Olympus Corporate Social
Responsibility Report Digest
The "Make Carbon 1⁄2 2020" logo symbolizes the Olympus Group's long-term
environmental goal for the prevention of global warming.

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

This publication has received third-party approval from Non-profitable
Organization, the Color Universal Design Organization as being suitablefor people with a wide range of color-vision characteristics. To protect theenvironment, it was printed on FSC-certiﬁed paper produced using resourcesfrom appropriately managed forests, using soy ink and waterless printing
technology.

Olympus Corporation
Contact

CSR Department, CSR Division

Quality and Environment Management Department,
Quality and Environment Administration Division

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

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

Olympus Corporate Social Responsibilities Activities Website

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

Issued in August 2009 (previous edition issued in August 2008)
Circulation: 4,000 copies
Next volume scheduled for issue in August 2010
X020-09J① 0906T Printed in Japan

Toward the Realization of a Better Livelihood and HappinessIntroduction
The Olympus Group published its first “Environmental Report” in 2000. In 2005 the report was
expanded to include corporate governance and the social aspects of the Group’s activities. Since
then it has been published as the “Corporate Social Responsibility Report”. Previous reports werestructured around the Olympus Group Corporate Conduct Charter (see Page 3). Starting in 2009, we
have adopted a new structure with pages dedicated to each stakeholder category, with the aim ofproviding clearer presentation of our CSR initiatives.

Overview of
the Corporate Social Responsibility Report�������
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Since 2008, to access the information easily, Olympus
has provided comprehensive and detailed case studies
concerning activities of its group companies on its
website, Corporate Social Responsibility Activities. Thisbooklet is a digest version of this website, and provides
summarized policies, new initiatives and other selected
key items in ﬁscal 2008 from the website.
Further information about the Olympus Corporate Social Responsibility
Report can be found on the Olympus Corporate Social Responsibilities
Activities website.

WEB

Olympus CSR website

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WEB The Web Mark
The Web Mark ( ) indicates that more detailed information
is available on a website. See the Web Detailed Materials
to find addresses relating to specific sections of thisbooklet.
WEB

Web Detailed Materials

http : //www.olympus-global.com/
en/corc/csr/wdata/
The Olympus Group’s socialand environmental policies
and detailed case studies andinformation are presented in
sections corresponding to itemsin the Olympus Group Corporate
Conduct Charter (Page 3).

There are also sections presenting
information designed for speciﬁcgroups of stakeholders, such as
consumers, shareholders andinvestors.

The Web Detailed Materials
can be found on the website.

Scope of Report
Period:Organizations:

April 1, 2008-March 31, 2009
Economic ReportSocial Report
Environmental Report

Olympus Corporation and its consolidated subsidiaries and afﬁliated companies
Olympus Corporation, Olympus Imaging Corporation, Olympus Medical Systems Corporation
Olympus Group parent company, major production and logistics subsidiaries in Japan andmajor overseas production subsidiaries* The ITX Group is in principle excluded from the scope of this report.
* As a result of careful scrutiny of environmental data, some data items presented in this report may differ from results stated in previous reports or on the website.

Reference Guidelines
Environmental Reporting Guidelines of the Ministry of the Environment, Japan (2007 edition)* Comparative tables pertaining to the Environmental Reporting Guidelines of the Ministry of the Environment and
the Global Compact have been placed on the website.

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

Proﬁle of the Olympus GroupSee the investor relations section for detailed and current information.

WEB

Investor Relations Information

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

Olympus Corporation
Established

October 12, 1919

Head ofﬁce

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

Activities

Manufacture and sale of precision
machinery and instruments

Capital¥48,332 million

Employees

36,503 (consolidated)
3,308 (non-consolidated)

Consolidated
net sales

Contents
Olympus Vision …………………………………………… 3
Olympus
Corporate Social Responsibility
Report Digest FY2008 ………………………………… 5¥980,803 million

01 For Consumers(Social Report) ……………………………………………

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

Outline of the OlympusGroup�������������

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

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

05 For the Environment(Environmental Report) ………………………………

06 For Communities(Social Report, Environmental Report) ……………

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13
15
19

Summary of Performance Data for the Olympus Group's
Economic, Social and Environment Activities ……… 21���������������������������������������������������������

Third-Party Opinion ……………………………………… 23

Olympus Vision

Social IN - Olympus aims to realize
a better livelihood and happiness for all
through its activities as a value-creating enterprise
Economic performance remained strong until the middle ofcorporate culture and quality whilst enhancing the value offiscal 2008, when the subprime mortgage crisis triggered

every individual employee. By maximizing corporate value,

a financial crisis of unprecedented severity. This situation

we not only maximize shareholder value but also create a

impacted both the domestic and overseas activities of

win-win relationship in which all stakeholders are linked by

the Olympus Group. The resulting economic recession

bonds of trust and can share the sense of pride together.

inevitably caused a rapid decline in the performance of our
Imaging Business, which handles consumer products, andThe goal of the Olympus Group’s activities is to establish

our Medical Business. We responded to this situation bya win-win relationship with all stakeholders, including

working within the guidelines set down in our “Social IN”

employees and their families, customers, suppliers,

management philosophy to strengthen Olympus Group’s

shareholders, local communities and society in general.

business structure, including management integration with

One example of this commitment is our membership of thea British medical equipment manufacturer that we acquired

United Nations Global Compact (GC) since October 2004.

in 2008.

We have incorporated the 10 Global Compact principles
into our Corporate Conduct Charter and code of conduct

The Social IN management philosophy expresses our

as guidelines for every employee in the Olympus Group.

commitment to help all people achieve health andhappiness in their lives by working as an integral member of

For Olympus to provide this corporate value, there must be

society, by sharing our values and by offering new valuesa sustainable society.

to society through our business activities. To accomplish

The very survival of society will be jeopardized if wethese goals, we need to maximize our corporate value

persist with past business models based on large-scale

while providing value to society. We define corporate value

consumption of fossil fuels, and we need to change evenas the sum of financial and intellectual capital values. To

the social systems in which we live. In this era of reform,

increase this, we need to increase the sophistication of our

Olympus is further committed to realize a sustainable

Management Philosophy of the Olympus GroupOlympus Group Corporate Conduct Charter (Extracts)�����������������������������������������������������������

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

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

3

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olycsr/philosophy/csrcorporate.cfm

society through reducing carbon dioxide emissions. Byneed to be maintained over the medium to long-term

fiscal 2020, we aim to halve our emissions, relative tofuture.

fiscal 2007 levels, through measures targeting all phasesof product life cycles, including not only the manufacturing

By meeting the expectations of society and fulfilling its

stage, but also logistics, the use of products by customers,social responsibility, Olympus wants to establish a win-win

and disposal at end of life. We are determined to become

relationship encompassing all stakeholders, including its

a leading environmental company by promoting this “Makeemployees. We will continue to do everything in our power

Carbon 1⁄2 2020” initiative.

to contribute to the creation of a sustainable society throughinitiatives in the economic, social and environmental fields.

Since its establishment, Olympus has made an important
contribution as a manufacturer of products for prevention,
diagnosis and investigation of diseases in the medical andlife science fields, to help maintain the health of people
all over the world. More recently, we have implemented
the “BRAVE CIRCLE” campaign in Japan to encourage
people to have checks for colorectal cancer. The aim of thecampaign is to eradicate this disease, which has become
increasingly common in Japan because of lifestyle changes
and demographic aging. We are also implementing cancer
eradication initiatives in other countries. In addition,
we have contributed to the prevention of AIDS andmalaria, which is one of the United Nations’ Millennium
Development Goals (MDGs) , through our “A Day in the Lifeof AFRICA” program. Photographic books and exhibitions
resulting from this program have helped many people
to gain a better understanding of the situation in Africa
and the problems faced by its people. Our approach to

Tsuyoshi Kikukawa
President
Olympus Corporationthese initiatives reflects our awareness that one-off social
contribution activities are not enough, and that our efforts

UN Global Compact

CSR Concept of the Olympus Group

WEB

http://www.unglobalcompact.org/

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Olympus agrees with the 10 principles of the UN Global Compact andhas participated in the Compact since October 2004. Details of the Global
Compact can be found on the websites of the Global Compact Japan
Network.

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

Olympus Corporate Social Responsibility Report Digest 20094

Olympus Corporate Social Responsibility Report Digest FY 2008

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

Olympus CSR website

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

Olympus aims to improve not only its
own corporate value but also that ofits suppliers through collaborative CSR
initiatives at all stages of the supply chain.
Speciﬁcally, we are working to strengthen
our partnerships with suppliers by
ensuring that every transaction is based oncompliance with all laws and regulations,
respect for human rights, as well as theenvironment, whilst ensuring that all
business dealings are fair and open.

See “For Suppliers”

Shareholders/
Investors

Under its “Social IN” management philosophy,
Olympus maintains, administers and continuously
improves systems to ensure that its business
operations are conducted appropriately andin compliance with all laws and regulations. In
ﬁscal 2008, we continued to provide complianceeducation. We also assessed the effectiveness of
the internal control systems used to ensure theaccuracy and reliability of ﬁnancial reports.
WEB

Olympus Investor relations website

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

P 9-10Olympus
Suppliers

R&D

The
Environment

Olympus aims to contribute to the creation of ahealthy environment and a human society capableof sustainable development, through technology
development and business activities based on
harmony with the environment and respect for
the natural systems on which human safety andhealth depend.. Under this philosophy, we areworking globally to create environment-friendly
products designed to minimize environmental
footprints at all stages of product lifecycles, andto develop business activities based on respect
for the environment.

See “For the Environment”
5

Olympus Corporate Social Responsibility Report Digest 2009

Production

P 15-18

We want our customers to be happy that they chose Olympus products, which
is why we have established systems to support the use of customer feedback
across the entire Olympus organization through “Voice of Customer” (VOC)
activities. We are also enhancing and expanding our customer satisfaction (CS)training programs for employees at all levels.
In fiscal 2008, we continued to gather and analyze VOC information andimproved the usability of our products, including the application of universal
design concepts and enhancement of our services.

See “For Customers”

P 7-8

Customers

Sales Repair and Services

Employees
and Their
Families
Society

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

See “For Employees and Their Families”

P 11-12

By actively disclosing information and fostering two-way
communication, we inform society about the philosophy
and activities of the Olympus Group, whilst also learning
what society expects from us. As a corporate citizen, we aredetermined to enhance our relationships with all stakeholders
by making community safety and peace of mind the firstpriority for our business activities, whilst continually questioning
whether we are contributing to society through activities basedon the use of our technology and resources.

See “For Society”

P 13-14

Olympus Corporate Social Responsibility Report Digest 20096

01 For Customers
Our Endless Quest to Respondto Customer Needs
Creating Products that are
Easier to Use

Olympus is continually working
to discover which values its
customers are really seeking
and what constitutes ease of use
from the customers’ perspective.
Our goal is to supply productsthat will make users want tobuy Olympus products again in
the future.

The “E-620” digital SLR camera combines a compact, lightweight body with Free Angle Live View.
Both the charger and the control buttons are certiﬁed under the Universal Design system.

Goals Based on Customer Perspectives
Olympus aims to apply customer perspectives to all aspects of its
manufacturing and service activities with all Olympus employees
striving to realize our quality philosophy through their work.
1. Realization of genuinely world-class "Total Quality"

in all aspects of the organization.
Quality
Philosophy 2. Provision of the highest quality products andActivity Policies for Fiscal 2008

Overview of VOC Activities�����������������������

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services to customers.

In 2003 Olympus formulated a medium and long-range quality
strategy in which the most important priority identiﬁed is to baseour efforts, to strengthen our product development capabilities, on��������������������
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customer perspectives. In 2004 we established monitor rooms (seephotograph below) and initiated usability assessment programs,���������������
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whereby people from inside and outside of the Olympus Groupidentify problems by actually operating products. The results of���������������������������

this work are used to improve our products.
A key priority i n f i s c a l2008 was to identify what��������������������������
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customers truly wantthrough a combination of����������������������������

usability assessments anddata collected from Voice ofCustomer (VOC) activities.
Usability assessment activities in a monitor room

7

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Further details and information about other initiatives. http://www.olympus-global.com/en/corc/csr/soundcorpo/customer/quality.cfm

Beneﬁts from Activities Based on Customer Perspectives* High school students and graduates are selected from throughout Japan for this university
experience program. They are supplied with computers and other support equipment
appropriate for their disabilities. The aim is to help participants to achieve their goals, including
university entrance and employment.

WEB

http://doit-japan.org/ (Only in Japanese)

Usability Assessment of Box-Type Fluorescence Image Device
Olympus developed the “FSX100” Box-Type Fluorescence Image Device
in response to input from users who were concerned about the complexityof microscope operations and wanted an ultra-simple system withmouse-control. The “FSX100”, also designed for use without a dark room,
went through two usability assessments focusing on the intuitivenessof its software. In the early stages of development, simulator-based
assessments were used to identify and rectify problems. Immediately
before the product launch, production prototypes were assessed to verify
the effectiveness of improvements and ensure optimal ease of use fromthe customers’ perspective.

■

Commitment to Continual Improvement
Our priorities for Voice of Customer (VOC) activities
will be the improvement of service quality, the efficient
global sharing of VOC data as well as the developmentof evaluation methods and indicators for VOC activities.
We will also continue our efforts to develop our corporate
culture, especially through in-house training programs
focusing on customer satisfaction (CS) and VOC.
We will also continue to improve our usability assessmentss y s t e m a n d i n c re a s e i t s u s e w i t h i n t h e O l y m p u sorganization. In particular, we aim to develop mechanisms
to support assessments, not only just before productlaunches, but also during the early stages of development.

“V-72”, IC recorder

Playback, Delete button
Previous

Application of Concept to IC Recorder
In ﬁscal 2008, Olympus launched the Voice-Trek “DS-71/61/51” models.
In response to requests from users with visual impairments, we added
battery level to the existing voice guidance items. We also asked highschool students and graduates with disabilities to trial the Voice-Trek“DS-40”, which has voice guidance and the Voice-Trek “VN-2100”, which
has enlarged control buttons together with an LCD screen. This work was
carried out through the DO-IT Japan (*) university experience program. Its
director, Professor Kenryo Nakamura of the University of Tokyo ResearchCenter for Advanced Science and Technology, made the following
comments: “These products enhance learning beneﬁts for people whose
disabilities make it difﬁcult for them to hold pens or view materials, since
they can listen to recorded information over and over at their own pace.
I hope that these IC recorders will be used widely in the educational
environment as personal support tools.”■“E-620”, digital SLR camera

Green

Red

Current

Color Universal Design
In February 2008, Olympus responded to customer requests byintroducing a compact digital camera designed for ease of use, regardlessof individual differences in color perceptions. This product was the ﬁrst
digital camera to achieve certiﬁcation under the Color Universal Design
system. We have since achieved certiﬁcation for other products, including
digital SLR cameras and IC recorders (see photograph on right).

■

Results for Fiscal 2008

Blue

Reddish orange

These products received Color Universal Design
certification after changes to icons, control buttons,
lights and other features.

Ms. Sekine, a participant in the DO-IT program in 2008,
has difficulty holding pens because of her disability.
She used an IC recorder whilst auditing open campus
lectures. The device allowed her to listen to the lectures
repeatedly at home.

The “FSX100” Box-Type Fluorescence Image Device

Strategy for Fiscal 2009

VOICE

From Customer Perspectives to
the Customer as Starting Point
Product lifecycles are shrinking. Olympus will adapt
to this environment by going beyond its “customer
perspective” approach to make the customer
the starting point for product development. We
will base our activities firmly in a social context
and give priority to two-way communication withcustomers. Our aim is to reflect direct customer
input dynamically at the earliest stages ofdevelopment.
Tsuyoshi Matsuura
Division Manager, Quality and Environment Administration Division

Olympus Corporate Social Responsibility Report Digest 20098

02 For Suppliers

Commitment to CSR
throughout the Supply Chain
Building Partnerships with Suppliers

Olympus purchases materials and services fromsuppliers around the world. As part of its efforts
to contribute to the creation of a sustainable
society, Olympus works closely with suppliers,
to improve its corporate value and that of its
suppliers, by ensuring compliance with laws andregulations, respect for human rights and theenvironment, and that the entire supply chain
operates on a fair and open basis.

A brieﬁng for suppliers at the “2008 Partners Meeting” in Shenzhen, China

The Olympus Group’s CSR-Based Procurement Policy■

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

CSR-Based Procurement
Background and Policy

and services whilst seeking their cooperation. Our aim is
to expand our CSR commitment by implementing CSR
activities in partnership with our suppliers.

Olympus currently sources supplies and parts fromapproximately 1,300 suppliers in Japan and overseas, foruse in a wide range of cameras, medical equipment andother products. As a manufacturer, Olympus works with
its suppliers to ensure the sustainability of its production

Old procurement standards and policy�����������
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activities. This requires compliance with laws andregulations, respect for the environment, human rights andlabor standards, and a commitment to the prevention ofcorruption throughout the entire supply chain.

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�������������������In October 2000, Olympus adopted the Green Procurement
Guidelines, which introduce the environment (E) as a
production priority alongside quality (Q), cost (C) anddelivery date (D). This was followed in November 2005
by the introduction of the Olympus Group Procurement
Policy, the aim of which is to ensure that Olympus deals
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standards and the prevention of corruption.

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Under this policy, we inform suppliers about the Olympus������������������������������������������������

Group’s basic stance on the procurement of materials

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Olympus Corporate Social Responsibility Report Digest 2009

Further details and information about other initiatives. http://www.olympus-global.com/en/corc/csr/soundcorpo/procurement/

Promoting CSR-Based
Procurement

Implementing CSR-Based Procurement—Key Initiatives
Supplier Brieﬁngs
To build good relationships with suppliers in this challenging
business environment, we need to ensure a mutual understanding■

The Evolution of CSR-Based Procurement
����of quality, price, delivery dates, the environment and CSR.

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Olympus business divisions, plants and affiliated production
companies in Japan and overseas hold regular brieﬁngs to informsuppliers about their business and production plans. Suppliers are�������������
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then asked to cooperate in our efforts to improve quality, costs,
delivery dates, environmental performance and CSR.

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Self-Assessment Surveys of Suppliers
Since 2002, Olympus has conducted surveys to ascertain the
progress made by its suppliers in relation to CSR initiatives. In■

November 2005, our earlier environmental initiatives surveys
were expanded into CSR activities. In fiscal 2008 (the year
ended March 2009), the items included in the survey and theContent of Survey of CSR Initiatives by Suppliers

number of companies covered were further expanded. As shown��������������������
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in the diagram on the right, we implemented a comprehensive
survey that included basic corporate information, financial andmanagement situations, CSR initiatives, business continuity plans,����������������������������
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quality, costs, delivery dates and the environment. We establisheda dedicated website and contact points for this survey achieving a
response rate of approximately 98.6% for suppliers in Japan.

Membership of United Nations Global Compact(CSR-Based Procurement Section)
As a member of the CSR-Based Procurement Section of theUnited Nations Global Compact Japan Network (GC-JN), Olympus■��������������
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is working with other participating companies to develop CSRbased procurement assessment standards with the aim of���������������
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promoting CSR-based procurement globally.

The Future of CSR-Based
Procurement

A New Dimension in Manufacturing
Global business conditions are very challenging atpresent. To achieve a high level of competitiveness in thisenvironment, whilst also achieving high standards in terms
of product quality, costs, delivery dates, the environment
and CSR, we need to base our procurement processes on
systems that support global collaboration with suppliers.
As part of our efforts to achieve this goal, we plan to
conduct regular information exchanges and local surveys
with the cooperation and understanding of our suppliers
during ﬁscal 2009. Other initiatives to support CSR-based
procurement will include human resource development andthe dynamic sharing of procurement information within the

VOICE

Realizing our Management Philosophy
through Procurement
Olympus aims to realize its “Social IN” management
philosophy and make a continuing contribution
to society through procurement activities basedon speciﬁc values including:-Co-creation - the synergistic effect achievedby combining quality, knowledge, and skills;-Competition - implementation of competitive
principles; and-Fairness - business transactions based on
dialogue, openness and transparency.
Makoto Oishi
General Manager, Strategic Procurement Organizing Department,
Production Engineering Division

Olympus Group.

Olympus Corporate Social Responsibility Report Digest 200910

03 For Employees and Their Families

Helping All Individuals
to Achieve Continuing
Dynamic Growth

Helping Female Employees to Achieve Successas the First Step

Olympus aims to foster personal and organizational
development so that every individual employee canachieve his or her full potential. We have launchedinitiatives designed to help employees achieve
continuing growth in their work activities as wellas personal growth in their private lives. The firstphase of these initiatives is designed to help female
employees to contribute and achieve success.
environment, and fair and open dealing across theentire supply chain.

Female employees participate in a roundtable discussion with Olympus President, Tsuyoshi Kikukawa.

Policy andBackground

Sustained Professional and Personal Growth for All Employees
Harmonizing Work and Personal LifeIn fiscal 2008, Olympus analyzed concepts for human resource policies that would
contribute to the realization of its “Social IN” management philosophy. This led tothe identification of two key goals for Olympus employees: sustained professional
growth through work and personal growth in private life. It is wrong to limit people’s
opportunities to develop careers and use their abilities and skills because of theirpersonal circumstances (which may include caring for small children, sick or aging
family members, having disabilities or reaching retirement age and wanting to re-enter
the workforce). It is also necessary to provide every person who is motivated to workwith opportunities to use and develop their abilities through their work, so that they canachieve sustained professional growth.
In private life, it is important to foster interaction between employees’ families and thecompany. Individual employees also need to achieve personal growth through hobbies,
education, self-improvement programs and other activities. Employees also contribute to thecompany through their growth and this helps to harmonize their work and personal lives.

■

Essential Support for Female Employees
A variety of events and circumstances affect the work and personal lives of employees,
including work transfers, marriage and the need to care for sick or aging family members.
Major life events, such as marriage, childbirth or the work transfer of a spouse, can havea particularly signiﬁcant impact on the ability of women to remain in employment anddevelop their careers (see graph on right).
Some life events can make it difﬁcult for women to remain in employment; and even if
they are able to continue working, their careers may be interrupted. As a result womenare deprived of opportunities to achieve their potential. When such life events occur, theemployer needs to provide support so that female employees can continue to realize
their potential in the workplace and achieve sustained growth, whilst also deepening
their family bonds.

■

11

Olympus Corporate Social Responsibility Report Digest 2009

Reasons for
Voluntary Retirement(April 2005-March 2008)
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http://www.olympus-global.com/en/corc/csr/workplace/* Scope of information on personnel matters on the website is the same as in this booklet

Support Initiatives
for Female Employees

Flexible Systems to Accommodate Life Events
Olympus Listens to Employees
Olympus has used a variety of methods to canvas the views and wishesof female employees, including joint labor-management hearings andsurveys, and roundtable meetings between employees and the President.
The aim of this work is to help employees to build ongoing careers thatwill not be disrupted by life events.
One of the conclusions to emerge from these hearings and other initiatives
is that whilst most female employees want to build ongoing careers, they
are concerned about their ability to reconcile work and home life after
marriage and childbirth (see graph on right). Other wishes expressed
included the establishment of long-term training plans for female
employees and the introduction of human resource systems capable ofaccommodating career interruptions resulting from life events.
There is also a voluntary network of female employees, the majority
currently caring for young children, which provides opportunities forsharing ideas and opinions on various topics, including childcare issues
and career development problems. Sessions are held during lunch breaks
and at other times, with some of the ideas put forward being conveyed to
management.

■

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Changes to the Working Hours Reduction sytem

Overview of Law

Enhancements to the System Allowing Reduced Working Hours
for Employees with Childcare Responsibilities
Children in the early years of elementary school also attend childcare
facilities and the task of taking children to and from these facilities ismore demanding on parents’ time than is the case with pre-schoolers
attending daycare facilities. Female employees in particular had called
for further improvements to the system that allows employees to work
reduced hours whilst caring for small children. In fiscal 2008, Olympus
responded to this need by enhancing and expanding the system.
Previously employees caring for pre-school children were eligible for
reduced working hours. This was extended until the children reach theage of 9, when they are no longer eligible for daycare and are able toremain home alone. Olympus chose this age limit, rather than the ﬁnal dayof the third year of elementary school, which in Japan falls on the last dayof March, at the request of employees with childcare responsibilities, whowere concerned about the impact of sudden changes in their children’ssituations. We recognize the importance of family interaction, and believethat human resource systems should be enhanced to reﬂect the wishes of
employees.

The Japanese Child Care and Family Care Leave
Act requires employers to take steps, such as the
reduction of working hours, to help employees withchildren under the age of three to reconcile workwith childcare. Employers are also required to makeefforts to establish similar systems for employeeswith preschool children aged three and over.

The Olympus System
Before the changes:
One of the measures introduced by Olympus was asystem providing for reduced working hours. Under
the original system , employees were eligible until
their children entered elementary school, whichmeant that Olympus was fulfilling its obligation
under the law to extend the scope of its measures
as much as possible.
After the changes:
Eligibility under the system was expanded in April
2009 and employees are now able to use thissystem until the end of the April in which theirchildren enter the fourth year of elementary school.
As a result of this change, Olympus is exceeding its
obligation in terms of eligibility.

Changing Employee Attitudes and Corporate Culture
Creating an Environment in which
Female Employees Can Succeed and Grow
Olympus has given priority to initiatives that help female employees
to contribute and succeed. Additional support is needed to enablefemale employees to remain in work so as to continue to achieve
growth and develop their skills after major changes in their lives,
especially childbirth and childcare or a spouse’s work transfer.
Olympus will continue to enhance career development support
for female employees and provide expanded opportunities forcommunication.
This process will begin with measures to help female employees
to contribute and succeed. Our medium to long-term goal is tohelp all employees to achieve better harmony between their workand personal lives. This will require changes to the attitudes of all
employees and the reform of our corporate culture.

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Female Employees Can Succeed and Grow

VOICE

The Challenge of Changing How I WorkI experience a real sense of personal
growth through my childcare workas the mother of a two-year-old. Asa member of the Human Resources
Planning Group, I help employees toenrich their lives through their work andpersonal lives. With the kind support of
my co-workers, I am currently working
reduced hours. I believe that tomaintain the strategic potential of our workplaces, we needto seek the cooperation of others and be ready to provide
our cooperation in turn. I am always trying to achieve this.
Akiko Suzuki
Human Resources Department, Planning Group
Business Support Division
Olympus Corporation

Olympus Corporate Social Responsibility Report Digest 200912

04 For Society
Colorectal Cancer
Awareness Campaign
Expanding opportunities
for early detection and treatment

Olympus Medical Systems Corporation supplies medical
institutions with endoscopes and a variety of other medical
equipment. In Februar y 20 07 it launched a new social
contribution initiative known as the “BRAVE CIRCLE”
campaign, with the goal of eradicating colorectal cancer. As
the incidence of this type of cancer has risen in recent years,
the aim of the campaign is to reduce the number of deaths by
informing people in their forties and older about colorectal
cancer, as well as the importance of undergoing checks for the
disease.

A talk show with participants in the BRAVE CIRCLE Walk

Focus on Early Detection and Treatment■

Rising Incidence, Low Detection Cancer Check Rates

Deaths from colorectal cancer in Japan have more than doubled
over the past 20 years. Today it is the leading cause of cancer

Trends in the Number of Cancer Patients (All Age Groups)�����������������

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deaths among women. Based on current projections, colorectal�������

cancer will be the number one type of cancer for both males and�������

females in Japan by 2020. In almost all cases, colorectal cancer�������

can be cured if it is detected and treated early. However, only
about 18%(*1) of the target group(*2) in Japan have colorectal
cancer checks (testing for occult blood), partly because there arefew subjective symptoms in the early stages of the disease.
■

Helping to Improve Colorectal Cancer Examination Rates

Olympus Medical Systems Corporation contributes to improvementsin the quality of life by supplying medical institutions with safe, reliable
and highly efficient medical equipment, including endoscopes. In
February 2007 it launched the “BRAVE CIRCLE” campaign (*3)
with the aim of preventing colorectal cancer fatalities by distributing
accurate information about the disease. Through musical events andother activities, the campaign informs the target group of people aged
40 and older about colorectal cancer and the importance of medical
checks.

13

Background and Aims of Campaign

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Cancer Statistics White Paper 2004(*1) Estimate based on the “Report on Regional Public Healthand Health Services for the Aged”,
by the Japanese Ministry of Health, Labour and Welfare(*2) The target group for colorectal cancer testing
consists of males and females aged 40 and older.
(*3) Website for the “BRAVE CIRCLE”
colorectal cancer eradication campaign:WEB

http://www.bravecircle.net/ (Only in Japanese)Further details and information about other initiatives. http://www.olympus-global.com/en/corc/csr/social/

Encouraging People to Undergo Colorectal Cancer Checks■

Principal Activities

Collaborative Efforts with Other Companies and Government Agencies

The campaign, launched by Olympus Medical Systems Corporation, received
the endorsement of the Japan Cancer Society. In 2008, the second year of thecampaign, activities were implemented with the support of many prefectural
governments and other organizations, as well as corporate sponsors including
Eiken Chemical Co. Ltd and Bristol-Myers K.K. Information posters weredisplayed in public facilities throughout Japan with campaign organizers staging
a variety of events, including community forums and panel displays, to raiseawareness of the importance of colorectal cancer checks.

Public Participation Events
Public participation events staged to stimulate public interest in colorectal cancer
and cancer checks included “BRAVE CIRCLE Live 2008,” a musical event held in■

A public forum in Fukui

January 2008, and the “BRAVE CIRCLE Walk” in May 2008. During these events,
artists and athletes informed participants about the importance of undergoingchecks for colorectal cancer.
■

Towards Expanding the Circle More

Under the Cancer Control Act, which took effect in April 2007, the Japanese
government formulated a Basic Plan to Promote Cancer Control Programs inJune 2008. The target set down in this plan was to increase medical check rates
for cancer to 50% or higher within ﬁve years. The “BRAVE CIRCLE” colorectal
cancer eradication campaign is contributing to the achievement of this target

Employee volunteers explain exhibits
at a panel display in Yokohama.

by promoting public awareness. Olympus Medical Systems is cooperating
extensively with companies, government agencies and organizations that
support the aims of the campaign in a continuing effort to raise awareness aboutcolorectal cancer and the importance of medical checks.
■

Promotional Activities in Other Countries

Olympus also participates in cancer education programs in other countries. In
the United States, we have been actively involved in colorectal cancer checkpromotion activities since 1998 as a member of the National Colorectal Cancer
Roundtable (NCCRT). We have also used advertising and other methods topromote cancer checks in Canada, the Czech Republic and South Korea.

Expanding the Circle

Employee volunteers as course guides
during BRAVE CIRCLE Walks.

Future Activities

The name “BRAVE CIRCLE” was chosen because the aim of the campaign is tocreate an expanding circle of people with the courage to ﬁght against colorectal
cancer. The name also reﬂects the fact that the initiative is supported not only by
Olympus Medical Systems Corporation and other Olympus Group companies,
but also by other companies, government agencies and organizations that agreewith the aim of the campaign.
In the long-term perspective, we will continue to work with numerous companies,
central and prefectural government agencies and organizations to expand thisThe logo for the “BRAVE CIRCLE” campaign
to eradicate colorectal cancer

initiative into a social campaign with the sole aim of saving as many people aspossible from death caused by colorectal cancer.

Olympus Corporate Social Responsibility Report Digest 200914

05 For the Environment
Contributing to Realize
the Sustainable Low-Carbon Society
Minimizing Greenhouse Gas Emissions

To contribute to the solution of today's
increasingly serious global environmental
problems Olympus is determined to reduce
the emissions of the greenhouse gas, carbon
dioxide (CO² ) as one of its own management
priorities. We are working steadily toward
our long-term environmental goal, which is to
reduce the total greenhouse gas emissions
throughout each product lifecycle.

Since March 2009, two types of solar panels, for power generation and heat collection,
have been installed on the roof of a new factory building of Aizu Olympus Co., Ltd..

We Aim to Halve Greenhouse Gas Emissions
As a good corporate citizen, Olympus contributes tothe development of a society capable of sustainable
development and the maintenance of a healthy
environment through activities based on the Olympus
Group Environmental Charter. The Charter consists ofour basic philosophy on environmental matters andan environmental code of conduct defining specificapproaches to our activities.
Global warming has become a major focus issue for theinternational community. During their summit conference inJuly 2008 at Lake Toya, Hokkaido, the G8 nations adopted
a common target of halving the world’s total CO² emissions
by 2050.
Olympus regards global warming as a serious andpotentially life-threatening problem for the Earth. Dangers
to the natural environment include sea-level rises,
desertification and habitat changes. The problem could
also have a serious impact on human lifestyles. Our
response to this global problem is defined by our Social
IN management philosophy, under which Olympus works
through its business activities to help people enjoy happierand healthier lives. In keeping with this commitment,
we have set environmental targets for all aspects of ourbusiness operations as part of our contribution to therealization of a low-carbon society.

15

Olympus Corporate Social Responsibility Report Digest 2009

Background and Policies

Olympus Group Environmental Charter (Extract)

Environmental Protection Declaration
The Olympus Group respects people’s security and healthas well as and the natural mechanisms on which these rely.
We are also contributing to the realization of a sustainable
society and sound environment through environmentallycompatible technological development and corporate
activities.

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

Further details and information about other initiatives. http://www.olympus-global.com/en/corc/csr/environment/

Reducing Greenhouse Gas Emissions

Front-Line Activities

As Olympus manufactures compact precision equipment,
we use comparatively little energy in our business activities
and CO² emissions are also low. However, as described
below, , we are determined to contribute to the prevention of
global warming by reducing CO² emissions through product,
manufacturing and transportation innovations.

I Product Innovation: Product-Based Activities
Reducing Energy Consumption
in Digital SLR Cameras
We have signiﬁcantly reduced energy consumption in the■“E-620” while also enhancing its functions. By developing
innovative systems and devices, we were able to cut the

The “E-620” digital single-lens
reﬂex camera

The “OER-3” endoscope cleaningand sterilization systems

camera’s energy consumption by 39% as compared withearlier models. We also saved resources and lightened theenvironment load resulting from transportation by reducing
the weight and volume of the packaging used for thecamera body by about 15% and 18% respectively. Other
examples of our efforts to protect the environment include
the use of eco-glass, which is free of lead, cadmium andarsenic, to manufacture optical lenses.

The “OER-3”—An Energy-EfﬁcientEndoscope Cleaning and Sterilization System
Endoscopes must be cleaned and sterilized whenever they
are used. The “OER-3” features an innovative cleaning■

The “IPLEX FX” industrial videoscope

system that reduces rated power consumption by 42%
as compared with earlier models. In addition, the amountof water consumed per scope has been halved. Anotherenvironmental enhancement is the use of a sterilization
solution that breaks down into hydrogen peroxide (*) andacetic acid.

Environmental Beneﬁts of Industrial Videoscopes
Area of Use

Electric power,gas, water* Because hydrogen peroxide breaks down into acetic acid and hydrogen,experts believe that it can be released without causing significant
environmental impacts.

Environmental Beneﬁts from Industrial Videoscopes
The “IPLEX FX” industrial videoscope, used to inspect

Main Method of Use Anticipated Environmental Beneﬁts
Internal
inspection ofpipes for cracks
and corrosion

Internal inspectionof engines

Enginesof environment-friendly features that contribute towarming (see table on right). The use of white LED lighting

lighter than other models and has the mobility to withstanduse under harsh conditions on construction sites. In
addition, we have achieved a signiﬁcant resource saving by
reducing the weight of the product by 70% and its volume• Quality inspections during engine
production

Boilers,heat exchangers

Checking forcorrosion andblockage• Prevention of incomplete
combustion, though measures toremedy deteriorating thermal
efﬁciency

Power generation,cogeneration

Inspection of
turbine blades andcompressors• Measures to remedy deteriorating
thermal efﬁciency and fuel efﬁciency

Air conditioning
ducts

Checking for dirt
inside ducts• Prevention of particle dispersion

Programproduction, etc.

E.g. observationof insect life insidetrees• Field observation of natural systems
and wildlife for research andecological protection activities

reduced power consumption by around 90% as comparedwith earlier models. The “IPLEX FX” is also dramatically• Checking of fuel conditions during
engine research and development• Quality inspections of exhaust gas
scrubbers used to clean exhaustemissions from diesel engines

environmental protection and the prevention of global
has increased the operating time of the system and• Maintenance and managementof environmental protection
infrastructure, such as sewage
facilities• Reduction of greenhouse gas (CO²)
emissions through inspections at
various stages■

facilities, systems and other structures, has a number• Reduction of resource inputs
through extension of economic life

by 87%.
Olympus Corporate Social Responsibility Report Digest 200916

05 For the Environment

II Manufacturing Innovation: Production-Based Activities
Reducing CO² Emissions through Fuel Conversion
Boilers at the Tatsuno Plant, a manufacturing facility for digital cameras,
LCD inspection equipment, industrial videoscopes and other products,
have been converted to operate on liqueﬁed natural gas (LNG) instead offuel oil. At the Ina Plant, which produces microscopes, fuel oil has been
replaced with electricity as the energy source for air conditioning systems.
These fuel conversions have reduced CO² emissions by around 2,000
metric tons annually.

■

Use of Natural Energy
Aizu Olympus Co., Ltd., which manufactures endoscope bodies, installed
solar panels for power generation and heat collection on the roof of its
new factory building, which was completed in March 2009. The resulting
reduction in CO² emissions is estimated at around 120 metric tons per year.
Green electric power is used to meet 100% of electricity requirements inthe factory of the Irish Branch of Olympus Life Science Research Europa
GmbH. In addition, wood chips are used to fuel the heating system. Thisuse of renewable energy resources has reduced net CO² emissions toalmost zero and there are also plans to increase the use of renewableenergy still further by installing wind power generation facilities, withapproval for construction received in September 2008. These initiatives
are dramatically reducing both energy costs and CO² emissions.

■

Expansion of Environmentally-Conscious Facilities
The Research and Development Center at Hachioji, Tokyo conducts
research relating to medical, health, imaging, information and industrial
systems as well as developing new products and production technologies.
The new building of Ishikawa at the Research and Development Center,completed in late February 2009, features an environment-friendly
design based on the concepts of “light,” “water” and “green.” “Light”
symbolizes the use of renewable energy, “water” the efforts made toconserve water resources, and “green” the beautiful natural setting of the
facility. Compared with existing facilities, the new building utilises 28%
less energy per square meter through facilities including the use of naturallight in the atrium, double-glazing for heat insulation, cooled air fromunderground common conduits (“cool tubes”) to reduce air conditioning
energy requirements and a green roof.
This total commitment to the environment also guided the design of the
new factory of Olympus Winter & Ibe GmbH (OWI) in the Czech Republic,
an emerging industrialized nation. Completed in April 2009, the newfacility will be used as a repair base for medical endoscopes. It has anumber of environment-friendly features, including thermally insulated
windows and exterior walls, advanced lighting systems, heat pumps andheat recovery compressors.

A new LNG-fueled boiler at the Tatsuno Plant

Wind power will be used at the Irish Branch of
Olympus Life Science Research Europa GmbH.

■

Green roof of new building of Ishikawa
at the Research and Development Center in Hachioji.

The new factory of Olympus Winter & Ibe GmbH (OWI)
in the Czech Republic

III Transportation Innovation: Activities Focusing on Logistics
Modal Shifting and Weight Reduction
Olympus Imaging has switched from air freight to marine freight for muchof its international shipment of products, resulting in lower CO² emissions.
The weight of items included in product packaging has also been reducedby supplying product manuals in CD-ROM form and using built-in plugs
instead of separate power cords. There have also been changes to thebulk packaging used to hold multiple products. These modal shifts andproduct/packaging modiﬁcations have reduced transportation-related CO²
emissions by about 12,000 metric tons.

■

17

Olympus Corporate Social Responsibility Report Digest 2009

Reducing power cord weight:
An old-type product is shown on the left
and a new product with a built-in plug on the right.

Further details and information about other initiatives. http://www.olympus-global.com/en/corc/csr/environment/

IV Environmental Education and Information Activities
Mitsuaki Iwago’s “Global Warming Witness” Website
In August 2006, Olympus established a special global environment
website to promote thought and discussion about the increasingly
serious problem of global warning. The site features photographsof natural environments and wildlife in various parts of the Earth,whilst Olympus also sponsored a photo contest with the theme“Nature and wildlife you want to protect.”
World Wide Fund for Nature Japan, a non-governmental conservation
organization, has endorsed this initiative and is assisting in various
ways, including the editing of content and the provision of information
about the impact of global warming on wildlife.

■

WEB

Special 90th Anniversary Program:
The Olympus Space Project
For this project, Japanese astronaut Kochi Wakata used
an Olympus “E-3” digital single-lens reflex camera to takephotographs of the Earth from Kibo, the Japanese experimentmodule of the International Space Station. The astronaut’s
photographs depicting the beauty of the Earth as seen from space
will be exhibited and published after his return to Earth, as part ofa project to raise awareness of the need to take care of the Earthand its irreplaceable environment.

http//www.olympus.co.jp/en/gww/■

Japanese astronaut Kochi Wakata with the “E-3” inside Kibo
(meaning Hope in Japanese), the Japanese experiment module ofthe International Space Station (photo supplied by JAXA)WEB

Raising Employee Awareness through “Environment Month”
In 2008, Olympus Group companies in Japan and overseas
implemented an “Environment Month” program designed to inform
employees about the problem of global warming and encouragethem to take the initiative in finding solutions. The President of
Olympus Corporation issued a message urging employees togo beyond awareness of environmental problems, and to turntheir awareness into action. Other activities included the use of
e-learning to inform employees about ways in which they can help
to protect the environment in their workplaces.

http://olympus-space-project.com/en/■

今できる職場での地球温暖化防止

このロゴマークはオリンパスグループの環境活動のシンボルマークです。
オリンパスグループは人と地球がこのような微笑みをし続けられるよう、人と地球のための活動に取り組んでいます。

An e-learning screen for “Environmental Awareness Month”

Reducing Environmental Loads throughout Product Lifecycles
Olympus has clearly deﬁned the role that it needs
to fulfill as a good corporate citizen in relation
to the prevention of global warming. It has alsoestablished a clear strategy for initiatives in thisarea and adopted long-term environmental targets
based on a scenario for the phased reduction ofgreenhouse gas emissions. That scenario, which
also reflects the emerging debate over postKyoto efforts to prevent global warming, calls forthe reduction of total CO ² emissions throughout
product lifecycles to 50% of the fiscal 2007 levelby ﬁscal 2020. Olympus will actively contribute to
the realization of a sustainable, low-carbon society
through environment-friendly business activities,
and through the supply of its products and services.

Future Targets

Long-term environmental targets

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to achieve long-term targets
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Olympus Corporate Social Responsibility Report Digest 2009

18

06

For Communities

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

Activities in Japan(Only in Japanese): http://www.olympus.co.jp/jp/corc/csr/data/2008/domestic.cfm
Activities in other countries:
http://www.olympus-global.com/en/corc/csr/data/2008/overseas.cfm

Japan
Research and Development Center (Hachioji, Tokyo)
New Building with
Advanced Environmental Features
The design of the new Building of Ishikawa,which was completed in late February, 2009, wasbased on the themes of “Light”, “Water” and“Green”. Its self-assessment ranking under theComprehensive Assessment System for Building
Environmental Efficiency (CASBEE) is currently“A”. Olympus aims to raise this to the top ranking,“S”, by implementing further improvements,
including the planting of vegetation.

Hinode Plant
Further Community Contribution
and Health Initiatives

Photo 1The Hinode Plant started to accept visits by
third-year elementary school children as partof social studies programs. Activities targeted
toward employees included a program to raise
health awareness through lectures on metabolic
syndrome and circulatory health, as well asclasses on the prevention of shoulder stiffness
and lower back pain.
Photo 2
Tatsuno Plant
Contributing to the Community
through Funding for Tree-Planting
and Donations of Used Books and Clothing

In addition to twice-monthly no-car days, in which
all employees participate, the Tatsuno Plant alsocollected donations to support a tree-planting
program in collaboration with local government
agencies. Maple trees were planted in Kojinyama
Park in Tatsuno-machi. There were also two
donation drives, during which employees gavebooks and clothing to the local community andcharitable groups.

Ina Plant
Electrical Chiller Installed—
Focus on the Environment andBusiness Continuity Plan
An old-type absorption freezer powered by fuelPhoto 1

19

Employees at the Hinode Plant learn
how to prevent shoulder stiffness
and lower back pain.

oil was replaced with an electrically poweredchiller and chilled water air conditioning system.
This energy conversion from fuel oil to electricity
resulted in a significant reduction in CO ²
emissions. A business continuity plan (BCP) was
formulated to ensure that the air conditioning
would still be available if the chiller was shut down
due to a malfunction.

Mishima Plant
Plant Tours for Customers
Olympus wants the Mishima Plant to be a modelfor environmentally responsible manufacturing,
and a facility that it can proudly show to visitors.
In ﬁscal 2008, over 900 users and general visitors
toured the plant and learned about its CSR
initiatives and environmental activities. These
visits helped to strengthen interaction withcustomers.

Shirakawa Plant
Proceeds from Bazaar Used to Support
Continued Tree-Planting
For the past 12 years, Shirakawa Olympus has
run recycling bazaars from which the proceeds
were recently used to support the planting ofcherry trees in the factory grounds. Shirakawa
Olympus is determined to exist in harmony withthe local community by maintaining beautiful
greenery in its factory precincts. Other initiatives
included the presentation of a display at anenvironmental forum hosted by Nishigo-mura, alocal village in Fukushima Prefecture.

Tokyo Ofﬁce
Clean-up Patrols,
Ethics and Etiquette Campaign

Photo 3Olympus employees have many opportunities tomeet non-Olympus tenants in the Tokyo Officebuilding and relationship promotion ofﬁcers havebeen appointed for each ﬂoor. The ofﬁcers monitor
the situation and submit regular reports that areused to promote good ethics and etiquette, whilst
the clean-up patrol program implemented inprevious years was further expanded.

Photo 2Olympus Corporate Social Responsibility Report Digest 2009

Tatsuno Plant employees contributeto the local community by collecting
and donating books and clothing.

Aomori Olympus Co., Ltd.
Tree-Planting in the Shirakami Mountains
As in previous years, employees participatedin nature conservation activities again in 2008,
with 101 employees planting approximately
200 beech trees in the Shirakami Mountains (adesignated World Heritage site). The planting
was carried out under the guidance of the
Shirakami Mountain Preservation Society, a nonproﬁt organization.

Aizu Olympus Co., Ltd.
Participation in Local Government
Program to Reduce Environmental Loads
Fukushima Prefecture is working to prevent
global warming under its own “Fukushima
Protocol.” Whilst Aizu Olympus participated in a
waste reduction competition under the businesscategory of the protocol, other activities included
poster displays and a campaign promoting
efforts to reduce general industries waste. In
addition, employees use ecological check sheets
to reduce CO² emissions in their homes.

Olympus Logitex Co., Ltd.
Transportation Trolleys Improved
Olympus Logitex previously used stretchable ﬁlm
to prevent damage caused by contact with thetrolleys used to carry large medical equipment
during transportation. By replacing this material
with reusable plastic bags and fabric padding,it was able to reduce waste by approximately
22,560kg per year and the cost of materials andwaste disposal by approximately ¥2.36 million.

KS Olympus Co., Ltd.
Reducing Business-Related
Environmental Loads
KS Olympus is working to reduce environmentalloads resulting from its business activities.
Related initiatives include the environmental
assessment of products, including Olympus
Eco-Products, and the supply of products with
reduced environmental loads to customers.

Photo 3A clean-up patrol at the Tokyo Ofﬁce

Overseas● Europe● North America● Other Regions

Olympus Europa Holding GmbH (OEH)
Payroll Giving Scheme Launched

Olympus Corporation of Americas(OCA)/Olympus
America Inc.(OAI)/Olympus Imaging America
Inc.[Corporate Headquarters]
Contributing to Society and the Environment
through Business Development

Olympus (Beijing) Industry & Technology Ltd.
[Pan Yu Factory] (OGZ)
Environmental Education and Fireﬁghting
and Evacuation Drills for All Employees

In January 2009, Olympus Europa Holding (OEH)
introduced a payroll giving scheme, under which
OEH employees in Germany round their monthly
salaries down to the nearest whole euro anddonate the odd cents to charity. These amounts
are matched by the company, and the resulting
funds are donated to an organization thatprovides plastic surgery for Cambodian children
suffering from facial disfiguration caused byviolence and other factors.

KeyMedPhoto 4
(Medical & Industrial Equipment) Ltd.
Assistance forStreet Children in MozambiqueMeninos de Mozambique provides healtheducation for Mozambique street children aged
around eight, who are at risk of malnutrition,
infectious diseases, violence and sexual abuse.
It also helps to reunite the children with theirfamilies. For the past three years, KeyMed
has supported this organization by providing
operating funds and assistance with theconstruction of a center.
Photo 5Olympus Winter & Ibe GmbH(OWI)
Actively Installing
Environmentally Conscious Facilities

This company is implementing environmentally
responsible systems, not only at its newly
opened plant in the Czech Republic (seePage19), but also at its existing plant in Germany.
It has achieved energy savings of 28kWh per 1a(100m²) by installing newly developed central
heating systems and enhancing the thermal
insulation performance of roofs.

Olympus Life Science Research Europa GmbH
Carbon Footprint Surveys InitiatedThis company has commenced carbon footprint
surveys to ascertain environmental loads acrossentire product lifecycles. In the current year itcompleted surveys of production activities andshort-distance transportation. Future surveys
will cover long-distance transportation and theabsorption of CO² by trees within the factory site.

The company headquarters is actively
involved in a local environmental awarenessand stewardship program in cooperation withvolunteers from among trainee employees andlocal conservation groups. Business-relatedsocial and environmental contribution activities
include the donation of 10% of proceeds fromcharity auctions of Olympus consumer productson the eBay on-line auction site to support
colorectal cancer research.

Olympus America Inc.
[National Service Center (NSC)]
Environmental and Social Contributions
Based on Regional Characteristics
By replanting the factory grounds with species
that are resistant to dry conditions, the NSC
has cut the amount of water used in landscapemaintenance by 22%, thereby reducing theenvironmental load. It also received a letter ofcommendation after donating 15,000 meals to
the Second Harvest Food Bank of Santa Claraand San Mateo Counties.

Olympus Canada Inc. (OCI)
Personal Mugs and Bottles Issued
to All Employees
Olympus Canada dramatically reduced theuse of polystyrene cups in its office by issuing
personalized mugs and bottles to all of its
employees and encouraging their use.

During Environment Month, environmental safety
lectures were held in the factory. Topics covered
included examples of environmental pollution
accidents, and day-to-day environmental
protection skills. In November, the company
implemented a safety-related program on
ﬁreﬁghting and evacuation, including training inemergency ﬁrst aid and ﬁreﬁghting skills.

Olympus (Shenzhen) Industrial Ltd. (OSZ)
Environmental Events with
Employee Participation
During Environment Month, the company
implemented a range of environmental events
based on employee participation including
an environment and energy quiz to installenvironmental knowledge among employees,
no-car days, and an eco-bag design contest.
Eco-bags decorated with a special logo were
distributed to customers to publicize thecompany’s environmental initiatives.

Olympus Optical Technology
Philippines, Inc. (OPI)
Continued Involvement in
Tree-Planting Program

Photo 6

Ongoing forest development activities included
undergrowth clearance and supplementary treeplanting in areas where trees were planted in
the previous year. In February 2009, employees
again participated in a government tree-planting
program with a total of 1,500 saplings planted
along an expressway on Cebu Island.

Olympus NDT Inc. (ONDT)Support for Employees' Waste
Recycling Activities
Olympus NDT has introduced a program toencourage employees to recycle household
waste by allowing them to bring to work items
suitable for recycling by outside contractors,
including batteries, broken electrical appliancesand ﬂuorescent lights.

Odor at the Shirakawa Plant

Soil Removal at the Tatsuno Plant

In April 2008, an irregular odor at the Shirakawa Plant caused
inconvenience and concern for employees, local residents and theagencies concerned. Steps were taken to prevent recurrences of thisproblem, including a corporate-level risk assessment, countermeasuresand the reinforcement of safety management.

In ﬁscal 2007, the results of an historical survey of land use led to thediscovery that some substances in soil, in an area previously used forincineration, exceeded designated levels. Removal and replacementof this soil was completed in December 2008 under government
supervision.

Photo 4

KeyMed supports
Meninos de Mozambique.

Photo 5OWI has installed heat insulationin the roof of its plant.

Photo 6

OPI employees took part ina tree-planting program on Cebu Island.

Olympus Corporate Social Responsibility Report Digest 200920

Summary of Performance Data for the Olympus Group’s
Economic, Social and Environmental Activities
The following data was extracted from information
about the business operations and social and environment activities of the Olympus Group.
Updates and detailed information can be found on the following websites.
WEB

Information for investor relations: http://www.olympus-global.com/en/corc/ir/

WEB

Information about CSR activities:

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

Economic
Consolidated Net Sales,
Operating Income and Net Income

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Percentages of Employee Numbers by Region
Consolidated Number of Employees 36,503(as of March 31, 2009)���������

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Olympus Corporate Social Responsibility Report Digest 2009���� ��������������The Olympus Group has established its own product standard based onfour key items: environmental protection, energy conservation, resource
conservation and information disclosure. These correspond to the criteria
for Type II environmental labeling under ISO14021, the international standard
for environmentally responsible products. Products that meet the Olympus
Group’s standard are certiﬁed as Eco-Products. By March 2009, a total of
190 Eco-Products had been launched onto the market.

Global Warming Prevention: Total CO² Emissions from Energy System
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Energy-related CO² emissions per unit sales in ﬁscal 2008 were 26% below
the level in ﬁscal 1990. However, there was an increase compared with theﬁscal 2007 result because of a decline in net sales. Total CO² emissions werereduced by 3% from the ﬁscal 2007 level as a result of fuel conversions fromfuel oil to gas or electricity. In addition, a range of CO² reduction measures
were implemented in new buildings in Hachioji and Aizu (see Page 17).
We will intensify our efforts to reduce CO² emissions through the ﬁne tuningof energy use in day-to-day operations, and through the development of newtechnologies.further reductions in the product sizes and weights.

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Fiscal 2010 target: 80% reduction in CO² emissions from ﬁscal 2004 level
In fiscal 2008, CO² emissions from non-energy system were reduced by
69% compared with the ﬁscal 2004 level. This was achieved by reducing theamount of cleaning agents and dust dispersion prevention sprays used.
Our target is to reduce non-energy CO² emissions by 80% from the ﬁscal
2004 level by 2010. We will continue to work toward this target by developing
new technologies, including alternative cleaning agents.We will determine
to achieve further reductions in CO² emissions during transportation by
expanding the modal shift, improving packaging, and further reductions in
the product sizes and weights.

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69% Reduction from previous year CO² Emissions from Non-Energy System

Fiscal 2010 target:
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Total Volume of Waste(*) (Per Unit Sales) Reduced by 40% from Fiscal 2000 Level

CO² emissions during transportation in fiscal 2008 amounted to 90,890
metoric tons, a reduction of 24% compared with the total for ﬁscal 2007.
Factors contributing to this reduction included the expansion of a modal
shift from air freight to marine freight for international shipments, and the
reduction of shipment weights through the development of smaller andlighter products and packaging.
We are determined to achieve further reductions in CO² emissions duringtransportation by expanding the modal shift, improving packaging, andreducing product sizes and weights.

Fiscal 2010 target: 50% reduction (per unit of sales) from ﬁscal 2000 level
In ﬁscal 2008, the total volume of waste(*) per unit of sales was reduced by
37% as compared with the ﬁscal 2000 level, though there was little change
from the fiscal 2007 level. Liquid waste was reduced through process
improvements and the installation of new facilities, whilst tßhe amount ofvaluable resources recovered was increased through stringent sorting andseparation. These measures resulted in a 10% reduction in total wastecompared with the ﬁscal 2007 level.
We will continue to minimize resource use in production activities throughefforts to reduce total waste, including valuable resources.
* Total volume of waste consists of recyclable resources and ﬁnal disposals at landﬁlls.

Chemical Substances Control: Handling of PRTR-Listed Substances

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Total Amount of Handling Reduced by 0.7 Tons from previous year to 27.2 Tons

Total Water Used Reduced by 310,000m³ from Previous Year to 2.09 Million m³

In fiscal 2008, the total amount of handling substances covered by the
Pollutant Release and Transfer (PRTR) Law was reduced by 0.7 metric tons
from the previous year’s level to 27.2 metric tons. Chemical substances are
rigorously checked on arrival at Olympus Group facilities and we will continue
to work actively in this area, including the implementation of technicalmeasures targeting processes that involve the use of large quantities of
PRTR-listed substances.

In ﬁscal 2008, total usage of water amounted to 2.09 million m³, a reductionof 13% from the ﬁscal 2007 in total. Measures to reduce total consumption
include cascading (water use in multiple stages), water recycling, and leakprevention through facility inspections.

Olympus Corporate Social Responsibility Report Digest 200922

Third-Party Opinion
Hiroshi Ishida

Executive Director, Caux Round Table-Japan
Hiroshi Ishida was born in Tokyo in 1966. After graduating with a degree in economics from Seijo University, heworked for the Industrial Bank of Japan in market dealing, planning and other areas. He has been active in the
Caux Round Table-Japan since October 2000 and became the organization’s Executive Director in 2006.
Mr. Ishida is also an associate professor at Kwansei Gakuin University and a part-time lecturer at Aoyama Gakuin
University.

Caux Round Table-JapanThe Caux Round Table (CRT) was founded in 1986 as a network of business people, principally in Japan, North America
and Europe. Since its establishment, it has been a forum for continuing debate about the social responsibilities ofcompanies. The Caux Round Table Principles for Business, which were published in 1994, are believed to be the ﬁrst
example of business principles formulated collaboratively by business people in Japan, North America and Europe. They
have inﬂuenced other CSR policies, including the Keidanren Charter of Corporate Behavior.

The Caux Round Table (CRT) was founded in 1986 as a

One of the demands that society places on business corporations

network of business people, principally in Japan, North

today is transparency. In the future I hope that Olympus will actively

America and Europe. Since its establishment, it has been adisclose “negative” information and share it with society.

forum for continuing debate about the social responsibilities

I would like to take this opportunity to offer some advice about theof companies. The Caux Round Table Principles for Business,

activities of the Olympus Group in general.

which were published in 1994, are believed to be the first

One approach that Olympus Group should consider is theexample of business principles formulated collaboratively bydevelopment of a clear road map (policies, initiatives, priorities)business people in Japan, North America and Europe. They

defining its social responsibilities as a member of society. Today

have influenced other CSR policies, including the Keidanren

companies need to take their CSR activities beyond simple lists ofCharter of Corporate Behavior.

actions, and to focus instead on the qualitative improvement of their

In my view, one of the causes of the present economic crisis

CSR activities into initiatives that express their individual corporate

was corporate management based on a dedication to short-characteristics. The three elements that I listed above are essential

term profit of such extremity that companies lost sight ofin this context.

their own visions of the future. For this reason, I see theWhen I read this report again, I found that the corporate philosophy

following three elements as absolutely essential to corporate

and Corporate Conduct Charter were clearly presented. In the CSR

management today.

concept diagram on Page 4, activities reflecting the fundamental• An unwavering corporate doctrine based on the role ofeachcompany as a member of society;• Activities targeted toward sustainable growth backed
by management doctrine; and• A ﬂexible decision-making environmentthat allows a company to adapt to the wishes of society.

duties of business corporations, such as compliance andbusiness ethics, were clearly distinguished from activities that areapproached on a more voluntary basis through business activities.
[The “BRAVE CIRCLE” campaign to eradicate colorectal cancer isan excellent example of such activities.] However, it is difficult toﬁnd any analysis of the relationship between these activities and thecorporate philosophy in this report. This means that while individual

I based my independent opinion about the “Olympus Corporate

initiatives may earn social recognition, there is a risk that the publicSocial Responsibility Report Digest” on these three elements.

will not be aware of which particular company is implementing
those activities, and that the face behind the initiatives will remain

23

I will begin with those aspects of the Olympus Group’s overall

invisible.

CSR activities that I regard as praiseworthy. The Olympus GroupTo avoid this situation, each individual activity should be clearly

has a basic doctrine known as “Social IN.” This is the basis forlinked to the corporate philosophy. The Olympus Group needs to

its management philosophy and Corporate Conduct Charter,

provide society with a clear understanding of its aims in taking on

both of which focus on the company’s relationship with society.

these responsibilities.

Olympus also supports the United Nations Global Compact and

The expectations and wishes of society toward businesshas cooperated in efforts to realize the United Nations Millennium

corporations will expand dramatically as the world moves toward

Development Goals through regional support activities in Africa.

globalization, and as more and more companies expand the scale

These activities can be seen as a reﬂection of the Olympus Group’sof their operations and evolve into multinationals. Olympus needs toapproach to the fulﬁllment of the various social responsibilities thatconsider how these expectations relate to its own philosophy andare imposed on business corporations today.

business activities, and to take the necessary actions effectively.

Olympus has also launched initiatives based on a skillful matching

Corporate initiatives linking multiple divisions will be infinitelyof its own areas of activity with the needs of society. In the field

more effective in this context than actions by individual workplaceof medicine, for example, it has established its own “BRAVE

organizations.

CIRCLE” campaign to eradicate colorectal cancer and is now

I hope that Olympus will maintain a clearly deﬁned philosophy, andimplementing that initiative with the support of other companies andthat it will adopt a stance that allows it to respond to the needs oforganizations. I hope that it will continue to develop wide-ranging

society through actions backed by that philosophy, and a decision-

initiatives, including some in other ﬁelds.

making environment in which such a stance is possible.

Olympus Corporate Social Responsibility Report Digest 2009

Responding to the Independent Opinion
Our priority is to develop our corporate culture
by consolidating our management philosophy

pandemic of a new strain of inﬂuenza, and problems in developing

Olympus first announced its “Social IN” management philosophy

society through business the basic goal of its business operations.

in 1994. This philosophy, which calls for “fusion” between the

To achieve this, we must resolutely implement activities based

company and society, deﬁnes our role as a member of society. For

firmly on our corporate philosophy. In these challenging times, it

more than a decade since that time, Olympus has strengthened

is especially important to ensure that every individual employee

and expanded its business structure through various strategies,

shares our corporate philosophy as a guide and foundation forincluding dynamic investment in related areas of business, and thetheir activities, and that we develop our business in a direction that

acquisition of businesses.

brings growth for all employees and sustainable development for

Today the Olympus Group employs over 30,000 people. However,the company.

countries, especially in Africa. Olympus must make contribution to

if we are asked if all employees have assimilated the corporate
philosophy that is the banner for the Olympus organization, or
if all of our activities are linked to that philosophy, we would

Business-Based Social Contribution Activities

unfortunately have to respond that we have not yet made sufﬁcient

I will refer brieﬂy to our efforts in the current year (ﬁscal 2009). We

progress in these areas. Nor can we say that all of our activities are

regard the consolidation of our management philosophy and its

based on clearly deﬁned business strategies. In this sense, I believe

assimilation by every employee as our most important priority. We

that our most important priority is to develop a corporate culture

will use every opportunity and every media, including messagesby consolidating our corporate philosophy as the foundation for all

from the President, to instill our philosophy among all employees,of our activities. There are also issues affecting the organizational

including the management team. The aim of these activities is

structure needed as a framework for the development of ourawareness reform. To ensure that our employees can enjoy

activities. Those issues are a lack of clarity concerning the rolecontinuing growth, we will work to expand opportunities for womenof the parent company within the group, and the weakness of

to succeed and contribute by developing workplace environments

cooperation based on cross-organizational functions.

in which the ability to work is not limited by life events, suchas marriage, childbirth and childcare. We will also strive toGrowth for Our Employees
and Sustainable Development for the Company

expand employment opportunities for people with disabilities.

The realization of our management philosophy must be theDevelopment Programme (UNDP) and contribute to the realization

fundamental goal of all of our corporate activities. This is becauseof the Millennium Development Goals by staging competitions forthe realization of our management philosophy means the fulﬁllment

photographs taken in Africa. Olympus will continue to maintain aof our corporate social responsibilities (CSR). The spirit of ourdynamic program of social contribution activities.

From a global perspective, we will support the United Nations

management philosophy is that the maximization of corporate
value is seen as a means of helping all people to enjoy happier andhealthier lives. Our philosophy calls for the development of trust
and the creation of win-win relationships with all stakeholders. As
a global enterprise, we face many social challenges, including the
global economic recession triggered by the ﬁnancial crisis, a global

Hisashi Mori
Director, Member of the Board and Executive Ofﬁcer
Group President of Corporate Center and Division Manager of Corporate
Social Responsibility Division
Olympus Corporation

Olympus Corporate Social Responsibility Report Digest 200924

Olympus Corporate Social
Responsibility Report Digest
The "Make Carbon 1⁄2 2020" logo symbolizes the Olympus Group's long-term
environmental goal for the prevention of global warming.

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

This publication has received third-party approval from Non-profitable
Organization, the Color Universal Design Organization as being suitablefor people with a wide range of color-vision characteristics. To protect theenvironment, it was printed on FSC-certiﬁed paper produced using resourcesfrom appropriately managed forests, using soy ink and waterless printing
technology.

Olympus Corporation
Contact

CSR Department, CSR Division

Quality and Environment Management Department,
Quality and Environment Administration Division

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

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

Olympus Corporate Social Responsibilities Activities Website

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

Issued in August 2009 (previous edition issued in August 2008)
Circulation: 4,000 copies
Next volume scheduled for issue in August 2010
X020-09J① 0906T Printed in Japan

Toward the Realization of a Better Livelihood and Happiness