
Guided by the United Nations Guiding Principles on Business and Human Rights, Olympus will establish human rights due diligence systems and processes
designed to support ongoing identification and monitoring of potential impact of our business activities on human rights and appropriately address any
identified challenges. We will seek guidance from stakeholders and experts to support continuous improvement in alignment with the expectations for global
companies.
Olympus commits to continually update its human rights approach, and to use due diligence and monitoring for continuous improvement.
As a global business and as stated in our Global Code of Conduct, we promise to observe the human rights laws and regulations of the countries/regions
where we operate, and where there are inconsistencies between the local and the international norms or where local laws and regulations may be lessstringent than international human rights standards, the international norms, where stronger, will be followed.

Scope of application
218

This policy is applicable to all officers, executives and employees of the Olympus Group.
Third-parties associated with Olympus are also expected to follow the policy. We seek their understanding and support, as well their help to improve it.

Assessing, avoiding and mitigating negative impacts on human rights
We will work to regularly assess potential impacts on human rights in all of our business activities, identify areas of concern and act appropriately to preventor mitigate them. We will create and execute a plan in line with due diligence procedures suggested in the United Nations Guiding Principles on Businessand Human Rights.

Remediation, correction and prevention
Should we become aware of a situation where we believe appropriate standards are not being met, we will work to provide appropriate remediation for thoseaffected, in line with the United Nations Guiding Principles on Business and Human Rights. We will also work to determine the cause of the problem and takeaction to support meaningful reforms.
Whistleblowing System

Raising awareness and promoting behavior that respects human rights
To promote recognition and respect of human rights and human well-being we will work to continuously encourage awareness and correct behavior by all
officers and employees of all of Olympus. We believe our corporate philosophy, consisting of Our Purpose and Our Core Values, provides a strong
foundation for understanding and practicing genuine support of human rights values.
Because we recognize that consistent understanding plays a pivotal role in this process and supports implementation of our commitments, we will regularly
provide education and communication to our employees as well as to our third-parties that will serve to assure that expectations are clearly understood byall.
Olympus Global Code of Conduct
Global Standards: What Olympus Expects of Third Parties

Stakeholder engagement and dialogue
We will regularly communicate with external organizations, and engage in meaningful consultation with potentially affected groups and other relevant
stakeholders or their representative organizations, as well as independent experts with knowledge of human rights risks globally to ensure that weunderstand rightsholders concerns and are aware of new trends and challenges so that we can anticipate and proactively address emergent risks that could
impact our business and third parties.

Information disclosure
We will periodically report on the results of our human rights risk mitigation efforts, through relevant channels such as our website.

219

Olympus Group Quality Policy

The Olympus Group will pursue value that is genuinely wanted by our customers, act with the utmost focus on quality and willsustainably deliver safe products and services that are useful to society.
To this end, the Olympus Group will continue to maintain and improve the effectiveness of its quality management system in full
conformance with regulatory requirements.

Guiding principles for ensuring the utmost focus on quality

1. Customer-centric approach
We will keep our customers and patients in mind, fully focus on their safety and need, and act in a sincere manner.
2. Ensuring compliance with laws, regulations and social norms
We will strive to fully and correctly understand and comply with all relevant laws, regulations and social norms, as this understanding andcompliance forms the foundation for the delivery of safe, reliable products and services to our customers and patients.
3. Constant quest for quality
We will never be content with the status quo when it comes to the quality of all relevant business processes, which will boost the safety and qualityof our products and services.
4. Appropriate communication
We will provide useful and accurate information in an appropriate manner to our customers and patients in order to ensure their safety and peace of
mind.

220

Supply Chain Policy of Olympus GroupAll activities of Olympus group (hereinafter referred to as Olympus) are based on our corporate philosophy, "Making people's lives healthier, safer
and more fulfilling". Following this philosophy, we contribute to the development of a sustainable society through our ESG (Environment, Society,and Governance) initiatives. Also, this document stipulates the way in which we will procure the materials and services necessary for our businessactivities.

1. Compliance with Laws, Regulations, Ethics and Social Norms
Olympus complies with applicable laws, regulations, ethics, and social norms (those concerning the respect for human rights including the prohibition of childlabor, forced labor, and anti-corruption). We take due care of labor environment, safety and health of workers, and Olympus carries out corporate activities ina sound and fair manner. We ask that suppliers of the materials and services do the same.
2. Promotion of Business Activities in consideration of the Environment
Olympus recognizes the importance of various environmental issues such as climatic changes, and establishes "Olympus Group Environmental Policy" and"Olympus Green Procurement Standard". In conducting its business activities, we endeavor to realize a human society that has a sound environment andthat is capable of sustainable development in consideration of the environment. We ask the suppliers to do the same.
3. Promotion of Fair and Impartial Trade:
Olympus opens its doors to current suppliers and future suppliers all over the world, and engages in fair and impartial trade in accordance with establishedpolicies and procedures.
4. Selection of Suppliers and Management System:
Olympus selects suppliers based on the key elements of a comprehensive decision process which are the management compliance with laws, regulations,ethics, and social norms, environmental considerations, quality & safety assurance and a stable supply, management stability, technical capabilities, securityof information, respect for the intellectual property of other parties, compliance with the designated delivery date and appropriate pricing. We also evaluate
periodically by management indexes, quality, price, and service, in addition accurately understanding of the importance and obeying compliance with thelaws, regulations, ethics and social norms that we added into our evaluation criteria definition.
5. Reinforcement of Partnership with Suppliers
Olympus endeavors to establish and maintain a relationship of trust with our suppliers based on mutual understanding.
6. Prohibition on Accepting Personal Interests:
Olympus prohibits its employees from accepting any improper personal gifts, benefits or entertainment from suppliers.

221

Request to Suppliers

Olympus utilises various materials and services necessary for its production activities from corporations in many countries and regions around the world. We
would like all suppliers to Olympus to note and follow the important points described below.

1. Compliance with Laws, Regulations, and Social Norms
Olympus aims to provide its customers with products that fully meet or exceed their expectations. In doing so, we discipline ourselves to comply with thelaws, regulations, and social norms of the countries and regions of the world in which we operate (specifically including laws, standards, or conventions
concerning the prohibition of forced labor and child labor, prohibition of discrimination based on unreasonable grounds, anti-corruption, laws regarding
appropriate wages and working hours, and maintenance of safe and clean working environments), carry out sound corporate activities and behave in amanner that is in accordance with laws, regulations, and social norms. As noted below, we would therefore expect our suppliers to do the same in thosecountries and regions where you operate and to execute the appropriate management necessary to comply with this requirement.

2. Health & Safety
Suppliers are asked to ensure health and safety in the workplace (including equipment and facilities), work to track industrial accidents and illness, build asystem and framework for emergency response, and properly manage the health of their employees.

3. Fair and Impartial Trade
Olympus opens its doors wide to suppliers who can develop mutual understanding and trust. We carry out fair and appropriate procurement activities basedon our policies and procedures disclosed to the suppliers. Suppliers are also requested to follow our policies and procedures.

4. Ensuring Quality and Safety, Delivery, Fair Pricing, and Stable Supply
Products, parts, and raw materials provided by our suppliers have an enormous impact on Olympus. Suppliers are asked to provide products, parts, and raw
materials that meet Olympus specifications and quality standards, while complying with delivery dates and providing fair prices.

5. Environmental Considerations
Olympus takes the protection of the global environment as one of its critical management tasks, and strives to contribute to the development of a sustainable
society by delivering environmentally conscious products to consumers. To this end, suppliers must manage the parts and raw materials that constitute our
products at their source, including in their procurement activities and production processes. We would like you to promote the following biodiversity and otherenvironmental protection activities so that together, we can create products that are not harmful to the global environment.

6. Ensuring Information Security and the Appropriate Protection of Information
With respect to trade with Olympus, suppliers can access and obtain Olympus' corporate information, such as its know-how or classified information, as wellas the classified or private information Olympus has on others. You are requested to strictly safeguard the information you have accessed through yourbusiness dealings with us to prevent any leak or disclosure to unauthorized personnel or outside parties. Suppliers are also asked to implement measures tocombat computer viruses, and to manage such measures so as to prevent causing harm either internally or to other companies.

222

7. Promoting Social Contributions
Companies must grow sustainably with society. To this end, we ask that our suppliers determine what is feasible for each of you, and be proactive in yourinitiatives to contribute to both the global and your local communities. These initiatives may involve contributions using your primary business ortechnologies, non-monetary contributions utilizing your facilities or personnel, monetary donations, and others.

8. Promoting CSR Activities Internally and Among Suppliers
We ask that our suppliers have a correct understanding of the importance of CSR, and work to promote CSR activities both internally and among your own
suppliers.
Request to Suppliers (English version) (PDF: 248.1KB)
Request to Suppliers (Chinese version) (PDF: 276.6KB)

223

Olympus Group

Request to Suppliers

224

１．
Compliancewith Laws,
Regulations,and Social
Norms

Olympus aims to provide its customers with products that fully meet or exceed their
expectations. In doing so, we discipline ourselves to comply with the laws, regulations,and social norms of the countries and regions of the world in which we operate(specifically including laws, standards, or conventions concerning the prohibition offorced labor and child labor, prohibition of discrimination based on unreasonablegrounds, anti-corruption, laws regarding appropriate wages and working hours, andmaintenance of safe and clean working environments), carry out sound corporate
activities and behave in a manner that is in accordance with laws, regulations, andsocial norms. As noted below, we would therefore expect our suppliers to do the samein those countries and regions where you operate and to execute the appropriate
management necessary to comply with this requirement.
1) Prohibition offorced labor- All employees shall be employed of their own free will, and no
employee shall be forced into labor.

2) Prohibition of
inhumanetreatment- The human rights of employees shall be respected, and cruel andinhumane treatment, including all forms of abuse and harassment
shall be prohibited.

3) Prohibition ofchild labor- Children below minimum working age shall not be employed, norshall children be forced into work which would impair theirdevelopment.
In general terms, child labor shall refer to employment of thosebelow the minimum working age as set forth under the terms andrecommendations of the International Labour Organization (ILO),
or that neglects to protect the welfare of young workers.

4) Prohibition of
discrimination- Suppliers shall work to eliminate discrimination in recruiting andhiring, and to achieve fairness in providing equal opportunity andtreatment.
Discrimination refers to establishing differences in opportunities
and treatment in hiring, promotion, compensation, training, andother areas based on other than legitimate factors such as anindividual’s abilities, suitability, performance, etc.

5) Adequate
wages- Employees shall be paid at least the legally mandated minimum
wage, and wages shall not be unfairly reduced.

6) Working hours- Employee working hours, holidays, and breaks shall beappropriately managed to ensure hours do not exceed legally
established limits.

7) Employee rightto organize- Employee right to organize shall be respected as a means ofenabling labor/management consultation regarding the working
environment, wage levels, and other issues.

8) Exclusion ofanti-social
forces- Suppliers shall work to exclude anti-social forces andorganizations that pose a threat to the order and security of civilsociety and sever all relations with such individuals and groups.

225

２．
Health & Safety

Suppliers are asked to ensure health and safety in the workplace (including
equipment and facilities), work to track industrial accidents and illness, build a systemand framework for emergency response, and properly manage the health of theiremployees.
1) Workplace
health andsafety- Assess risks associated with workplace safety, and ensure safety
through appropriate design, technology, and management
methods.
- Track exposure in the workplace to substances and chemicals
harmful to humans, as well as to unwanted noise, odors, etc., andtake appropriate steps to deal with same.

３．
Fair and
Impartial Trade

2) Equipment andmachinerysafetymeasures- Take appropriate safety measures for use of supplier’s own
equipment and machinery to prevent workplace accidents andhealth problems3) Industrial
accidents/
illness- Track the status of industrial accidents and illness, and takeappropriate steps to deal with same.

4) Emergency
response- To protect the safety of life and limb, prepare an emergency
response to all envisioned disasters, accidents, etc., and ensure
they are thoroughly communicated in the workplace.

5) Concern for
physicallydemandinglabor- Identify physically demanding tasks (to include, in addition to
heavy labor, repetitive or continuous tasks carried out over a long
period of time, such as assembly work, data entry, etc.), andmanage same appropriately to ensure they do not lead toindustrial accidents and/or illness.

6) Facility healthand safety- Ensure an appropriate level of health and safety in facilities
provided for employees (including dormitories, cafeterias, toilets,etc.).

7) Management of
employeehealth- Provide appropriate health management for all employees,
including medical examinations, disease prevention, and mental
health care.

Olympus opens its doors wide to suppliers who can develop mutual understanding andtrust. We carry out fair and appropriate procurement activities based on our policies andprocedures disclosed to the suppliers. Suppliers are also requested to follow our policies
and procedures.
1) Prohibition ofcorruption andbribery- Suppliers shall maintain constructive, legitimate relationships with
politics and government, and shall not engage in bribery, illegal
political donations, or other such acts.

2) Prohibition of
abuse ofdominant
bargaining
position- Suppliers shall not penalize their own suppliers through abuse of
a dominant bargaining position.
Abuse of a dominant bargaining position refers to use of one’s
position as a purchaser or consignor to unilaterally decide or alter
the terms of transactions with suppliers, etc., or to place on them
unreasonable demands or obligations.

2263) Prohibition
against making
or accepting
illegal payoffs- Suppliers shall neither make nor accept illegal payoffs in theirrelationships with stakeholders.

4) Prohibition of
anticompetitive
behavior- Suppliers shall not act in ways that interfere with fair, transparent,
and free competition.

Making or accepting illegal payoffs refers to giving or receivingfrom customers gifts, prizes, monetary awards, etc. beyond what
is allowed by law, or providing or accepting monetary gifts orentertainment beyond social convention, or other acts of venality.

Acts that interfere with competition refer to agreements between
competitors regarding prices, volumes, sales territories, etc.
(cartels), working with other bidders to decide the winning bidder
or price in a bid (collusive bidding), and other such acts.
5) Provision of
accurate
product/service
information- Suppliers shall provide consumers, customers, and others withaccurate information about their products and services.

6) Respect for
intellectual
property- Suppliers shall respect the intellectual property of others, andshall not misuse or infringe on same.

7) Appropriate
export controls- Suppliers shall have a clear structure for controlling the export oftechnologies and goods regulated by law, and shall carry out
appropriate export procedures regarding same.

8) Information
disclosure- Regardless of whether or not such disclosure is required by law,
suppliers shall be proactive in providing and disclosing
information to stakeholders.
Information to be provided and disclosed to stakeholders refers to
descriptions of business activities, financial status, businessperformance, risk-related information (e.g. damage related to amajor disaster, incidents having a negative impact on theenvironment or society, discovery of significant violations of thelaw, etc.).

9) Prevention andearly detectionof illegal
behavior- Suppliers shall act to prevent illegal behavior, and have in place asystem for early detection of, and response to, such acts.

227

４．
Ensuring
Quality and
Safety, Delivery,
Fair Pricing,and Stable
SupplyProducts, parts, and raw materials provided by our suppliers have an enormous
impact on Olympus. Suppliers are asked to provide products, parts, and raw materials
that meet Olympus specifications and quality standards, while complying with delivery
dates and providing fair prices.
1) Ensuring
quality andsafety- Suppliers shall build and operate a quality management system,and to maintain and improve the quality of the products they
deliver to customers, shall comply with the safety standards of thecountries and regions in which they do business, to provide
products, parts, and raw materials that meet the required
specifications and quality standards.
- Suppliers who design their own products shall ensure those
products meet the safety standards prescribed by the laws, etc. ofeach country.
A quality management system refers to an overall management
framework for promoting quality assurance activities, and includes
organizational structures, systematic activities, division of
responsibility, practices, procedures, processes, and corporate
resources. Quality assurance activities, in this context, refers to
the creation of quality-related policies, the implementation of
measures in accordance with those policies, and theirachievement, reevaluation, and maintenance. In practice, thismeans running quality assurance through a PDCA cycle to ensure
continuous improvement.

2) Ensuring
on-timedelivery andstable supply- To enhance their responsiveness to change, suppliers shall work
to appropriately manage delivery schedules through a close
exchange of information with Olympus, and having in place a
flexible supply structure.
- Suppliers shall establish and disclose a business continuity plan
(BCP), and even in times of disaster, shall work to continue
business while placing first priority on saving lives.

3) Ensuring fairpricing- To ensure customers are happy with product prices, as well,
suppliers shall provide products, parts, and raw materials which
are highly competitively priced, and shall maintain efforts to keep
prices low.
- To maintain a continuing relationship, it is essential that theparties involved have a healthy, stable management base, and tothat end, suppliers shall disclose their management policies andbusiness conditions (including financial status).

５.
Environmental
Considerations

Olympus takes the protection of the global environment as one of its critical managementtasks, and strives to contribute to the development of a sustainable society by delivering
environmentally conscious products to consumers. To this end, suppliers must manage
the parts and raw materials that constitute our products at their source, including in theirprocurement activities and production processes. We would like you to promote thefollowing biodiversity and other environmental protection activities so that together, we cancreate products that are not harmful to the global environment.
1) Control ofchemical
substances in
products- For all products, suppliers shall control those chemical
substances
designatedunder
OlympusGroupenvironment-related substance control standards and other laws
and regulations.

2282) Control ofchemical
substances inthemanufacturing
process- Suppliers shall control chemical substances in the manufacturing
process as designated under the laws and regulations of thecountry(ies) in which they are located.

3) Environmental
management
system- Suppliers shall build and operate an environmental management
system. (As described in “4. Requests to Suppliers” of Olympus Group
Green Procurement Standard:
http://www.olympus-global.com/en/corc/csr/environment/products/green-procurement/)

Environmental management systems refer to a generalmanagement framework for the promotion of environmental
activities, and includes organizational structures, systematic
activities, division of responsibility, practices, procedures,processes, and corporate resources. Environmental activities, inthis context, refers to the creation of environmental policies, theimplementation of measures in accordance with those policies,
and their achievement, reevaluation, and maintenance. In
practice, this means running environmental protection through a
PDCA cycle to ensure continuous improvement.
Examples of this would include the creation of an environmental
protection framework in compliance with ISO14001 or similar
environmental management systems, and promotion of external
certification.
4) Minimizing
environmental
impact- Suppliers shall abide by the laws and regulations of the countries
in which they are located with regards to waste water, sludge,
exhaust, noise, and odors, and, where necessary, shall makefurther improvements based on self-imposed standards.
- Suppliers shall respect the biodiversity guidelines of the countries
in which they are located, and shall work to minimize their impact
on biodiversity.

5) Environmental
permits/
government
approvals- When so required, suppliers shall obtain government approvals inaccordance with the laws and regulations of the countries inwhich they are located, and shall submit all management reports
to government as requested.

6) Efficient use ofresources andenergy (the3Rs)

- Suppliers shall establish their own goals for resource and energy
conservation, and shall work toward the continuous efficient useof resources and energy.

7) Reduction ofgreenhousegas emissions- Suppliers shall establish their own goals for the reduction ofgreenhouse gases, and shall work toward their continuous
reduction.

8) Waste
reduction- Suppliers shall establish their own goals for the reduction of waste
products, and shall work toward their continuous reduction.

2299) Disclosure ofenvironmental
protection
activities.

６.
Ensuring
Information
Security andthe Appropriate
Protection ofInformation- Suppliers shall disclose, as needed, the results of theirbiodiversity and other environmental activities.
- To regularly compile results, suppliers shall designate andorganization and individual(s) responsible for environmental
protection activities, and shall maintain a regular record ofmanagement indicators, level of attainment of goals, and otherimportant environment-related items.

With respect to trade with Olympus, suppliers can access and obtain Olympus' corporate
information, such as its know-how or classified information, as well as the classified or
private information Olympus has on others. You are requested to strictly safeguard theinformation you have accessed through your business dealings with us to prevent any leakor disclosure to unauthorized personnel or outside parties.
Suppliers are also asked to implement measures to combat computer viruses, and to
manage such measures so as to prevent causing harm either internally or to othercompanies.
1) Preventing
leaks of private
information- Suppliers shall appropriately manage and protect the private
information of their customers, third parties, and their own
employees.
Appropriate management refers to building and operating an
overall system for managing private information, including thecreation of rules and policies to be followed by employees, as wellas the planning, implementation, supervision, and reevaluation of
measures in accordance with those rules and policies.
Appropriate protection refers to protecting private information frombeing illegally or wrongfully obtained, used, disclosed, or leaked.

2) Defending
againstcomputer
network threats- Suppliers shall undertake defensive measures against computer
network threats, and shall manage such measures so as toprevent harm either internally or to other parties.

3) Preventing
leaks ofconfidential
information ofcustomer andother third
parties- Suppliers shall appropriately manage and protect confidential
information received from customers and other third parties.
Appropriate management refers to building and operating an
overall system for managing confidential information, including thecreation of rules and policies to be followed by employees, as wellas the planning, implementation, supervision, and reevaluation of
measures in accordance with those rules and policies.
Appropriate protection refers to protecting confidential informationfrom being illegally or wrongfully obtained, used, disclosed, or
leaked.

７．
PromotingSocialContributions

Companies must grow sustainably with society. To this end, we ask that our suppliers
determine what is feasible for each of you, and be proactive in your initiatives tocontribute to both the global and your local communities. These initiatives may involve
contributions using your primary business or technologies, non-monetary contributions
utilizing your facilities or personnel, monetary donations, and others.

230

８．
Promoting CSR
Activities
Internally andAmong
Suppliers

We ask that our suppliers have a correct understanding of the importance of CSR,
and work to promote CSR activities both internally and among your own suppliers.
1) Promoting CSR
activities
internally- Suppliers shall build an overall framework encompassing theorganization, division of responsibilities, processes, etc. needed
for the promotion of CSR activities, and shall continuously
improve its CSR policies through a PDCA cycle of creation,
execution, achievement, reevaluation, and maintenance.

2) Promoting CSR
activities amongsuppliers- Internally, suppliers shall track the status of CSR activities among
their own suppliers, and shall work to spread and disseminate
CSR activities among suppliers by building a system anddesignating individuals responsible for educating them.

231General Employer Action Plan based on the Act on Promotion of
Women's Participation and Advancement in the Workplace

The Olympus Group believes that the active participation of diverse human resources is indispensable for the sustainable development of the company andtherefore promotes Work-Life Integration (WLI) to enable our employees to achieve the optimum balance.
Olympus Corporation recognizes promoting the advancement of women as a priority issue to achieve WLI and have created the following action plan.

1. Plan duration
April 1, 2019 to March 31, 2024.

2. Current status
The percentage of female managers is 2.4% as of the end of FY2019, which is low compared with the overall percentage of female full-time employees(approx. 14%).
The percentage of women among new graduate employees in FY2020 was 23.5%.
We provide management skills training programs and a mentor system to nurture female managers. We also provide leader training programs andmentoring for manager candidates.
It is difficult for female employees to find a female role model and design a career path as the number of female managers and opportunities to get toknow them are few.
The education and promotion of professionals and experts is insufficient.
In FY2018, the scope of workers eligible for teleworking was expanded from those in childcare to include those engaged in elderly care or nursing care.
Since then we have been expanding the trial for target employees in each business site.
To help female workers to return smoothly to work after childcare leave, we provide the means to view work-related information during their leave and a
return-to-work career design training programs.
Although we are promoting WLI awareness among managers, understanding and active utilization of the WLI schemes is still insufficient.
Despite difficulties in achieving WLI for sales personnel, there is no support system for female employees to remain in the job.

3. Approach
Based on an understanding of the current situation, we are adopting the following approaches in the education and promotion of
professionals/experts and managers.
Reinforce systematic education for female manager candidates.
Reinforce establishment of a working environment that enables a sound work-life balance.
Reinforce female employment.

4. Goals, concrete actions, and start date
Goal 1: Increase the number of female managers to twice that compared to FY2021 by the beginning of FY2025.
(Concrete actions and start date)
From April 2019.

232

Provide genderless manager training programs.
Educate managers on nurturing subordinates.
Introduce a mentor system with female managers as role models.
Provide training programs per job level for promoted employees incorporating their career path planning.
Goal 2: Reinforce the working environment to enable a sound work-life balance(Concrete actions and start date)
From April 2019.
Establish a scheme that enables work continuation during illness treatment (including fertility treatment and breast cancer).
Support smooth returning to work by opening childcare centers and providing a return-to-work briefing together with the employee's child.
Support returning to work through a partnership with a housekeeping agency.
Achieve WLI by making teleworking available to all employees and introducing hourly usage of annual leave.
Toward achieving WLI in the workplace, reform WLI awareness through training improvement and booklet renewal.
Offer financial assistance to obtain qualifications during childcare leave.
Introduce a half-day childcare leave system to enhance working opportunities while on childcare leave.
Goal 3: Increase the percentage of female new graduates to 25% or higher in our employment as of April 2024.
(Concrete actions and start date)
From April 2019.
Actively publish information on female employment and appoint a female employee as a recruiter to increase job applications from women.
Promote targeted recruitment of female students in the STEM field (where the ratio of female students is low) as the number of students from this field
hired by our company is high.
Introduce location-specific employment for sales personnel.

233

General Employer Action Plan based on the Act on Advancement of
Measures to Support Raising Next-Generation Children

The Olympus Group promotes Work-Life Integration (WLI), through which we aim to create a positive interaction between work and life that fulfills theaspirations of our employees.
As a company committed to the sustainable development of society, we value Nurturing the Next Generation, aiming to care for the children who will bear the
future and valuing their healthy growth.
Based on these ideas, Olympus Corporation will implement the following action plan to establish a working environment that enables our employees to fulfill
both their work and child caring commitments, exerting their capabilities to the full.

1. Plan duration
April 1, 2021 to March 31, 2024 (three years).

2. Plan details(1) Establish a working environment that supports balancing work and life for employees engaged inchildcare
Goal 1: Implement the WLI schemes and raise understanding of them to encourage usage of the schemes according to employees' life plansregardless of gender.
<Measures>
Introduce teleworking
Jointly with the labor union, introduce teleworking utilizing telecommunication devices at a permitted location other than the office. (From FY2022)
Introduce hourly-based leave
Allow employees to use their annual leave on an hourly basis to enable flexible and autonomous ways of working. (From FY2022)
Introduce options for taking summer holidays
Promote autonomous and flexible working according to the individual employee's life plans. (From FY2022)
Consider a support system during and after childcare leave
Consider a career development system for employees engaged in childcare by supporting career progress during childcare leave and offering ahousekeeping service after they return to work. (From FY2022)
Introduce a personnel evaluation system that takes account of diverse working styles
To expand the working opportunities of employees who have to work during limited hours or locations due to child or elderly care etc., we areconsidering widening the scope of the personnel evaluation system, currently in use for assessing employees in the job classification system. (FromFY2022)(2) Revise working styles and diversify the working environment and culture
Goal 2: Implement measures to revise working styles as a part of WLI promotion.
<Measures>
Provide WLI information and training sessions for managers

234

Provide managers with continuing training programs on appropriate workplace management to support employees' balance between work and childor elderly care, as well as promoting understanding of the aims of WLI. (From FY2022)
Encourage men to participate in childcare
Create a corporate culture in which male employees can freely participate in childcare and provide related information. (From FY2022)
Contracts with corporate childcare centers
Consider making contracts with corporate childcare centers (employer-sponsored childcare centers) operated by other companies. (From FY2022)
Provide information about the nurseries in Shirakawa Facility (opened in September 2018) and Hachioji Facility (opened in June 2020), to ensure
they are used effectively and support WLI. (From FY2022)

235

Promoting Work-Life Integration

Olympus has been promoting "Work-Life Integration" tohelp employees keep their work-life balance and generatework-life synergies, believing that they will
maximize theirabilities and proactively continue their careers even duringperiods when they need to take care of their children orother family members.

Support Systems and Measures
We have introduced work at home, reentry, task flex, and reduction of working hours systems as a way to give more support to employees who are taking
care of their children or other family members.

Use of the Work-Life Integration-Related Systems

FY2018FY2019FY2020Work at home system (persons)

282

595

828

Reentry system (persons)

4

0

4

Task flex system (persons)

1

0

0

Reduction of working hours system (persons)

254

250

246

FY2018FY2019FY2020

7th year of employment

250

204

130

20th year of employment

142

187

164

At the age of 55

185

206

224

Leave Systems and Leave Utilization Situation

Refresh Leave

7th year of employment

Paid holidays: 5 days
Bonus: 55,000 yen

20th year of employment

Paid holidays: 10 days
Bonus: 330,000 yen

At the age of 55

Paid holidays: 5 days
Participation in the PLP Seminar

Utilization of Refresh Leave

Annual Paid Leave
236

No. of annual paid holidays (for full-time workers)

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

Consecutive leave promotion scheme (Creative Holi

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

Expired annual paid holiday saving scheme (Special

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

Sick Leave)

Utilization of Annual Paid Leave

FY2018FY2019FY2020

Average days available

19.8

19.2

19.7

Average days used

13.0

10.8

10.9

Utilization ratio (%)

65.4

56.3

55.6

Leaves of Absence for Voluntary Activities
Number of people used since 1995: 6 persons

Utilization of Childcare & Family Care Leave and Leaves of Absence

FY2018FY2019FY2020

Number of employees taking maternity leave

134

131

156

Subtotal: Males

8

13

23

Number of employees taking leaves of absence for f

3

4

4

amily care

237

Corporate Citizenship Policy

At the Olympus Group (hereinafter, "Olympus"), our corporate activity is based on Olympus' corporate philosophy and the Olympus Global Code of Conduct.
Olympus implements appropriate corporate citizenship activities as a leading global medtech company, while taking a long-term view in an effort to achieve
Our Purpose of "Making people's lives healthier, safer and more fulfilling."
Olympus is committed to fulfilling its responsibilities to society and its stakeholders by proactively carrying out the activities that benefit global and local
communities.

1. Three Priority Areas
As a leading global medtech company, Olympus conducts its citizenship activities in healthcare. In an effort to leverage the spirit of monozukuri (excellencein manufacturing fostered by Olympus for over a century), our activities also focus on fostering scientific and technological progress, as well as
environmental sustainability. These three areas have been selected as priorities in which our corporate citizenship activities will be rolled out globally.
"Healthcare": An area in which we can take advantage of the insights we have gained from our Medical business"Science and Technology": An area in which we can take advantage of the insights we have gained from our Scientific Solutions business"Environment": Activities that future generations would be able to enjoy a rich natural environment
In addition to the priority areas listed above, we are engaging in humanitarian and charitable activities to nourish the world, to combat poverty, emergency
disaster relief assistance as well as local community involvement programs.

2. Approach to Activities(1) Respect for local cultures and customs
While society expects a multinational company like Olympus to take action to address shared challenges on the globe, we still need to respect local culturesand customs and take into account local needs when launching local voluntary activities.

(2) Meaningful partnership238

We work in partnership with NGOs, NPOs, local and national governments and international organizations, etc., as appropriate for each area of activity, toachieve greater speed and efficiency in addressing social issues. We utilize the findings, experiences, know-how that we gain in order to improve our future
actions, which leads to our continuous growth.

(3) Developing the next generation of leaders
We foster people who will support the sustainable growth of society in the future by imparting the insight and know-how we have gained during our corporate
activity over the past century to future leaders through providing learning opportunities and conducting awareness-raising activities.

(4) Enhancing employee participation
Olympus believes that its employees should become more connected with the world around them through volunteer activities, which not only have positiveeffects on society, but also help employees broaden their horizons and improve their sensitivity. Olympus encourages its employees to get involved in societyon their own initiative by providing them with opportunities to volunteer.

3. Information Disclosure
To fulfill our responsibilities to society and our stakeholders, we proactively disclose information on the corporate citizenship activities we have implemented
in the past in a timely and appropriate manner.

4. Continuous Improvement
By reflecting on the outcomes of past corporate citizenship activities and listening to feedback from society and our stakeholders, we will strive to improve
our activities.

239

Charitable Donations and Grants Policy

Based on our corporate philosophy of "Making people's lives healthier, safer and more fulfilling" that provides the basis for all corporate activities, theOlympus Group (hereinafter, "Olympus") is committed to gain trust from society, in addition to creating social values through our business operations.
Through charitable donations and grants, we live up to our commitment and responsibility to address social issues.

1. Priority Areas and Activities
Our charitable donations and grants efforts are focused on following areas: "Medicine and Health", "Culture and the Arts", "Global Environment" and"Science and Technology". Also, our contributions shall be socially just and shall follow ethical norms.
1. Charitable Donations
We provide monetary aid and/or in-kind donations to philanthropic activities, and contribution activity for local community based on CSR for
humanitarian aid. Aid and donations provided for disaster relief will also be considered charitable donations.
2. Grants
We provide monetary aid and/or in-kind donations to education as well as research activities, conducted by organizations for public welfare, that relate
to four priority areas: "Medicine and Health", "Culture and the Arts", "Global Environment", and "Science and Technology".

2. Compliance with Legal Regulations and Social Norms
We will fully comply with both Japanese and non-Japanese law and industry guidelines in respect to charitable donations and grants.

3. Rules and Organizational Systems
We clearly separate charitable donations and grants from any Olympus commercial activities, and establish guidelines and operational structures to ensuretransparency.

4. Information Disclosure
We will fully comply with Japanese and non-Japanese law and industry guidelines, will assuredly record charitable donations and grants activities, and willcommit to disclose information in a timely and appropriate manner. Furthermore, through information disclosure and active communication, we will commit todeepen mutual understanding with stakeholders.

240

Charitable Donation Initiatives

Charitable Donations and Grants Policy
Monetary and In-kind Charitable Donations
Year

Monetary and In-kind Charitable Donations

Total Amount

FY201824

13,280,226 yen

FY201918

16,028,224 yen

FY202018

10,977,619 yen

FY2021

11

47,610,820 yen* Only Olympus is included in the data.

Charitable Donation Results
June 4, 2020

Olympus Increases Support for COVID-19 Measures to 100 Million Yen

July 21, 2020

Emergency Assistance for Children Impacted by the Spread of COVID-19 (COVID-19 Response)

241

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243

244

245

246

247

Because What We Do Matters:
Olympus Global Code of Conduct

What we do matters and how we act at work matters. Through these actions, we intend to maintain the trust of our stakeholders. Our Global Code of
Conduct explains our unwavering commitment to integrity, our passion for what we do, and our shared standard of excellence. Our Code is designed to help
put Our Purpose and Core Values into practice. It serves as our guide to ethical and responsible business conduct, along with local policies and procedures.

Global Code of Conduct
Our Code is available in the following languages here:简한국어 (PDF: 2.2MB)

Chinese (Simplified) | 中文（ 体） (PDF: 2.5MB)

Korean |Chinese (Traditional) | 中文（繁体） (PDF: 2.4MB)

Polish | Polskie (PDF: 2.1MB)

Czech | čeština (PDF: 2.1MB)

Portuguese (Brazilian) | Português (Brasileiro) (PDF: 2.1MB)

English (PDF: 2.2MB)

Portuguese (European) | Português (Europeu) (PDF: 2.0MB)

French (Canadian) | Français (Canadien) (PDF: 2.1MB)

Russian | русский (PDF: 2.1MB)

French (European) | Français (Européen) (PDF: 2.1MB)

Spanish (European) | Espanol (Europeo) (PDF: 2.1MB)

German | Deutsch (PDF: 2.1MB)

Spanish (Mexican) | Espanol (Mexicano) (PDF: 2.1MB)

Italian | Italiano (PDF: 2.1MB)

Thai | ภาษาไทย (PDF: 2.2MB)

Japanese | 日本語 (PDF: 2.4MB)

Vietnamese | Tiếng việt nam (PDF: 2.2MB)

248

Whistleblowing System

Whistleblowing System
Olympus Corporation and all Olympus Group companies abide by the laws, regulations and ethics standards in each industry. In April 2019, Olympus
launched Global Whistleblowing Desk "Integrity Line" on top of current External Reception Desk and Internal Reception Desk. Please make use of these 3
reception desks when you get to know the inappropriate actions or questionable conducts.

Integrity Line (Global Operation Desk)
Integrity Line is operated by an independent company. This global desk is designed for all employees and Olympus business partners, who canreport in confidence. Anyone may report anonymously, except where specifically prohibited by local laws. Special technology incorporated in thesystem guarantees no traceability in both web reporting and telephone.
Operation time: 24 hours/day, 365 days/year

Web reporting: http://olympus.ethicspoint.com (multi-languages)

Telephone: free dial 0120-929-973 (select 1 for Japanese, select 2 for English or others)*Other dial numbers outside Japan can be found at Olympus regional homepages.

External Reception Desk (Independent law firm in Japan)
Operation time

: 9:30-17:30 of business day

Email: yohamabe@ybb.ne.jp

Telephone: 03-5272-8156 (switchboard)Fax: 03-5272-8163

Post: 1-1-7 Nishi-Waseda, Shinjuku-ku, 169-0051
Waseda Univ. Legal Clinic
Attention: Yoichiro Hamabe, Esq

Internal Reception Desk (OT Group Compliance Japan)
Operation time

: 8:45-17:30 of business day

Email: JP-Compliance-Helpline@olympus.com

249

Global Standards:
What Olympus Expects of Third Parties

These Global Standards ("Global Standards") have been designed to provide guidance to our third parties on the fundamental values, principles, andstandards of behavior which Olympus expects whenever a third party is engaged by or on behalf of the Olympus Group. We consider our third parties to be
our partners in business and we expect the same high standard of integrity from them that we expect from our employees and managers.
Third Party: A third party is any external company, organization or individual, not owned, controlled, or employed by an Olympus Group company that
Olympus has hired or intends to contract to provide goods or services or engage in business activities with or on behalf of an Olympus Group company.
The Global Standards are available through the following links:
Arabic (PDF: 7.4MB)

Korean |简한국어 (PDF: 7.4MB)

Chinese (Simplified) | 中文（ 体） (PDF: 3.9MB)

Polish | Polskie (PDF: 7.3MB)

Chinese (Traditional) | 中文（繁体） (PDF: 7.5MB)

Portuguese (Brazilian) | Português (Brasileiro) (PDF: 21.5MB)

Czech | čeština (PDF: 7.4MB)

Portuguese (European) | Português (Europeu) (PDF: 7.4MB)

English (PDF: 4.8MB)

Russian | русский (PDF: 7.4MB)

French (Canadian) | Français (Canadien) (PDF: 3.8MB)

Spanish (European) | Espanol (Europeo) (PDF: 7.3MB)

French (European) | Français (Européen) (PDF: 3.8MB)

Spanish (Mexican) | Espanol (Mexicano) (PDF: 7.3MB)

German | Deutsch (PDF: 7.3MB)

Thai | ภาษาไทย (PDF: 3.9MB)

Italian | Italiano (PDF: 3.8MB)

Vietnamese | Tiếng việt nam (PDF: 7.4MB)

Japanese | 日本語 (PDF: 7.5MB)

250

Olympus Group Tax Policy

Introduction
Our Corporate Philosophy and Global Code of Conduct set out the legal and ethical principles that we apply to our business and defines our relationships
with all of our stakeholders, which includes tax authorities. Our Corporate Philosophy, “Our Core Values”, includes Empathy and Integrity. We earn trust andempathy with patients, customers, healthcare professionals, authorities and the communities with integrity in all aspects of our operations, and “Our Core
Values” governs the way we operate our business.

Group Tax Policy
This Group Tax Policy outlines the principles of how Olympus people are expected to operate with respect to tax matters. The Policy is set out in detailbelow.

1. Compliance with laws, rules and regulations
Olympus is committed to observing all applicable tax laws, rules, regulations, and reporting and disclosure requirements, wherever there is a requirement todo so as a result of our business presence and transactions, in line with “Our Core Values”, “Integrity”, as described in the Corporate Philosophy and Global
Code of Conduct.
A dedicated tax function (Group Tax) collaborates with the Group’s businesses to provide advice and guidance necessary to ensure compliance, obtaining
external advice where necessary. There are clear management responsibilities, backed up by regular monitoring and review, carried out by members ofGroup Tax with the necessary experience and skill set and where necessary support is provided by external professional advisors.

2. Consistency with Group strategy
Tax decisions are made at all times in a manner which is consistent with and complements the Group’s overall business strategy. Key business decisions are
made cognisant of the tax consequences. Group Tax partners with the businesses to ensure there is consistency.

3. Governance, Assurance and Tax Risk Management
Responsibility and accountability for the Group’s tax affairs is clearly defined in accordance with a Tax Responsibility Matrix, and decisions are taken at an
appropriate level, determined by formal Group Delegation of Authority.
Diligent professional care and judgement are employed to assess tax risks in order to arrive at well-reasoned conclusions on how the risks should bemanaged. Olympus has a conservative approach to tax risks and seeks to mitigate tax risks as far as possible. Where there is uncertainty as to theapplication or interpretation of tax law, appropriate written advice evidencing the facts, risks and conclusions may be taken from third party advisers to
support the decision-making process.
In reviewing the risks of a tax action or decision, the following would be considered
The legal and fiduciary duties of directors,
The requirements of our Group compliance and ethics policies,
The maintenance of corporate reputation, having particular regard to the principles regarding the way we interact with the stakeholders around us,
embodied in the Group’s approach to the stakeholders as described in the Corporate Philosophy of Olympus, “Empathy”,
The tax benefits and impact on the Group’s reported result comparative to the potential financial costs involved, including the risk of penalties andinterest,

251

The wider consequences, as a double taxation where a specific income is taxed by multiple countries, of potential disagreement with tax authorities,
and any possible impact on relationships with them.
Group Tax employs various risk management processes and systems to provide assurance that the requirements of the Group Tax Policy are being met.
This includes compliance and risk monitoring systems and internal audit reviews of tax compliance activity across the Group.

4. Relationships with tax authorities
Olympus is committed to the principles of openness and transparency in its approach to dealing with tax authorities wherever we operate around the world.
Where there is uncertainty as to the application or interpretation of tax law, we secure certainty by consultation with advance information disclosure. All
dealings with the tax authorities and other relevant bodies are conducted in a collaborative, courteous and timely manner. The aim would be to strive forearly agreement on disputed matters, and to achieve certainty wherever possible.

5. Tax Planning
Olympus pays its fair share of taxes in the countries where it operates, and considers this a part of its contribution to community. Olympus does notundertake aggressive tax planning or artificial tax arrangements. Olympus maintains and follows a transfer pricing policy that is based on OECD Transfer
Pricing Guidelines and the Base Erosion and Profit Shifting (“BEPS”) Action Plan which is the international framework to prevent cross-border tax avoidance
activities. In particular, Olympus adhere to the principle that profits should accrue where economic value is created and that tax follows business reality andis underpinned by business substance.

6. Incentives and reliefs
Olympus believes that it should pay the amounts of tax legally due in any territory. There will, however, be circumstances where this amount may not beclearly defined, or where alternative approaches may result in differing tax outcomes. The Group uses its best judgement in determining the appropriate
course of action, using available reliefs and incentives where possible for tax cost optimization.

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Olympus Group guidelines covering the prevention of bribery

The Olympus Group does business throughout the world and seeks to earn and maintain the respect and trust of all of our stakeholders - patients,
physicians, customers, governments and shareholders. Olympus expects that each and every one of our employees act in a manner that is
consistent with law, Olympus policies and our values. We also expect and require that third parties who act on Olympus' behalf operate in the samemanner.
Olympus has developed policies, procedures and training on key issues, such as the prevention of bribery and the support of fair competition to
help assure that we provide our employees with the tools to meet these expectations. We encourage all our employees to speak up and share any
concerns they might have. We will continue to hold ourselves to high standards but are always working to improve, so that we can meet or exceed
high expectations. The Guideline below summarizes our approach. We invite you to support these efforts, and let us know if we have areas in which
we can improve.
Olympus welcomes any reporting of concerns about unethical or unlawful conduct directly to Olympus Compliance Department, which can bereached directly via email at compliance@olympus.com. Company policy prohibits retaliation against any individual for reporting concerns to theabove mentioned email in good faith.
Eva Gardyan-Eisenlohr
Chief Compliance Officer
Olympus Corporation

1. Background
At Olympus, all our activities are based on our corporate philosophy of "Making people's lives healthier, safer and more fulfilling." Following this philosophy,
Olympus affirms its commitment to carrying out responsible actions underpinned by a strong sense of ethics, in addition to strict compliance with laws.
Olympus does not tolerate bribery for the purpose of obtaining illicit benefits or unfair business advantages. In addition, Olympus does not engage in any
actions that could be perceived as bribery of any of its business partners, including public officials.
As a signatory to the United Nations Global Compact, Olympus is significantly increasing its efforts to ensure that the Compact's ten principles, including the
introduction of practical anti-corruption measures, the protection of human rights, the elimination of unfair labour practices and the management ofenvironmental issues are met.

2. Objective
This guideline summarizes Olympus' approach to the prevention of bribery and corruption. We ask that you familiarize yourself with this approach, whichtakes into account various anti-bribery laws and regulations both in and outside of Japan, and conduct your business activities accordingly to ensure that all
actions that constitute or could be suspected to constitute bribery or corruption are prevented.
Please note that the anti-bribery laws and regulations referred to herein include the following statutes, international conventions, ministerial orders andregulations from both in and outside of Japan. As the laws of some non-Japanese jurisdictions, including those of the United States and the United Kingdom,
have extraterritorial ramifications, a number of Japan-based companies doing business globally are required to comply with them as well.
1. Japan: Unfair Competition Prevention Act (Article 18)
2. U.S.: Foreign Corrupt Practices Act (FCPA)
3. U.K.: UK Bribery Act 2010
4. Equivalent statutes that are based on or concern for the OECD Convention on Combating Bribery of Foreign Public Officials in International BusinessTransactions

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3. Olympus' Approach to the Prevention of Bribery and Corruption
Olympus has set forth internal rules applicable to its Group companies in order to ensure compliance with all anti-bribery laws and regulations.

Prohibition of any acts considered to be bribery with regards to:(1) Public Officials
The provision, acceptance or promises of and demands for money or other undue favours, and the proposal or authorization of the provision or acceptancethereof to or from public officials or any persons equivalent thereto ("Public Officials") with the intention of influencing their actions or decisions taken or madeas part of their duties for the purpose of obtaining illicit benefits are prohibited. Public Officials include domestic or foreign public officials, international publicorganizations, political parties and members thereof, candidates for any public office and all persons who are potentially regarded as public officials.

(2) Non "Public Officials"
The provision, acceptance or promises of and demands for money or other undue favours and proposals and the authorization of the provision or
acceptance thereof with the intention of influencing the recipient's actions or decisions for the purpose of obtaining illicit benefits are prohibited.

Prohibition of bribe acceptance
Money or other undue favours given with the intention of inappropriately influencing corporate or business decisions or business execution of Olympus are
not given, accepted, promised, demanded, proposed or authorized.

Definitions:Definition of Bribery
Bribery refers to the offering, giving, soliciting, or receiving of any item of value as a means of influencing the actions of an individual holding a public or legal
duty, in other words, the giving of something of value to someone with the intent of obtaining undue favourable treatment from the recipient.
Forms of Bribery
Money and other undue favours including all cash and cash equivalents, gifts, services, employment, loans, travel expense payments, food and beverages,
entertainment and hospitality, including invitations to athletic events, political and charitable contributions, subsidies, per diem allowances, sponsorships,
rewards and all other favours or forms of value given under any pretext that benefits the recipient. Note that money and other undue favours, however
negligible the amount may be considered bribes and are therefore regulated.
The indirect provision of money or other undue favours through your business partners, customers, agents and intermediaries ("Third Parties") is also
prohibited.
Public Officials"Public Officials" are, whether foreign or domestic, any government employee; a political candidate or party official; a representative of a governmentowned/majority-controlled organization; a representative carrying out public services; an employee of a public international organization. This term also
refers to immediate family members of the public official, such as spouse, dependent child, or dependent household member, of the above-mentioned
individuals.

4. Our Request to You:We at Olympus vigilantly enforce our anti-bribery policy. We hereby request that you develop a full understanding of the Olympus Approach to the Preventionof Bribery presented above and adhere to the same principles when dealing with Third Parties. To fully ensure that this objective is met, we ask you to takethe following steps when contracting or dealing with a Third Party in connection with the performance of your contractual obligations to Olympus.

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(1) Due diligence on Third Parties:
When contracting with your business partners, you are requested to conduct a preliminary review on your business partners to preclude any possibility ofbribes being exchanged or any similar acts to be committed through such Third Parties.

(2) Anti-bribery provisions in contracts:
Your contracts with Third Parties must include anti-bribery provisions in clauses addressing representations, record-keeping, the right to audit, record control
and maintenance, and contract termination, etc.

(3) In-house education:
Please educate all directors and employees of your organization about anti-bribery and corruption regulations to ensure that they will not commit any actionthat constitutes bribery or be suspected of giving or receiving bribes in any situation. In particular, your directors and employees should be aware that a
violation can lead to serious consequences for your organization, including termination of business contracts, fines, and even criminal or civil charges
pressed against the individuals responsible.

(4) Monitoring and audits:
We request that you keep track of the progress made in your efforts to prevent Third Parties from offering or accepting bribes and monitor the state ofcompliance by your organization with regard to your internal rules. Additionally, periodic audits must be conducted to verify the effectiveness andappropriateness of such efforts.

(5) Record keeping:
Please maintain accurate books and records for all your business transaction related to Olympus.
Established on April 1, 2015255

Disclosure Policy

Olympus’s corporate philosophy states “making people's lives healthier, safer and more fulfilling,” and serves as the fundamental idea for all its corporate
activities. To this end and in order to gain proper understanding and confidence of all the stakeholders, Olympus shall disclose its management policies,
business activities, non-financial and other corporate information in a fair, timely, appropriate and proactive manner.

1.Information Disclosure Standards
In disclosing its information, Olympus shall comply with the laws and the Financial Instruments Exchange rules, and shall disclose information in compliance
therewith. Olympus shall also proactively disclose those information which may have a material impact on its corporate value evaluation in accordance with
the Article 27-36 of the Financial Instruments and Exchange Act (so-called “Fair Disclosure Rules”) and the Internal Information Disclosure Criteria
regardless whether such disclosure is not required by the laws or the rules.

2.Method for Information Disclosure
Olympus shall disclosure information, as required by the Timely Disclosure Rules of the Tokyo Stock Exchange, will be disclosed through the Timely
Disclosure network (TDnet) of the Tokyo Stock Exchange in general. Such information will then immediately be posted on our website. Furthermore, any
information not required by the laws or the rules will be disclosed through a press release or via the website.

3.Handling of Undisclosed Material Information
If any non-public material information is disclosed only to certain third parties and is considered that may have a significant impact on the corporate value
evaluation of Olympus, Olympus shall immediately disclose such information.

4.Quiet Period
In order to prevent any divulgation of financial closing information, the period from the end date of financial closing until the date of announcement offinancial results shall be set as a "quiet period," during which officers and employees shall refrain from making comments or answering questions that relates
to financial results. Provided, however, the same shall not apply in the case where any event subject to Timely Disclosure occurs or if the actual financial
results materially diverges from the forecast, Olympus Shall disclosure such information as required by the Timely Disclosure Rules of the Tokyo Stock
Exchange.

Applicable Scope
The Information Disclosure Policy of Olympus is applicable to all Olympus group companies.

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The Ethics Committee

In conducting medical research targeting human beings, we check the ethical and scientific appropriateness of the research through the Ethics Committee,
which is composed of experts. To enhance the transparency of the Committee, we disclose its rules, membership list and the minutes of its meetings to the
public.

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Payments to Healthcare Professionals and Healthcare Organizations

Japan
Transparency Guidelines
Payments to Healthcare Professionals and Healthcare Organizations (Only in Japanese)
Visit here for inquiries related to our Transparency Guidelines.

Americas
Payments to Healthcare Professionals and Healthcare Organizations

258

Transparency Guidelines

Olympus Group "Transparency Guideline for the Relation between Corporate
Activities and Medical Institutions and Other Organizations"

1. Basic Policy
The Olympus Group hereby declares compliance with the statutory laws and regulations and pledges to uphold high ethical standards to assure that all
executive officers and employees observe "what is right" and behave responsibly.
Olympus is committed to complying with all laws, regulations and company policies, and we expect a similarly high standard of integrity from our employees,
managers, and our partners in business. We do not tolerate corruption or bribery in our company. To ensure that society at large is aware that we conduct
corporate activities in accordance with these ethical values in the context of our relationships with medical institutions, etc., Olympus has adopted theseguidelines and discloses information about payments to healthcare organizations, etc., in accordance with legal requirements, including the "Transparency
Guidelines for the Medical Device Industry and its Relationships with Medical Institutions and Other Organizations," as compiled by the Japan Federation of
Medical Devices Associations (JFMDA), of which is a corporate member.
* These guidelines apply to Olympus and its Japan subsidiaries that are members of the Japan Federation of Medical Devices Associations (JFMDA).

2. Scope of Application

Olympus
Olympus and its Japan subsidiaries that are members of the Japan Federation of Medical Devices Associations (JFMDA)

Medical institutions and other organizations
Scientific societies, medical schools (their affiliated hospitals), hospitals and clinics, associations of paramedical staff, research institutes, research groups,
other facilities that provide medical care or conduct research, development or clinical trials, and healthcare professionals

3. Disclosure Methods
Related information for the previous fiscal year will be disclosed on the Olympus website.

4. Timing of Disclosure
Information about payments to healthcare organizations etc. in each fiscal year will be disclosed after the announcement of financial results for that fiscal
year.

5. Scope of Disclosure
The scope for information disclosure of the payment by Olympus to healthcare organizations and healthcare professionals covers in the categories ofresearch and development expenses, academic research grants, manuscript writing fees, etc., expenses related to information provision, and otherexpenses.
For more details on the "Scope of Disclosure" please visit the website of the Japan Federation of Medical Devices Associations (JFMDA)

259

Olympus Group Information Security Policy

All our activities are based on our corporate philosophy, "Making people's lives healthier, safer and more fulfilling". Following this philosophy, The Olympus
Group appropriately protects and manages all the information and our information systems we handle ("Information assets"), as well as customer informationon our products and services while making proactive use of them and will continuously review and improve these activities.

1. Compliance with Laws and Regulations
We will comply with the laws, regulations, and contractual duties related to information security in all countries and regions where we operate.

2. Management and Protection of Information
We will manage and protect the information assets (customer and internal) appropriately in our business activities. We will also implement measures toprevent the inappropriate use (e.g., violation of laws and regulations related information security) of these assets detrimental to Olympus and any acts thatmight decrease the value of the assets, such as falsification, destruction, leakage and abuse.

3. Establishment of an Information Security Organization Structure
To ensure the appropriate management and protection of our information security related the Olympus Group business, we will establish an information
security organization structure led by Chief Information Security Officer (CISO) and clarify the related responsibilities.
We will make effort to manage and establish information security under the global governance structure that should comprehensively covers Olympus every
regions and functions (product, IT, data protection, and so on) initiated by CISO, and fulfill accountability to our stakeholders.

4. Establishment of Rules
We will establish the in-house rules to clarify the measures to be implemented to ensure information security. We will also revise these rules, processes andcontrols continuously.

5. Education
We will increase information security awareness among all affiliates and provide them with necessary education and training on information security.

6. Emergency Responses
We will work to prevent information security-related incidents. If an information security incident occurs, we will make prompt responses to it and implement
measures to prevent the reoccurrence of similar problems.
We will implement countermeasures promptly, not to spread the impact of accidents, such as information sharing with authorities or information disclosure forcustomers.

260

Internal Control System

Basic Policy on the Internal Control System
Our basic policy on the internal control system is as follows:
Revised date : July 30, 2020 (PDF: 76.7KB)

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Basic Policy on the Internal Control System, ver. 17
All our activities are based on our corporate philosophy, "Making people's lives
healthier, safer and more fulfilling".
The Company, based on this basic concept, shall prepare and operate a framework
which ensures the effectiveness and efficiency of operations and appropriateness andreliability of financial reporting of the Company and its subsidiaries (hereinafter, “theOlympus Group”), and make continuous improvements.
1.

Framework to ensure the compliance by Executive Officers and employees of theCompany and Directors and employees of the its subsidiaries, in performance of
duties, to applicable laws and regulations as well as the Articles of Incorporation(1)
In order to ensure a system in which Executive Officers and employees of the
Olympus Group perform their duties in compliance with applicable laws andregulations as well as the Articles of Incorporation, the Company shall establish“Management Basic Policy”, basic policy the Board of Directors relies on whenthe Board supervises the execution of duties of Directors and Executive Officers.
Furthermore, it shall establish the Olympus Global Code of Conduct andinternal corporate regulations, based on the corporate philosophy, and shallinstill the policies and facilitate initiatives to raise awareness of compliance in
Olympus Group through continuing education and other measures.
(2)
The Company shall also establish a compliance promotion system by appointing
an officer in charge of compliance (“Chief Compliance Officer”) and establishinga function in charge of group-wide compliance. The function in charge of groupwide compliance shall be responsible for activities toward the improvement of
the group compliance system based on the Global Compliance Management
System. Furthermore, it shall continuously conduct education of employees andmeasures relating to assessment. It shall establish a global contact desk which
can be available 24 hours a day in multiple languages so that any employee andexternal stakeholders, when suspecting there is or may be a violation of laws
and regulations, etc., may make a report in addition to a local hotline contact
desk in each region(3)
The CEO shall be the person responsible for CSR at the Company, and shalldetermine the content, set objectives and conduct evaluations for CSR activities.
Furthermore, beginning with instilling a strong sense of ethics, the Company
shall drive initiatives to be in line with the Olympus Global Code of Conduct.
(4)
The Company shall set up an internal audit function reporting directly to theCEO. Based on the Internal Audit Charter, the internal audit function shallconduct audits to verify the effectiveness of the various processes for risk
management, control and governance. The internal audit function shall report
the results of internal audits to the CEO of the Company, and the Audit
Committee.
(5)
In order to ensure the fairness of operations of subsidiaries, the Company shalldispatch Directors and Audit Committee to major subsidiaries and request themto obtain the Company’s approval for significant matters of subsidiaries basedon the Job Authority Rules and any other related rules.
(6)
In order to ensure the appropriateness and reliability of financial reporting of
the Olympus Group, the Internal Audit function shall continue to conduct
improvement activities by regularly evaluating its efforts and operations toensure that control activities relating to financial reporting function effectively
under the internal control system.

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(7)

The Company shall be responsible for working with lawyers, the police andother parties to systematically stand firm against anti-social forces andorganizations which threaten societal order and safety. The Olympus Group
continuously shall conduct measures for excluding anti-social forces andprepare relevant rules and regulations in order to maintain its social
responsibility to exclude anti-social forces.

2.

Framework regarding the maintenance of records and management of informationin relation to performance of duties by Executive Officers of the Company(1)
Pursuant to laws and regulations and the internal rules on document
management, the Company shall maintain and manage documents or electronic
data.
(2)
Directors may access important documents such as the minutes of a meeting of
the Board of Directors and documentary approvals at any time based on theinternal rules on document management.

3.

Regulations and other framework relating to managing risks of loss of the Olympus
Group
(1)
The Company shall manage its business risks of the Olympus Group based ondue deliberations held at meetings of the Board of Directors and the Group
Executive Committee, among other meetings, and appropriate operation of theinternal approval procedure.
The Board of Directors shall determine basic management policy, mattersrelated to the internal control system, other important matters and importantmatters related to business execution, as well as deciding matters to delegate to
executive officers. Also, for important matters not decided by the Board of
Directors, executive officers shall make a decision, and make a report to theBoard of Directors.
(2)
The Company shall manage risks such as those relating to quality, productsafety, export control, information security, health and safety, the environmentand disasters by designating functions in charge, establishing internal
corporate regulations, working for preventive risk management as the Olympus
Group, and implementing education and training.
(3)
Based on the Internal Control Rules and other related rules, the Company shallprevent the emergence of serious risks resulting from the business activities of
the Olympus Group, and shall create, operate appropriately, and manage a risk
management system to minimize damage in the event of such risks emerging.
Moreover, pursuant to the Risk Management Operation Rules, each function in
charge in the Olympus Group shall be aware of risks and take preventative
measures, and the Company has a framework which enables prompt actions in
the event of an emergency. In the event of a violation of corporate ethics, or anearthquake, fire or accident, the function in charge shall make immediate
reports to the executive officers and relevant people. The final determination insuch circumstance shall be made by the CEO.

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4.

Framework to ensure the effective performance of duties by Executive Officers of
the Company and Directors of its subsidiaries(1)
The Board of Directors shall approve medium- and long-term Corporate
Strategic Plans in which the business objectives of the Olympus Group are set
forth, and action plans for these, which are called annual business plans. The
Board of Directors shall decide on other important matters, and delegate except
matters that should be resolved by the Board of Directors to executive officers
in order to enhance efficient and agile decision-making on the execution ofbusiness. In addition, the Board of Directors shall receive reports, at least oncea quarter, on business performance in order to evaluate the status of theCompany’s annual business plan, and supervise executive officers’ performanceof duties.
(2)
The Board of Directors shall determine the assignment of duties among the
Executive Officers. In addition, the Board of Directors shall receive, at least oncea quarter, reports on their duties as performed.
(3)
Based on the Job Authority Rules, Organization Rules, and other related rules,
the Board of Directors shall approve the responsibilities and authorities ofmajor job ranks. Based on internal corporate regulations including the internal
rules on approval procedures and organizational matters, the Board of Directors
shall approve the management organization and the separation of duties as wellas the responsibility and authority of each of the Representative Director, other
Operating Directors and Executive Officers, and receive reports from major
management organizations on their duties as performed.
(4)With the establishment of Treasury Control Framework, which regulate
financial policies as a base for financial operations of the Olympus Group, theCompany strengthens the governance of the Olympus Group from a financial
aspect, and oversees and manages funding, foreign exchange, and transactions
with financial institutions for the Olympus Group including the subsidiaries.

5.

Framework for reporting to the Company on matters concerning execution of duties
by the Directors and employees of the subsidiaries(1)
After the Company has clarified the management criteria of subsidiaries bymeans of the Affiliated Company Management Rules and other related rules,
the presidents of the regional headquarters shall conduct reviews of thesituation faced by management, and periodically report the results of thereviews to the president of the Company.
(2)
The Company shall ensure receiving reports as appropriate and in a timely
manner from the subsidiaries in accordance with the Global Consolidated
Accounting Control Framework to ensure that the Company will remain
accurately informed of financial position and results of operation of the Olympus
Group, and appropriately maintain and manage the consolidated accounting
policies.

6. Framework for matters related to employees whose assignment is to assist in theduties of Audit Committee of the Company, and matters related to the independenceof those employees from the executive officers of the Company, and matters related toensuring the effectiveness of instructions from Audit Committee of the Company tothose employees

264

The Company shall allocate a dedicated employee who will assist with the Audit
Committee’ duties. In addition, the Company shall set forth internal corporate
regulations to ensure independence from execution as stated below, and ensure
effectiveness of directions from the Audit Committee to such employees.
(1) While employees who have been assigned to assist in the duties of the Audit
Committee assist in those duties, directors (excluding Audit Committee
members), executive officers and employees, etc. shall not give them commands
or instructions.
(2) The appointment, dismissal, transfer, wage or personnel evaluation of employees
who are assisting the Audit Committee with their duties shall be decided only
after obtaining the approval of the Audit Committee.

7.

Framework regarding reports by Directors (except those who are members of the
Audit Committee), executive officers and employees of the Company to the Audit
Committee of the company, and reports by Directors and employees of thesubsidiaries of the Company or personnel who have received reports from them to
the Audit Committee of the Company(1) Directors (except those who are members of the Audit Committee), executive
officers and employees of the Company, as well as directors, Audit andSupervisory Board members and employees of subsidiaries shall promptly, andeither directly or via the relevant function, submit a report to the Audit
Committee of the Company in cases where it becomes known that there has
been a significant violation of laws or regulations or of the Articles ofIncorporation; or when it becomes known that there has been wrongdoing; orwhen it becomes known that there is risk of substantial harm to the Company.
In other cases where the Audit Committee requests a report from an executive
officer or employee, etc. of the Olympus Group, in accordance with laws andregulations, or Audit Committee Rules etc., the executive officer or employee inquestion shall promptly report to the Audit Committee.
(2) In case any material compliance issue arises in the Olympus Group, the Chief
Compliance Officer shall make reports on details and other matters to the Boardof Directors in accordance with the Compliance Management System Rule.
Reports on details of issues reported and results of investigations shall also bemade regularly to the Audit Committee.
(3)
The Internal Audit function of the Company shall regularly report the status ofinternal audit in the Olympus Group to the Audit Committee of the Company.
In addition, the Chief Compliance Officer shall report the status concerningcompliance to the Audit Committee regularly.

8.

Framework to ensure that any personnel who have made a report to the Audit
Committee of the Company will not be subjected to any unfair treatment due to thereport madeThe Company shall set forth internal corporate regulations and shall not impose any
unfair treatment (including de-facto measures such as restricting the personnel toengage in duties, or assigning the personnel solely to work on chores, in addition tomeasures of personnel affairs such as dismissal, demotion, pay cut and otherdisciplinary actions and disadvantageous transfer) to any personnel who have madea report on the grounds of having made a report to the Audit Committee.

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9.

Matters regarding procedures for advance payment of expenses incurred inconnection with execution of duties by the Audit Committee members of theCompany and their reimbursement, and treatment of other expenses or liabilities
incurred in connection with execution of the duties
The Company shall set forth internal corporate regulations. When an advancepayment or reimbursement of expenses is requested for execution of duties of Audit
Committee members, the Company shall promptly process disbursement except forsuch case that the expense is obviously deemed unnecessary for execution of duties
by Audit Committee members.

10. Other systems to ensure the effectiveness of audit by the Audit Committee of theCompany(1)
Directors, executive officers and employees of the Company and Directors andemployees of the subsidiaries shall ensure effectiveness of the audit bycooperating with the Audit Committee for investigations by interviews and onsite inspections.
(2)
The Company shall ensure that it provides the Audit Committee with
opportunities to sufficiently exchange opinions with Directors, Executive
Officers, Accounting Auditors and any other personnel necessary.
(3)
The Company shall ensure that the Audit Committee is permitted to have its
members attend important meetings, and that they have an opportunity to state
their opinion.
(4)
The Audit Committee and an internal audit function shall work closely, and the
Audit Committee are allowed to exercise authority to give instructions andmake commands to the internal audit function as necessary.
(5)
The Company shall ensure that it provides the Audit Committee with, upon
their request, opportunities of collaboration between the Audit Committee andAudit Committee of the subsidiaries and collecting information from employeesof the subsidiaries.

266

Olympus Group Risk Management and Crisis Response Policy

All our activities are based on our corporate philosophy, "Making people's lives healthier, safer and more fulfilling." Following this philosophy, the Olympus
Group will conduct global risk management activities to obviate and mitigate the risks that might prevent the achievement of its group management
objectives. In the event that a risk materializes, the Olympus Group will promptly and appropriately take actions to minimize any crisis and damage.

1. Basic Purpose
To secure the safety of customers, regional residents, officers, employees and their families
To keep the managerial resources intact and ensure the continuity of business
To improve the quality of business management and increase the corporate value

2. Action Guidelines
We respond to stakeholders' expectation by managing risks integrally on a company-wide basis, and through responses implemented with sufficientconsideration for social demand and/or change.
We incorporate risk management into our day-to-day global business activities.
We integrate risk management consciousness throughout our organizations and members, and continuously increase our risk response ability, throughglobal risk management activities.
We take prompt, responsible actions prioritizing human life and safety in case of emergency.

3. Establishment of a Risk Management System
We will establish a risk management system and a crisis response system, and clarify the related responsibilities in order to ensure conducting risk mitigation
activities and making appropriate management and responses in case of emergencies.

4. Establishment of Rules
We will establish the in-house rules to clarify the measures to be implemented, in order to ensure conducting appropriate risk mitigation activities and making
appropriate responses in case of emergencies.

5. Education
We will provide necessary education and training so that each organization and all personnel in the Group will be able to act appropriately in line with the
Action Guidelines to meet the Basic Purpose as described in this policy.

267

Global Privacy Notice

Effective Date: January 1, 2020
Last Updated: November 30, 2020

I. Introduction
Appropriately managing and safeguarding personal data is fundamental to Olympus Corporation and its family of companies’ (“We” or “Olympus”), corevalues and commitment to patients, healthcare professionals(“HCP”), external business partners, employees, and customers. This Privacy Notice explains
how we collect, use and share information, including your personal data, when it’s collected through this website and/or mobile application, linked products,
applications, services, websites, sub-sites, widgets, interactive features, forms, mobile site(s) and social media pages offered, owned, or operated by
Olympus (the “Site(s)”).
If we make changes to this Privacy Notice, we will notify you by revising the Effective Date above and, in some cases, we may provide you with more
prominent notice (such as sending you a notification or providing you with other disclosures within or in connection with the provision of the Sites). Your
access to and use of the Site(s) means you agree to the terms in this Privacy Notice. We encourage you to refer to this Privacy Notice periodically so thatyou understand our current privacy practices.

This Privacy Notice Explains:
I. Introduction
II. Who You Should Contact
III. Types Of Information We Collect And UseIV. Why We Collect And Use Information
V. Additional Ways We May Collect and Share Your Information
VI. How Long We Will Keep Your Personal Data
VII. Our Use Of Information Technology
VIII. Security
IX. International Transfers Of Personal Data
X. Promotional Emails
XI. Information Applicable To Residents Of the United States
XII. Personal Data Subject To European Privacy Laws
XIII. Personal Data Subject To Japanese Privacy Laws

II. Who You Should Contact
If you have any questions about this Privacy Notice, please contact us by using the following information:

Contact us within the Americas:
Attn: Data Protection
Olympus Corporation of the Americas
3500 Corporate Parkway Center Valley, PA 18034
DataProtection.Americas@olympus.com

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Contact us within Europe, Middle East and Africa:
Attn: Data Protection
Olympus Europa SE & CO. KG
Amsinckstraße 63 20097 Hamburg, Germany
DataProtection.EMEA@olympus.com

Contact us in Asia:
Attn: Data Protection
Olympus Corporation
Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chrome Shinjuku-ku, Tokyo 163-0914, Japan
Dataprotection_japan@ot.olympus.co.jp
Or, follow the instructions in the “contact us” section within the Site(s), if applicable.

III. Types Of Information We Collect And Use
Olympus collects certain information, including personal data, from you and about you. The term “personal data” means any information that identifies,
relates to, describes, is capable of being associated with, or could reasonably be linked, directly or indirectly, to a natural person (you). Olympus’ goal is tolimit the information we collect to the information needed to support our business. Not all categories may be collected about every individual.
Below is a summary of the categories of personal data we may collect, where we get it, why we collect it, and with whom we may share it:

Category of Personal
Data Collected

Source of Information

Purpose for Collection

Categories of Recipients

Identifying Information, such

From you, when you create a

Product and service fulfillment;

Our current or future parent

as salutation, first/last name,profile, place an order, registermarketing, promotions &company and corporate affiliates

address, telephone number,for an event, register a product,

advertising; internal operations;and subsidiaries; our service

email address, fax number,contact us for inquiries, enterand fraud prevention, security

providers, sub processors,

images posted by you, certificate

contests, request informationand compliance.

and/or consultants (such as

or license number, birth date,

about our products, to make atitle, and company name,general inquiry and/or make a

Information provided to Olympus

vendors, shipping and fulfilment

department and/or title

complaint.

trainers and/or sales andservice providers and/or third

marketing representatives isparty payment services); third

Olympus trainers and/or sales

used to communicate with you

party marketers; our businessand marketing representatives

on a one-to-one basis about ourpartners (including third parties

may ask your permission to enter

products, services, andthat provide products andyour information into theirpromotions that may be ofservices related to our business,customer book.

interest to you or fulfill orders at

such as contract-based

your requests.

distributors of Olympus

advertising and marketingproducts); and any other person
at your consent or direction
Login information, such asusernames and passwords used

From you

To enable you to access ourThis information is not sharedservicesoutside Olympus

to access your account269

Category of Personal
Data Collected

Source of Information

Purpose for Collection

Categories of Recipients

Payment Information, such as

From you. We collect this

Product and service fulfillment;

Our card processor stores all

credit card number, bank accountinformation when you makeinternal operations; fraud

credit card information. They

number and/or billing address

purchases.

prevention, and security andconduct the credit card

compliance; payment processing

transactions using commerciallyreasonable security precautions,controls, policies, andprocedures, consistent withgenerally accepted dataprocessing standards in thefinancial services industry. We
only store a record that thetransaction took place and theamount you paid in connection
with your account information.

Information you post in aMarketing, promotions &Our sites (we may display

public space on the Site(s),From youadvertising; and internal

information you post on reviews

such as comments, images (fromoperations

or comments with various social

Facebook, Instagram, etc.),

media platforms); our current or

blogs, reviews, ratings, etc.

future parent company andcorporate affiliates andsubsidiaries; our service
providers, sub processors,
and/or consultants (such as
advertising and marketing
vendors); third party marketers;
our business partners (including
third parties that provide
products and services related toour business, such as contractbased distributors of Olympus
products); and any other person
at your consent or direction

Event Information, such as

From you, when you sign up forMarketing, promotions &Our current or future parent

contact information, title,

our events and trainings

advertising; internal operations;company and corporate affiliates

and fraud prevention, security

and subsidiaries; our service

and complianceproviders, sub processors,

company and/or mailing address

and/or consultants (such as
advertising and marketing
vendors or shipping andfulfilment service providers); third
party marketers; our business
partners (including third parties
that provide products andservices related to our business,such as contract-based
distributors of Olympus
products); and any other person
at your consent or direction

270

Category of Personal
Data Collected

Source of Information

Purpose for Collection

Categories of Recipients

Demographic Information,

From you, when you create

Marketing, promotions &Our current or future parent

such as your age, gender and zip

profiles, participate in contests,

advertising; internal operations

company and corporate affiliatescode

sweepstakes, promotions,and subsidiaries; our service

surveys, etc.

providers, sub processors,
and/or consultants (such as
advertising and marketing
vendors); third party marketers;
our business partners (including
third parties that provide
products and services related toour business, such as contractbased distributors of Olympus
products); and any other person
at your consent or direction

Device Information, such as the

From you, automatically when

Product and service fulfillment;

Our current or future parent

type of device you use to accessyou visit the Site(s)marketing, promotions &company and corporate affiliates

the Site(s), your device

advertising; internal operations;and subsidiaries; our service

identification number, IP address

and fraud prevention, security

providers, sub processors,or mobile operating systemand complianceand/or consultants (such as
advertising and marketing
vendors, shipping and fulfilment
service providers and/or third
party payment services); third
party marketers; our business
partners (including third parties
that provide products andservices related to our business,such as contract-based
distributors of Olympus
products); and any other person
at your consent or direction

271

Category of Personal
Data Collected

Source of Information

Purpose for Collection

Categories of Recipients

Location information, such as

From you, automatically when

Product and service fulfillment;

Our current or future parent

the physical location of your

your device is set to provide

marketing, promotions &company and corporate affiliates

device based on, for example,

location information

advertising; internal operations;and subsidiaries; our service

satellite, cell phone tower or Wi-

fraud prevention, security andproviders, sub processors,

Fi signals

compliance; and to provide you

and/or consultants (such aswith personalized location-based

advertising and marketing

services and content

vendors, shipping and fulfilment
service providers and/or third
party payment services); third
party marketers; our business
partners (including third parties
that provide products andservices related to our business,such as contract-based
distributors of Olympus
products); and any other person
at your consent or direction.
We may also share your device’s
physical location, combined withinformation we collect, with ourmarketing partners to enable
them to provide you with more
personalized content and to
study the effectiveness ofadvertising campaigns. In someinstances, you may be permitted
to allow or deny such uses
and/or sharing of your device’s
location, but if you do, we and/or
our marketing partners may not
be able to provide you with theapplicable personalized services
and content.

Internet or Other Network

From you, as initiated by you or

Product and service fulfillment;

Our current or future parent

Activity Information, such as

automatically when you visit themarketing, promotions &company and corporate affiliates

your browsing history, searchSite(s), through the use of ouradvertising; internal operations;and subsidiaries; our service

history and other information

own and/or third-party

and fraud prevention, security

providers, sub processors,

regarding your interactions withtechnologies such as cookies

and complianceand/or consultants (such as

our Site(s) or advertisements

and mobile device identifiers asadvertising and marketing

further discussed in Section VII

vendors, shipping and fulfilment
service providers and/or third
party payment services); third
party marketers; our business
partners (including third parties
that provide products andservices related to our business,such as contract-based
distributors of Olympus
products); and any other person
at your consent or direction

272

Category of Personal

Source of Information

Data Collected

Purpose for Collection

Categories of Recipients

Browser or App Information,

From you, automatically when

Product and service fulfillment;

Our current or future parent

such as what site you came fromyou visit the Site(s)marketing, promotions &company and corporate affiliates

and what site you visit when you

advertising; internal operations;and subsidiaries; our service

leave the Site(s) or how often

and fraud prevention, security

providers, sub processors,

you use the app and where you

and complianceand/or consultants (such as

downloaded it

advertising and marketing
vendors, shipping and fulfilment
service providers and/or third
party payment services); third
party marketers; our business
partners (including third parties
that provide products andservices related to our business,such as contract-based
distributors of Olympus
products); and any other person
at your consent or direction

Other information you provide,

For quality assurance andOur current or future parent

such as recordings of calls when

From youoperational optimizationcompany and corporate affiliates

you call our customer service

purposes; product and service

and subsidiaries; our service

team or Technical Assistancefulfillment; marketing, promotions

providers, sub processors,

Center or when you contact us& advertising; internal

and/or consultants; our businessthrough one of our internet

operations; and fraud prevention,

partners (including third parties

marketing channels or via social

security and compliancethat provide products andmedia

services related to our business,such as contract-based
distributors of Olympus
products); and any other person
at your consent or direction

Legal information, such as

From you, the police, crime andTo protect you, other customers

Our current or future parent

fraud checks or flags raised

fraud prevention agencies,

and our business againstcompany and corporate affiliates

about your transactions, thepayment card providers, thecriminal activities and risks; ifand subsidiaries; our service

payment card you want to use,

public, regulators, and your andrequired by law, governmental

providers who help us with fraud

payment card refusals,

our professional advisors andrequest or court order or based

protection and credit risk

suspected crimes, complaints,

representatives

on our good faith belief that it isreduction; law enforcement andnecessary to conform or comply

other governmental authorities inwith such law, request or court

accordance with applicable law

claims and accidents

order or to protect the users of
our website or the public

IV. Why We Collect And Use Information
Below are examples of ways we use your information collected for product and service fulfillment; marketing, promotions, and advertising; internal
operations; fraud prevention, security and compliance; and payment processing, as referenced above:(a) Product and Service Fulfillment
To complete, fulfill, manage, and communicate with you about your transactions;
To establish and service your online profile/account on the Site(s);To provide you with customer service and alert you to product or shipping information;
To enable the provision of services, such as training events, repair of products, and other events or services;
To administer loyalty programs; andRespond to inquiries, requests, complaints, questions, comments.
(b) Marketing, Promotions & Advertising273

To deliver information about our products, services, and promotions (e.g., email, third-party sites or applications, and mobile devices);
To provide interactive features on the Site(s) (e.g. product ratings and reviews, comments, blogs, real-time offers and location-based offers);
To identify product preferences and shopping preferences (e.g. services and promotions of possible interest) and;To administer contests, sweepstakes, promotions, and surveys.
(c) Internal Operations
To improve the effectiveness of the Site(s), services, merchandise assortment, and customer service;
Quality control and training;
To confirm contractual requirements;
To conduct research and analytics related to our operations; andTo perform other logistics and operations activities as needed.
(d) Fraud Prevention, Security and Compliance
To protect our assets and prevent fraudulent transactions;
To validate credentials and authenticate customers, HCP’s and other users when logging into your online profile, and/or applications;
To protect the security and integrity of our services and our data; andTo assist law enforcement and respond to legal regulatory inquiries.
(e) Payment Processing
To process your payments and address your order inquiries and requests.
Olympus does not rent, lease, or otherwise sell your Personal Data.

V. Additional Ways We May Collect And Share Your Information
In addition to the methods enumerated above, Olympus may collect and share information, including your personal data, through the following methods:(a) Information From Other Sources
We may receive your updated shipping information from a third-party provider.
We engage with current and prospective customers through multiple internet marketing channels and social media services (e.g., Facebook, Instagram,
Twitter, Tiktok, Wechat, Weibo). If you contact us on one of our internet marketing channels, request customer service via social media or otherwise direct
us to communicate with you via social media, we may contact you via direct message or use other internal or social media tools to interact with you. In
these instances, your interactions with us are governed by this Privacy Notice as well as the privacy notice of the social media platform you use. If you
choose to access, link to, or log-in to our Sites or internet marketing channels or otherwise communicate with us through a third-party social media
service, you are granting us permission to access and use the information that you post or store on the applicable social media service in accordance withthe privacy notice of that service and the privacy settings that are applicable to your account, and to store the user name and password you use to log-in
to the applicable social media service. By accessing or logging into our Sites or internet marketing channels via a social media service, any information
you provide to us may also become accessible to that service, subject to that service’s privacy notice. For additional information and more details on how
you can manage the information provided to us by these social media services, please review the privacy settings applicable to your account with theapplicable social media service. We do not control, and are not responsible for, the privacy practices of such services. Please consult the privacy notice ofsuch services for additional information.
We may also share aggregated or anonymize information, which cannot reasonably be used to identify you.
We participate in consortiums to share information or match customer data. When shared, this information is de-identified or anonymized.
We may receive various types of information, including identification information, contact information, and transactional information, from our service
providers, vendors, and family of companies. We may combine the personal data and non-personal data collected online and offline, including informationcollected from third parties to provide you with advertisements we think you will find interesting.
(b) Business Transfers
Unless otherwise prohibited by law, if Olympus merges with, acquires or is acquired by another business entity, it may share your information with any
successors to all or part of its business. This may include an asset sale, corporate reorganization or other change of control. If Olympus or any of its

274subsidiaries sold to or are otherwise acquired by a third party, all Olympus’ data assets will become the property of the acquiring party. Such a party will
be subject to the consent(s), opt-outs or other customer conditions on data. A change in data ownership may or may not include a notice on the Site(s).
(c) Third Party Marketing
Unless prohibited by law, including the European Privacy laws, as defined in Section XII, we may share your information with third parties that provide
products or services we believe may interest you. These third parties may also share your information with others. These third parties may use yourinformation for their own marketing purposes or the marketing purposes of others. This may include the delivery of internet-based advertising.

VI. How Long We Will Keep Your Personal Data
We will retain your Personal Data only as long as necessary to provide you with the products, services and programs you request, our essential businesspurposes, such as maintaining the performance of the services and programs, making data-driven business decisions about new features and offerings,
complying with our legal obligations and resolving disputes. When we have no justifiable business need to process your Personal Data, we will either delete
or anonymize it.
The criteria, used to determine our retention periods include:
The length of time we have an ongoing relationship with you and provide services or programs to you (for example, for as long as you have aprofile/account with us or keep using the services/programs);
Whether there is a legal obligation to which we are subject; orWhether retention is advisable in light of our legal position (such as in regard to applicable statues of limitations, litigation or regulatory investigations).

VII. Our Use Of Information Technology
This section describes the various types of technologies we may use when you interact with our Site(s), and your choices regarding those technologies:(a) Cookies, Pixel Tags, and Flash Cookies
We collect certain information, including personal data, by automated means, using technologies such as cookies, pixel tags, browser analysis tools,
server logs, and web beacons. Cookies are small text files that websites send to your computer or other connected device to uniquely identify yourbrowser or to store information or settings in your browser. Cookies allow us to recognize when you return to the Site(s). They also help us provide acustomized experience and enable us to detect certain kinds of fraud. The types of technology used by Olympus may change over time as technology
evolves. Some of these technologies are essential for the provision of the Site(s), such as account access/authentication.
(b) Website Optimization Services
Olympus shares information with Google Analytics and other optimization services to understand and optimize website performance and enhance siteusability for users. These tools run in the background of our sites analyzing site usage information and then return reports to us through an encrypted
connection. They are required to maintain data securely and confidentially and are not permitted to share data collected with parties other than Olympus.
Credit card, passwords or other sensitive information is not collected through these optimization services. In addition, these services may associate andgroup session visits to our website from various browsers and devices. To learn more about Google Analytics, including options for opting out and/or
managing the ads you may see online please visit: www.google.com/policies/privacy/partners.
(c) Interest-Based or Online Behavioral Advertising
Olympus uses third-party advertising companies to serve interest-based advertisements. These companies compile information from various online
sources to match user profiles with ads we believe will be most relevant, interesting and timely based on that users profile.
(d) Social Network & New Tech Advertising Programs
Olympus has relationships with several social networks. These companies have specific interest-based ads programs that match people that haveshown an interest in Olympus through our Site(s) or other services within their profiles (such as on Facebook) and platforms (such as Facebook and
Google). This matching allows us to deliver relevant, interest-based ads on those companies’ networks.
(e) Do Not Track
Olympus does not currently recognize and process Do Not Track signals from different web browsers. For more information on Do Not Track please visit
http://www.allaboutdnt.org/.

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VIII. Security
Olympus is committed to maintaining appropriate organizational, technical, and physical controls to protect the personal data entrusted to us. These controls
protect personal data from anticipated threats and hazards as well as unauthorized access and use. Olympus will strive to provide security that is
proportional to the sensitivity of the personal data being protected, with the greatest effort being focused on protecting sensitive personal data, like financial
or medical data, that could result in substantial harm or inconvenience if it got into the wrong hands.

IX. International Transfers Of Personal DataYour information, including your personal data, will be submitted to servers managed by Olympus and/or its service providers/sub processor(s). By accessing
or using the Site(s) or otherwise providing information to us, you consent to the processing and transfer of information, including your personal data, to theEuropean Union, Japan, United States and/or any other location where the Olympus group operates which are described at https://www.olympusglobal.com/company/base/?page=company.

X. Promotional Emails
If we send you any promotional emails, and you no longer would like to receive such emails, please follow the “unsubscribe” instructions on those emails, if
available. Your email address will be removed from our marketing list. Please allow us a reasonable period of time in order to satisfy your request.

XI. Information Applicable To Residents Of the United States(a) Information about Minors
Olympus is strongly committed to preserving online privacy for all of our Site(s) visitors, including children. Olympus’ policy is not to collect any personal data
about children under 13 years old. Olympus’ services are offered to customers who are the age of 13 years and above. No programs, services or offerings
are intended for children under the age of 13. Furthermore, we may restrict entries to any contests, sweepstakes or promotions to entrants who are at least
18 years of age.
Minors under 18 years of age may have the Personal Information that they provide to us through the Site deleted by sending an email requesting deletion to
DataProtection.Americas@olympus.com. Please note that, while we make reasonable efforts to comply with such requests, deletion of your personal data
does not ensure complete and comprehensive removal of that data from all systems.

(b) California Residents
California residents have certain additional rights regarding our use and disclosure of personal information. For purposes of this section XI only, the term
“personal information” means information that identifies, relates to, describes, is reasonably capable of being associated with, or could reasonably be linked,
directly or indirectly, with a particular consumer or household, as further defined by the California Consumer Privacy Act of 2018.
1. You may request a copy of the following: (1) The categories of personal information we collected about you; (2) The categories of sources from which
the personal information is collected; (3) The business or commercial purpose for collecting or selling (if applicable) the personal information; (4) The
categories of third parties with whom we share personal information; and (5) The specific pieces of personal information we have collected about you.
To submit a request for this information, you may email us at DataProtection.Americas@olympus.com.
2. You may request that we (and our service providers) delete your personal information. Note that deletion requests are subject to certain limitations, forexample, we may retain personal information as permitted by law, such as for tax or other record keeping purposes, to maintain an active account, toprocess transactions and facilitate customer requests, and for certain other internal business purposes described in this Privacy Notice. To submit arequest for deletion, you may email us at DataProtection.Americas@olympus.com.

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3. You may request to opt-out of the sale of your personal information by emailing mailto:DataProtection.Americas@olympus.com. Please see below for
the categories of personal information we may have sold about you in the preceding 12 months.
4. We will not discriminate against you for exercising your rights under this section.
5. As set forth above, California law requires us to identify, for the prior to the collection of your personal data, what information Olympus has “sold” aboutyou. Please be assured that Olympus does not sell or rent your information to third parties purely for our profit, to data brokers, or in any way other thanthose intended to improve your online experiences and the relevance of offers made to you through Olympus and elsewhere. Instead, there are
instances where Olympus has shared personal information in order to provide our customers with personalized services or customized offers to
improve your online experiences through our services or elsewhere. We do this in ways that are intended to extend the Olympus experience to ourcustomers in a variety of environments. Depending on the circumstances and the contractual obligations in place, this sharing may be a “sale” underapplicable law and you may have the right to request that we stop such sharing as more fully set forth below. This sharing includes:
・ identifiers such as a real name, alias, postal address, unique personal identifier (such as a device identifier; cookies, beacons, pixel tags, mobile adidentifiers and similar technology; customer number, unique pseudonym, or user alias; telephone number and other forms of persistent orprobabilistic identifiers), online identifier, Internet Protocol address, email address, account name, and other similar identifiers;
・ commercial information, including records of services purchased, obtained, or considered, and other purchasing or consuming histories ortendencies;
・ Internet and other electronic network activity information, including, but not limited to, browsing history, search history, and information regarding
your interaction with websites, applications or advertisements; and・ inferences drawn from any of the information identified above to create a profile about you reflecting your preferences, characteristics,
psychological trends, predispositions, behavior, attitudes, intelligence, abilities, and aptitudes.
Olympus may require proof of California residence before responding to any request made under this section. You may authorize another person (your“agent”) to submit a request on your behalf by emailing DataProtection.Americas@olympus.com. Shortly after you (or your agent) submit a request, we willcontact you (via email at the email address provided during submission of your request) with instructions on how to verify the request before we fulfill it. We
will verify your identity by asking you to log in to your account if you have one with us. Or if you do not, we may ask for your email address, the order numberof a recent order you placed with us or the last four digits of a credit or debit card used on our Site(s). We will aim to complete your requests as soon asreasonably practicable and consistent with any applicable laws.
If you have an account with us, you may also see certain personal information (such as certain profile and transaction information) directly through youraccount profile page after logging in to a Site. Please note that changes you make on your account profile page through one of our Sites may not always bereflected on other Sites operated by us.

(c) Shine the Light Law - Direct Marketing
You have the right to request information from Olympus once per calendar year regarding the manner in which Olympus shares certain categories of yourpersonal information with third parties, for the third parties' direct marketing purposes. California Civil Code § 1798.83 provides you with the right to submit arequest to Olympus at its designated address and receive the following information:
1. The categories of personal information Olympus’ disclosed to third parties for the third parties' direct marketing purposes during the preceding calendaryear;
2. The names and addresses of third parties that received such information; and3. If the nature of a third party's business cannot be reasonably determined from the third party's name, examples of the products or services marketed.
You are entitled to receive a copy of this information in a standardized format and the information will not be specific to you individually. Olympus’ designatedemail address for such a request is DataProtection.Americas@olympus.com.

To learn more about managing your privacy and to know your choices concerning interest-based ads, you may visit the Network Advertising Initiative's optout page at http://www.networkadvertising.org/managing/opt_out.asp or www.aboutads.info/choices.

XII. Personal Data Subject To European Privacy Laws
If you are located in the European Union, the United Kingdom, Switzerland and/or your personal data is otherwise subject to the General Data Protection
Regulation or comparable European Data Protection Legislation (collectively referred to as “European Privacy Laws”), this section provides additional277

information about your rights and how Olympus processes your personal data.
Olympus is the controller of personal data submitted by you or otherwise collected when you use the Site(s). Please note, however, that Olympus is not thecontroller of third-party data you may submit to the Site(s). We process such information within the Site(s) solely in the processor’s role and, depending on
the scope of your activity, you may be the data controller.
(a) Rights to Control Your Personal Data
You may have certain rights with regard to your personal data under European Privacy Laws. If you would like to request a copy of your personal data
being held by us, request that your personal data is deleted, request to update and/or correct your personal data, or request that we provide a copy ofyour personal data to another data controller, please contact us. We will aim to respond to your request within one calendar month of receipt of yourrequest. Where we are unable to do so within the calendar month, we will notify you of the soonest practicable time within which we can respond to yourrequest (and within three months from the date of your request). There are certain exemptions and restrictions of these rights under the European
Privacy Laws that enable personal data to be retained, processed or withheld from access and we will inform you of these restrictions if they apply. We
use your Personal Data as described in the chart above.
(b) Sharing your personal data
We share your personal data with third parties to help us use your personal data, as described in the Privacy Notice.
(c) Tracking Tools (“Cookies”)
We use cookies as described in our Cookie Notice. You may choose to block or delete cookies, but doing so will cause the Site(s) to not operatecorrectly.
(d) Contact us
You may access, download, change, or modify your personal data by contacting us. You may also exercise your right to prevent us from sharing yourpersonal data at any time by contacting us as described above in the “Who You Should Contact” section.
(e) Submit a Complaint to a Supervisory Authority
You have the right at all times to submit a complaint to a data protection supervisory authority, in case you feel that the processing of your personal data,
as described in this Notice, infringes with the law. You may find a list of the supervisory data protection authorities in Europe here:
https://edpb.europa.eu/about-edpb/board/members_en.

(f) Legal Basis
Olympus has the following legal basis for processing your Personal Data:

Type of Personal

Legal Basis

Data
Information you

Olympus exercising its rights and performing its obligations in connection with any contract we make with Controller (Article

provide to us

6 (1) (b) General Data Protection Regulation).
Compliance with Olympus’ legal obligations (Article 6 (1) (c) General Data Protection Regulation).

Information we cLegitimate interests pursued by Olympus (Article 6 (1) (f) General Data Protection Regulation). Olympus has assessed that t

ollect automatichese legitimate interests are not overridden by the data protection interests or fundamental rights of any individuals.

allyCompliance with Olympus’ legal obligations (Article 6 (1) (c) General Data Protection Regulation).

If you have questions about or need further information concerning the legal basis on which we collect and use your Personal Data, please contact us at
DataProtection.EMEA@olympus.com.

XIII. Personal Data Subject To Japanese Privacy Laws
You may request, pursuant to the Act on the Protection of Personal Information (Japanese Law), the disclosure correction, deletion or other measures
regarding the personal data provided hereby. Please see “Personal Information Inquiry” for matters concerning procedures for consenting to “requests fordisclosure” on the service desk.
https://www.olympus-global.com/products/contact/privacy.html

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History of revision
Date

Content of revision

ReasonOct. 2 2020

Revise Mail address of “Contact us in Asia” in II

Correction of typos

Oct. 2 2020

Add XIII newly

Legal response to Japanese privacy law

279

The Olympus Group Personal Information Protection Policy(Translation)

Note: This Personal Information Protection Policy is based on a Japanese law, and thus is applicable only to Olympus Group Companies in Japan (excluding
companies with their own personal information protection policy in place).
The Olympus Group recognizes the importance of protecting personal information in the network society and believes that it is the Olympus Group's social
responsibility to properly handle and protect personal information. Accordingly, the Olympus Group shall implement the following measures.
Established Mar. 11, 2005
Updated Oct. 1, 2015
See Handling of Personal Information for information on how the Olympus Group handles personal information.

Personal Information Protection Policy

1. Implementation of an Internal System
The Olympus Group shall implement its internal system for the protection of personal information and educate all of its Directors, Auditors and employees toenable proper handling of personal information. In addition, in order to ensure that initiatives to protect personal information are being accurately
implemented, the Olympus Group shall periodically hold audits.

2. Proper Handling of Information
The collection of personal information shall be limited to the appropriate scope and amount and may only occur after the person who provides his or her
personal information (the "Information Provider") has been clearly informed of the intended purpose and use of such information. In addition, the Olympus
Group shall not handle any personal information outside the appropriate scope and shall accommodate an Information Provider's requests for disclosure,correction, deletion or discontinued of use of his or her personal information within a reasonable period following such request. Furthermore, the Olympus
Group shall handle specific personal information only within the scope of purpose of use prescribed by law.

3. Limitation of Provision and Disclosure of Personal Information to Third Parties
Unless consent of the relevant Information Provider is obtained or otherwise required by law, the Olympus Group shall not disclose or otherwise provide
personal information to third parties.
Furthermore, unless required by law, the Olympus Group shall not disclose or provide any specific personal information the Olympus Group hold to any third
party, regardless of whether the relevant Information Provider consents to the disclosure.
If the Olympus Group engages a third party on a matter that involves disclosure of personal information (maintained by the Olympus Group) to the third
party, the Olympus Group shall cause such third party to enter into a contract that obligates such party to properly maintain and manage personal
information.
Further, in such situations, the Olympus Group shall supervise and provide directions to such third party in connection to the protection of personal
information.

4. Ensuring of Accuracy and Safety
The Olympus Group shall make efforts to maintain accurate and up-to-date personal information, and take appropriate security measures against risks suchas unauthorized access to personal information, loss, destruction and falsification of personal information, and unauthorized disclosure of personal
information.

280

5. Compliance with Laws and Regulations, and Continuous Improvements
The Olympus Group shall comply with laws, regulations and standards applicable to the protection of personal information and review and make continuous
improvements to the above-mentioned measures.

Related Links

Handling of Personal Information

Personal Information Inquiry281

External Evaluation

External Evaluation Regarding ESG *As of December 2021

Selected for Inclusion in ESG Indexes
Dow Jones Sustainability World Index
Dow Jones Sustainability Asia Pacific Index
FTSE4Good Index Series
FTSE Blossom Japan Index

External Evaluation Regarding ESG
Obtained an A- rating in the climate change survey and the water security survey by CDP Worldwide, an international NGO that aims at the realization ofa sustainable economy.
Listed in White 500, the Certified Health & Productivity Management Organization Recognition Program (five consecutive years since 2017 for Olympus,
and 2021 for Olympus Medical Science Sales).
Listed in the Certified Health and Productivity Management Organization Recognition Program (2021 for Aizu Olympus).
Certified as a Sports Yell Company (2021 for Olympus Terumo Biomaterials, and Olympus Medical Science Sales).
Received Kurumin accreditation from the Ministry of Health, Labour and Welfare as a company well-equipped with supports for raising children (2016 and2019 for Olympus, 2018 for Olympus Terumo Biomaterials, and 2020 for Olympus Medical Science Sales).
Received Eruboshi certification from the Minister of Health, Labour and Welfare as a company that actively promotes female workers (Eruboshi Grade 3
for Olympus in 2019).
Received the Silver rating under the PRIDE Index 2021, a Japanese index to evaluate a corporation's performance in LGBTQ inclusion.

282

Participating in External Initiatives

Commitment to External Initiatives

UN Global Compact
In October 2004, Olympus joined the UN Global Compact, agreeing to uphold its 10 principles.
The Global Compact (GC) is a voluntary initiative to create a global framework within which companies can contribute togood corporate citizenship and sustainable growth through responsible and creative leadership. The 10 principles of the
Global Compact are incorporated into our Corporate Conduct Charter and related policies, and are reflected in our businessactivities.
Olympus has supported initiatives on climate change as a signatory to the Global Compact "Caring for Climate" since 2009,
and announced its support for Global Compact Network Japan's "Tokyo Principles for Strengthening Anti-Corruption
Initiatives" in April 2018. Also, we participate in the Disaster Risk Reduction (DRR) Subcommittee of Global Compact
Network Japan.

Task Force on Climate-related Financial Disclosures
The Financial Stability Board created the Task Force on Climate-related Financial Disclosures (TCFD) to
improve and increase reporting of climate-related financial information including risks and opportunities. In
April 2021, Olympus announced that it would endorse the final recommendations issued in June 2017 by
TCFD.

283

LR Independent Assurance Statement

Relating to Olympus Corporation’s Environmental and Social Data
within its Sustainability Report 2021 for the fiscal year 2020
This Assurance Statement has been prepared for Olympus Corporation in accordance with our contract but isintended for the readers of this report.

Terms of engagement
Lloyd’s Register Quality Assurance Limited (LR) was commissioned by Olympus Corporation (“the Company”) to
provide independent assurance on its environmental and social data within its Sustainability Report 2021 (“thereport”) for the fiscal year 2020, that is, from 1 April 2020 to 31 March 2021, against the assurance criteria below
to a limited level of assurance and at the materiality of the professional judgement of the verifier using ISAE 3000
and ISO 14064 - 3:2006 for greenhouse gas (“GHG”) data.
Our assurance engagement covered the Company’s and its consolidated subsidiaries’ operations and activities inJapan and overseas and specifically the following requirements:• Verifying conformance with the Company’s reporting methodologies• Evaluating the accuracy and reliability of data for the selected indicators listed below: 1
Environmental data2• Energy consumption 3 (MWh equivalent)• Scope 1 GHG emissions (tonnes CO2e)• Scope 2 GHG emissions (Location-based and Market-based) (tonnes CO2)
• Scope 3 GHG emissions (Category 2-8, 12, 15) (tonnes CO2e)• Water consumption volume (Piped water and Ground water) (m3) 3• Waste generated (tonnes) 3
Social data
• LTIFR 3• OIFR 3• Number of Occupational Incidents 3• Fatalities 3
Our assurance engagement excluded the data and information of the Company’s suppliers, contractors and any
third-parties mentioned in the report.
LR’s responsibility is only to the Company. LR disclaims any liability or responsibility to others as explained in theend footnote. The Company’s responsibility is for collecting, aggregating, analysing and presenting all the dataand information within the report and for maintaining effective internal controls over the systems from which thereport is derived. Ultimately, the report has been approved by, and remains the responsibility of the Company.

LR’s Opinion
Based on LR’s approach nothing has come to our attention that would cause us to believe that Company has not,in all material respects:• Met the requirements above• Disclosed accurate and reliable environmental and social data
The opinion expressed is formed on the basis of a limited level of assurance and at the materiality of theprofessional judgement of the verifier.
1

LR undertook a limited assurance engagement of the environmental data marked with ★ within the Sustainability Report 2021.

2

GHG quantification is subject to inherent uncertainty.

3

The scope is covered the breakdown of each selected indicators.
Page 1 of 2284

Note: The extent of evidence-gathering for a limited assurance engagement is less than for a reasonable assurance engagement. Limited
assurance engagements focus on aggregated data rather than physically checking source data at sites. Consequently, the level of assurance
obtained in a limited assurance engagement is substantially lower than the assurance that would have been obtained had a reasonableassurance engagement been performed.

LR’s approach
LR’s assurance engagements are carried out in accordance with ISAE 3000 and ISO 14064 - 3 for GHG data. The
following tasks though were undertaken as part of the evidence gathering process for this assurance engagement:• Auditing the Company’s data management systems to confirm that there were no significant errors,omissions or mis-statements in the report. We did this by reviewing the effectiveness of data handlingprocedures, instructions and systems, including those for internal verification;• Interviewing with key people responsible for compiling the data and drafting the report;• Sampling datasets and tracing activity data back to aggregated levels;• Verifying the historical environmental / social data and records for the fiscal year 2020; and• By implementing the Company’s “No Visitor” Policy due to the global infection spread of COVID-19,
conducting the remote verification of Hinode Plant of Olympus Medical Systems Co., Ltd., Aomori Olympus
Co., Ltd., and the headquarter of Olympus Corporation to assess whether the data management systems
have been effectively implemented via e-mail and Microsoft Teams.

Observations
The Company should further demonstrate the completeness, accuracy and reliability of its future environmental
and social data reporting. This is particular to establish robust internal data control systems at consolidated
subsidiary levels.

LR’s standards, competence and independence
LR implements and maintains a comprehensive management system that meets accreditation requirements for
ISO 14065 Greenhouse gases – Requirements for greenhouse gas validation and verification bodies for use inaccreditation or other forms of recognition and ISO/IEC 17021-1 Conformity assessment – Requirements for bodies
providing audit and certification of management systems – Part 1: Requirements that are at least as demanding as
the requirements of the International Standard on Quality Control 1 and comply with the Code of Ethics forProfessional Accountants issued by the International Ethics Standards Board for Accountants.
LR ensures the selection of appropriately qualified individuals based on their qualifications, training andexperience. The outcome of all verification and certification assessments is then internally reviewed by senior
management to ensure that the approach applied is rigorous and transparent.
This is the only work undertaken by LR for Company and as such does not compromise our independence or
impartiality.
SignedDated: 23 June 2021

Norihiko Kinoshita
LR Lead Verifier
On behalf of Lloyd’s Register Quality Assurance Limited
10th Floor, Queen's Tower A, 2-3-1 Minatomirai, Nishi-ku, Yokohama, JAPANLR reference: YKA4005278
Lloyd's Register Group Limited, its affiliates and subsidiaries, including Lloyd’s Register Quality Assurance Limited (LRQA), and their respective
officers, employees or agents are, individually and collectively, referred to in this clause as 'Lloyd's Register'. Lloyd's Register assumes noresponsibility and shall not be liable to any person for any loss, damage or expense caused by reliance on the information or advice in thisdocument or howsoever provided, unless that person has signed a contract with the relevant Lloyd's Register entity for the provision of thisinformation or advice and in that case any responsibility or liability is exclusively on the terms and conditions set out in that contract.
The English version of this Assurance Statement is the only valid version. Lloyd’s Register Group Limited assumes no responsibility for versions
translated into other languages.
This Assurance Statement is only valid when published with the report to which it refers. It may only be reproduced in its entirety.
Copyright © Lloyd's Register Quality Assurance Limited, 2021. A member of the Lloyd’s Register Group.
Page 2 of 2

285

GRI Content Index

The information contained within the Sustainability Report (target period April 1, 2020 to March 31, 2021) and some of the information on our Website
conform to the Global Reporting Initiative (GRI) Sustainability Reporting Standards.
This report refers to the GRI Sustainability Reporting Standards below.

Indicator

Item

102 GENERAL DISCLOSURESGRI 102: General Disclosures 2016
1 Organizational profile
102-1

Name of the organization

Consolidated Company Outline

102-2

Activities, brands, products, and services

Our Business Fields

102-3

Location of headquarters

Consolidated Company Outline

102-4

Location of operations

Worldwide Office Locations

102-5

Ownership and legal form

Consolidated Company Outline (Company Name)

102-6

Markets served

Consolidated Company Outline > Revenue by Region

102-7

Scale of the organization

Consolidated Company Outline (Consolidated Headcount)
Worldwide Office Locations
Financial Results (Fiscal Year Ended Mar. 31, 2021)

102-8

Information on employees and other workers

Employment > Number of employees

102-9

Supply chain

Procurement102-10Significant changes to the organization and its supply chain-

102-11

Precautionary Principle or approach

Environmental Policy and Strategy

102-12External initiatives

Environmental Policy and Strategy > Response to Climate Change
Communication with Stakeholders > Basic Approach and Policy
Human Rights > Basic Approach and Policy
Participating in External Initiatives

102-13

Membership of associations

Procurement > System, Mechanisms and Initiatives > Response toConflict Minerals
Reduce Environmental Impact > Energy/Atmospheric Release

2 Strategy
102-14

Statement from senior decision- maker

Message from Chief Strategy Officer

102-15Key impacts, risks, and opportunities

Olympus Group ESG
Environmental Policy and Strategy
Risk Management System

3 Ethics and integrity
102-16

Values, principles, standards, and norms of behavior

Olympus Group Corporate Philosophy
Olympus Global Code of Conduct102-17

Mechanisms for advice and concerns about ethics

Compliance > Promotion Structure286

4 Governance102-18Governance structure

Corporate Governance Structure102-19Delegating authority

Olympus Group ESG
Environmental Policy and Strategy > Environmental Management
Structure
Corporate Governance Structure102-20Executive-level responsibility for economic,
environmental,and social topics

Olympus Group ESG

102-21

Consulting stakeholders on economic, environmental,andsocial topics-

102-22Composition of the highest governance body and its
committees

Corporate Governance Structure102-23Chair of the highest governance body

Corporate Governance > Corporate Governance Structure102-24

Nominating and selecting the highest governance body

Board of Directors

CORPORATE GOVERNANCE REPORT (PDF: 1.4MB)

Basic Policy on Corporate Governance (PDF: 82.8KB)

102-25

Conflicts of interest

CORPORATE GOVERNANCE REPORT (PDF: 1.4MB)
Notice Regarding the Convocation of the General Meeting of
Shareholders For the Fiscal Year Ended March 31, 2021 (PDF:
1.5MB)

Basic Policy on Corporate Governance (PDF: 82.8KB)

102-26

Role of highest governance body in setting purpose,values,and strategy

CORPORATE GOVERNANCE REPORT (PDF: 1.4MB)

102-27

Collective knowledge of highest governance body

CORPORATE GOVERNANCE REPORT OLYMPUS (PDF: 1.4MB)

102-28

Evaluating the highest governance body's performance

Board of directors > Board of Directors Effectiveness Evaluation

Olympus Group ESG(PDF: 128.2KB)

102-29Identifying and managing economic, environmental, andsocial impacts

Olympus Group ESG > Promotion Structure
Environmental Policy and Strategy > Systems, Mechanisms andInitiatives
Environmental Policy and Strategy > Environmental Management
Risk Management System
CORPORATE GOVERNANCE REPORT (PDF: 1.4MB)

102-30Effectiveness of risk management processes

Risk Management Structure
Basic Policy on Corporate Governance (PDF: 82.8KB)
Board of Directors > Evaluation of effectiveness of the Board of
Directors

102-31

Review of economic, environmental, and social topics

Olympus Group ESG > Basic Approach and Policy
Basic Approach and Policy > Systems, Mechanisms and Initiatives> Response to Climate Change

102-32Highest governance body's role in sustainability reporting

Olympus Group ESG > Basic Approach and Policy

102-33

Communicating critical concerns

Risk Management System
Corporate Governance Structure102-34Nature and total number of critical concerns

Risk Management System

102-35

Remuneration policies

CORPORATE GOVERNANCE REPORT OLYMPUS (PDF: 1.4MB)
Olympus Group ESG > Promotion Structure
Environment > Environmental Policy and Strategy287

102-36

Process for determining remuneration

CORPORATE GOVERNANCE REPORT OLYMPUS (PDF: 1.4MB)

102-37

Stakeholders' involvement in remuneration-

102-38Annual total compensation ratio-

102-39Percentage increase in annual total compensation ratio-

102-40

List of stakeholder groups

Communication with Stakeholders

102-41

Collective bargaining agreements

Labor Relations > Initiatives > Labor-Management Consultations

5 Stakeholder engagement(Japan)102-42

Identifying and selecting stakeholders-

102-43

Approach to stakeholder engagement

Communication with Stakeholders

102-44

Key topics and concerns raised

Communication with Stakeholders

Entities included in the consolidated financial statements

Financial Results (Fiscal Year Ended Mar. 31, 2021)

6 Reporting practice102-45

Editorial Policy

102-46

Defining report content and topic Boundaries

Olympus Group ESG
Editorial Policy

102-47

List of material topics

Olympus Group ESG

102-48

Restatements of information

Editorial Policy

102-49Changes in reporting

Editorial Policy

102-50

Reporting period

Editorial Policy

102-51

Date of most recent report

Editorial Policy

102-52

Reporting cycle

Editorial Policy

102-53

Contact point for questions regarding the report

Editorial Policy

102-54Claims of reporting in accordance with the GRI Standards

Editorial Policy

102-55

GRI content index

GRI Content Index

102-56External assurance

Independent Assurance Statement Related to Environmental Data
(PDF: 609.1KB)

Independent Assurance Statement related to the occupational
health and safety (PDF: 609.1KB)
External Evaluation
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Olympus Group ESG

103-2

The management approach and its components

Olympus Group ESG
Environmental Health and Safety Policy
Environment > Environmental Policy and Strategy
Environment > Environmental Policy and Strategy > Mechanisms
and Initiatives > Major Environmental Activity Results in Fiscal 2021
Environment > Environmental Policy and Strategy > Environmental
Management
Environment > Reduce Environmental Impact
Compliance > Basic Approach and Policy

288

Tax > Olympus Group Tax Policy
Disclosure Policy
Transparency Guidelines > Olympus Group "Transparency
Guideline for the Relation between Corporate Activities and Medical
Institutions and Other Organizations"
Olympus Group Information Security Policy
The Olympus Group Personal Information Protection Policy(Translation)
Risk Management System > Basic Approach and Policy,Promotion
Structure
Olympus Group Quality Policy
Product Responsibility > Basic Approach and Policy
Olympus Group Procurement Policy
Procurement > Basic Approach and Policy
Human Rights Policy
Human Rights > Basic Approach and Policy
Employment > Promotion Structure > Organization of Human
Resource Strategy Promotion (Olympus and its Japan subsidiaries)
Training and Education > Promotion Structure and Systems
Occupational Safety and Health > Promotion Structure andInitiatives,Global Safety and Health Organization
Occupational Safety and Health, Health Management > BasicApproach and Policy
Charitable Donations and Grants Policy
Corporate Citizenship Policy

103-3

Evaluation of the management approach

Olympus Group ESG
Environmental Policy and Strategy > Mechanisms and Initiatives >Major Environmental Activity Results in Fiscal 2021
Environmental Policy and Strategy > Environmental Management >Status of Acquiring ISO14001 Certification in Olympus Group
Reduce Environmental Impact > Basic Approach > Internal (Scope1, 2) Results, Water Use/Wastewater Results
Independent Assurance Statement Related to Environmental Data
(PDF: 609.1KB)

Occupational Safety and Health > Promotion Structure andInitiatives > Shirakawa Facility Transition from OHSAS 18001 to ISO
45001
Product Responsibility > Basic Approach and Policy > Quality
Management System
External Evaluation
200 Economic
Economic PerformanceGRI 201: Economic Performance 2016
201-1

Direct economic value generated and distributed

Financial Results (Fiscal Year Ended Mar. 31, 2021)

201-2

Financial implications and other risks and opportunities due
to climate change

Environmental Policy and Strategy > Mechanisms and Initiatives

201-3

Defined benefit plan obligations and other retirement plans

-

201-4

Financial assistance received from government-

Market PresenceGRI 202: Market Presence 2016
202-1

Ratios of standard entry level wage by gender compared to
local minimum wage

-

202-2

Proportion of senior management hired from the local
community-289

Indirect Economic Impacts
GRI 203: Indirect Economic Impacts 2016
203-1

Infrastructure investments and services supported

-

203-2

Significant indirect economic impacts-

Procurement Practices
GRI 204: Procurement Practices 2016
204-1

Proportion of spending on local suppliers

-

205-1

Operations assessed for risks related to corruption

-

205-2

Communication and training about anti-corruption policies
and procedures

Anti-Corruption

205-3

Confirmed incidents of corruption and actions taken

Compliance > Initiatives > Compliance with Laws and Regulations

Anti-corruption
GRI 205: Anti-corruption 2016

Anti-competitive Behavior
GRI 206: Anti-competitive Behavior 2016
206-1

Legal actions for anti- competitive behavior, anti- trust,andmonopoly practices

Compliance > Initiatives > Compliance with Laws and Regulations

207-1

Approach to tax

Tax

207-2

Tax governance, control, and risk management

Tax > Olympus Group Tax Policy

207-3

Stakeholder engagement and management of concerns
related to tax

Tax > Olympus Group Tax Policy

207-4

Country-by-country reporting

-

301-1

Materials used by weight or volume

Environmental Data > Material Balance

301-2

Recycled input materials used

-

301-3

Reclaimed products and their packaging materials-

Energy consumption within the organization

Reduce Environmental Impact > Basic Approach >Tax
GRI 207: Tax 2019

300 Environmental
Materials
GRI 301: Materials 2016

EnergyGRI 302: Energy 2016
302-1

Energy/Atmospheric Release > Internal (Scope 1, 2)

302-2

Energy consumption outside of the organization

Reduce Environmental Impact > Basic Approach >Energy/Atmospheric Release > External (Scope 3 [Category 4
Upstream transportation and distribution]) Results

302-3

Energy intensity

Reduce Environmental Impact > Basic Approach >Energy/Atmospheric Release > Internal (Scope 1, 2) Results

302-4

Reduction of energy consumption

Reduce Environmental Impact > Basic Approach >Energy/Atmospheric Release

302-5

Reductions in energy requirements of products and services

Reduce Environmental Impact > Basic Approach >Energy/Atmospheric Release

Water

290

GRI 303: Water 2018
303-1

Interactions with water as a shared resource

Environmental Policy and Strategy > Response to Water Risk

303-2

Management of water discharge- related impacts

Reduce Environmental Impact > Basic Approach > Water/Emission

303-3

Water withdrawal

Reduce Environmental Impact > Basic Approach > Water/Emission
Environmental Data

303-4

Water discharge

Reduce Environmental Impact > Basic Approach > Water/Emission
Environmental Data

303-5

Water consumption

Reduce Environmental Impact > Basic Approach > Water/Emission
Environmental Data

Biodiversity
GRI 304: Biodiversity 2016
304-1

Operational sites owned, leased, managed in, or adjacent to,protected areas and areas of high biodiversity value outside
protected areas

-

304-2

Significant impacts of activities, products, and services on
biodiversity

-

304-3

Habitats protected or restored

-

304-4

IUCN Red List species and national conservation list species
with habitats in areas affected by operations-

Direct (Scope1) GHG emissions

Reduce Environmental Impact > Basic Approach >Emissions
GRI 305: Emissions 2016
305-1

Energy/Atmospheric Release > Internal (Scope 1, 2) Results
Environmental Data

305-2

Energy indirect (Scope2) GHG emissions

Reduce Environmental Impact > Basic Approach >Energy/Atmospheric Release > Internal (Scope 1, 2) Results
Environmental Data

305-3

Other indirect (Scope3) GHG emissions

Reduce Environmental Impact > Basic Approach >Energy/Atmospheric Release > External (Scope 3 [Category 4
Upstream transportation and distribution]) Results
Environmental Data

305-4

GHG emissions intensity

Reduce Environmental Impact > Basic Approach >Energy/Atmospheric Release
Environmental Data

305-5

Reduction of GHG emissions

Reduce Environmental Impact > Basic Approach >Energy/Atmospheric Release
Environmental Data

305-6

Emissions of ozone-depleting substances (ODS)

-

305-7

Nitrogen oxides (NOx), sulfur oxides (SOx), and othersignificant air emissions

Reduce Environmental Impact > Basic Approach >Energy/Atmospheric Release
Environmental Data

Effluents and Waste
GRI 306: Effluents and Waste 2016306-1

Water discharge by quality and destination

Reduce Environmental Impact > Basic Approach > Water
Use/Wastewater Results

306-2

Waste by type and disposal method291

Reduce Environmental Impact > Basic Approach > Water
Use/Wastewater Results

306-3

Significant spills

Reduce Environmental Impact > Basic Approach > Emission
Results

306-4

Transport of hazardous waste

-

306-5

Water bodies affected by water discharges and/or runoff-

Environmental Compliance
GRI 307: Environmental Compliance 2016
307-1

Non-compliance with environmental laws and regulations

Environmental Policy and Strategy > Environmental Management >Major Environmental Activity Results in Fiscal 2021

Supplier Environmental Assessment
GRI 308: Supplier Environmental Assessment 2016308-1

New suppliers that were screened using environmental
criteria-

308-2

Negative environmental impacts in the supply chain andactions taken

Procurement > System, Mechanisms and Initiatives
Environmental Policy and Strategy > Mechanisms and Initiatives >Long-term targets and measures > Green Procurement

400 Social
Employment
GRI 401: Employment 2016
401-1

New employee hires and employee turnover

Employment > Employee-Related Data > Employee composition >Job retention rate and Number of staff leaving

401-2

Benefits provided to full-time employees that are notprovided to temporary or part-time employees

-

401-3

Parental leave

Employment > Employee-Related Data > Employee composition >Work-Life Integration

Labor/Management Relations
GRI 402: Labor/Management Relations 2016
402-1

Minimum notice periods regarding operational changes-

Occupational Health and Safety
GRI 403: Occupational Health and Safety 2018403-1

Occupational health and safety management system

Occupational Safety and Health > Promotion Structure andInitiatives > Regional Activities

403-2

403-3

Hazard identification, risk assessment, and incident
investigation

Occupational Safety and Health > Promotion Structure andOccupational health services

Occupational Safety and Health > Promotion Structure andInitiatives > Industral Accident Data

Initiatives > Industral Accident Data
403-4

Worker participation, consultation, and communication on
occupational health and safety

-

403-5

Worker training on occupational health and safety

Occupational Safety and Health > Promotion Structure andInitiatives > Industral Accident Data > Employee Training,Regional
Activities

403-6

Promotion of worker healthOccupational Safety and Health, Health Management

403-7

Prevention and mitigation of occupational health and safety
impacts directly linked by business relationships

-

403-8

Workers covered by an occupational health and safety
management system

Occupational Safety and Health > Promotion Structure andInitiatives > Global Safety and Health Organization292

403-9Work-related injuries

Occupational Safety and Health > Promotion Structure andInitiatives > Industral Accident Data403-10Work-related ill healthOccupational Safety and Health > Promotion Structure andInitiatives > Industral Accident Data

Training and Education
GRI 404: Training and Education 2016
404-1

Average hours of training per year per employee

-

404-2

Programs for upgrading employee skills and transition
assistance programs

Training and Education > Promotion Structure and Systems >Percentage of employees receiving regular performance andcareer development reviews

Diversity and Equal Opportunity > Personnel Evaluation System404-3

Promotional Structure in Human Resources Development

Diversity and Equal Opportunity
GRI 405: Diversity and Equal Opportunity 2016405-1

Diversity of governance bodies and employees

Employment > Employee-Related Data
Human Rights > Initiatives > Preventing Harassing Behavior andPromoting DEI
Diversity and Inclusion

405-2

Ratio of basic salary and remuneration of women to men

Diversity and Equal Opportunity > Promoting the Advancement of
Women

Non-discrimination
GRI 406: Non-discrimination 2016406-1

Incidents of discrimination and corrective actions taken

Human Rights > Initiatives > Preventing Harassing Behavior andPromoting DEI

Freedom of Association and Collective Bargaining
GRI 407: Freedom of Association and Collective Bargaining 2016
407-1

Operations and suppliers in which the right to freedom of
association and collective bargaining may be at risk

Human Rights > Initiatives > Initiatives with Suppliers > Key
Evaluation Items in Supplier Survey for Initiatives with Suppliers
Human Rights > Initiatives > Initiatives with SuppliersChild LaborGRI 408: Child Labor 2016
408-1

Operations and suppliers at significant risk for incidents ofchild labor

Human Rights > Initiatives > Initiatives with Suppliers > Key
Evaluation Items in Supplier Survey for Initiatives with Suppliers
Human Rights > Initiatives > Initiatives with Suppliers

Forced or Compulsory LaborGRI 409: Forced or Compulsory Labor 2016409-1

Operations and suppliers at significant risk for incidents offorced or compulsory labor

Human Rights > Initiatives > Initiatives with Suppliers > Key
Evaluation Items in Supplier Survey for Initiatives with Suppliers
Human Rights > Initiatives > Initiatives with Suppliers

Security Practices
GRI 410: Security Practices 2016
410-1

Security personnel trained in human rights policies orprocedures-

Rights of Indigenous Peoples
GRI 411: Rights of Indigenous Peoples 2016
411-1

Incidents of violations involving rights of indigenous peoples-

Human Rights Assessment

293

GRI 412: Human Rights Assessment 2016
412-1

Operations that have been subject to human rights reviews
or impact assessments

-

412-2

Employee training on human rights policies or procedures

Human Rights > Initiatives > Preventing Harassing Behavior andPromoting DEI

412-3

Significant investment agreements and contracts that include
human rights clauses or that underwent human rights
screening-

Local Communities
GRI 413: Local Communities 2016413-1

Operations with local community engagement, impact
assessments, and development programs

-

413-2

Operations with significant actual and potential negative
impacts on local communities-

Supplier Social Assessment
GRI 414: Supplier Social Assessment 2016414-1

New suppliers that were screened using social criteria

-

414-2

Negative social impacts in the supply chain and actions
taken

Procurement > System, Mechanisms and Initiatives > Sharing

Political contributions-

Business Strategies and Supply Chain Policy

Public Policy
GRI 415: Public Policy 2016
415-1
Customer Health and Safety
GRI 416: Customer Health and Safety 2016
416-1

Assessment of the health and safety impacts of product andservice categories

-

416-2

Incidents of non-compliance concerning the health andsafety impacts of products and services-

Marketing and Labeling
GRI 417: Marketing and Labeling 2016
417-1

Requirements for product and service information andlabeling-

417-2

Incidents of non-compliance concerning product and service
information and labeling

-

417-3

Incidents of non-compliance concerning marketing
communications-

Customer Privacy
GRI 418: Customer Privacy 2016
418-1

Substantiated complaints concerning breaches of customer
privacy and losses of customer data

Information Security

Socioeconomic Compliance
GRI 419: Socioeconomic Compliance 2016
419-1

Non-compliance with laws and regulations in the social andeconomic area

Compliance > Initiatives > Compliance with Laws and Regulations

294